Master of Fine Arts, Miami University, 2021, Art

Discrimination toward people of color has a deep-seated past in American culture and workplaces, resulting in racial inequality rooted in systemic racism. While it became illegal for employers to discriminate based on race, color, religion, sex, or national origin, some work environments evolved into covert racist practices. This research study explores ways to question institutional processes, systems, and programs to fight systemic racism within the workplace at Miami University. It looks to challenge racial majority employees to examine their privilege by addressing bias, unconscious bias, microaggression, and micro-inequities through modern diversity training techniques. This modern diversity, equity, and inclusion training includes intergroup dialogue, perspective-taking, and goal-setting insights personal reflection. Combining these techniques generates thought-provoking discussions that have the ability to produce personal growth, revising institutional practices, and perpetuate social movement. This study holds significant implications for modern workplace models that wish to create a culture of actionable allyship, address institutional racism, and reduce discrimination. By building empathy toward people of color, work environments can grow into being supportive and inclusive places of opportunities for all.

Committee: Zack Tucker (Advisor); Darryl Rice Dr. (Committee Member); Dennis Cheatham (Committee Member) Subjects: Communication; Design; Higher Education; Minority and Ethnic Groups; Personal Relationships

Master of Science (M.S.), Xavier University, 2023, Psychology

The present study tested hypothesized competing models of moderation and partial mediation involving the constructs of inclusive leadership and workplace bullying in predicting work engagement. Neither of the models was supported, but a model in which inclusive leadership fully mediated the effects of workplace bullying on work engagement was identified during exploratory analyses. The present study also identified a previously-unreported significant negative relationship between inclusive leadership and workplace bullying. The overall results of this study show promise for the use of inclusive leadership as a potential means to address the negative effects of workplace bullying. Limitations and suggested future research are discussed.

Committee: Morrie Mullins (Committee Chair); Christian Stilp (Committee Member); Eric Barrett (Committee Member) Subjects: Occupational Psychology; Psychology

Master of Science (M.S.), Xavier University, 2021, Psychology

Gender has historically been measured using a binary male/female forced choice format. However, research has shown that binary gender measurement formats (i.e., male/female forced choice) cause harm directly and indirectly to gender-diverse individuals by potentially misgendering them, excluding them from representation in research, and more. While a body of research on best practices for gender measurement exists, there has not been research done on the intersection between mood and different methods of measuring gender. This mixed-methods study examines affective reactions from LGBT+ and non-LGBT+ individuals to a binary gender measurement format and an alternative, inclusive gender measurement format. Participants completed either the binary or inclusive gender measurement item followed by the Positive Negative Affect Schedule. Qualitative data were gathered from gender-diverse participants regarding their personal experiences with gender euphoria. Results showed LGBT+ participants had higher negative mood than non-LGBT participants when presented with the binary gender measurement format; however, LGBT+ participants displayed higher negative mood in general than non-LGBT+ participants regardless of gender measurement format. Gender-diverse participants displayed significantly higher negative mood than cisgender participants when presented with a binary gender measurement format. A working definition of the phenomenon gender euphoria was created from the qualitative data gathered from gender-diverse participants. Future research should explicitly address individuals' feelings about different gender measurement formats. Additionally, future research should be conducted by a more diverse research team, as well as sample from a more diverse pool of participants. Finally, organizations should make an effort to address LGBT+ job satisfaction specifically.

Committee: Morrie Mullins Ph.D. (Committee Chair); Dalia Diab Ph.D. (Committee Member); Mark Nagy Ph.D. (Committee Member) Subjects: Behavioral Sciences; Business Administration; Labor Relations; Psychology; Social Psychology

Ph.D., Antioch University, 2017, Leadership and Change

Conventional forms of leadership that are prominent in organizational life today are seemingly antithetical to the landscape of our dynamic, global society. The continued focus on traditional hierarchies with leadership that functions in a “chain of command” manner begs the question of how organizations can reshape routines and relationships to reflect processes of inclusion and collaboration that have the capability of provoking progressive change in organizations. Diversity and Inclusion scholars have identified the newer construct of inclusive leadership as apt to advance climates and cultures of inclusion through social processes that encourage inclusive practices and behaviors. These fluid aspects of inclusive leadership strengthen how organizations foster the engagement of organizational members across groups, functions, and/or levels to stimulate change within work settings. While scholars have ascertained the necessity of expanding our knowledge of the inclusion construct by examining inclusion in more depth, inclusive leadership remains an anomaly as it positions leadership as a collective, social process. The complexities associated with research in this area were instrumental in my choice to pursue an exploratory critical (single) case study with grounded theory for this dissertation research to better understand the social processes associated with inclusive leadership within a contained work environment. This multiple method qualitative study utilized intensive interviewing, field observations, and document reviews to explore inclusive leadership in a K-12 school district. Thematic, content, and dimensional analyses elicited findings associated with human connection, change, and evolving contexts associated with inclusive systems. The overlapping case study and grounded theory findings served as the basis for the development of an inclusive leadership model. The research provided empirical evidence of inclusive leadership's effect on organizational clim (open full item for complete abstract)

Committee: Lize Booysen DBL (Committee Chair); Elizabeth Holloway Ph.D. (Committee Member); Harriet Schwartz Ph.D. (Committee Member); Placida Gallegos Ph.D. (Committee Member) Subjects: Business Administration; Cognitive Psychology; Communication; Education; Educational Leadership; Ethics; Multilingual Education; Organizational Behavior; Psychology; School Administration