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Nonprofit real estate association CE...

Kennedy, Dawn M.

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Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model./
Author:	Kennedy, Dawn M.
Description:	172 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
Contained By:	Dissertation Abstracts International77-03A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3732421
ISBN:	9781339193489

Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model.
Kennedy, Dawn M.

Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model. - 172 p.

Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

The experiences of 12 real estate industry nonprofit association CEOs participating in a peer network, in the context of the job demands-resource model (JD-R), were examined. JD-R theory postulates that as job resources integrate with job demands the worker will either experience job engagement or job burnout. The JD-R model is heuristic in nature and assumes that all job demands within all occupational segments will be influenced, either positively or negatively, with the intervention of any job resource. This qualitative inquiry reported the effects of the job resource, social support, via the peer coaching network, as a buffer to the job demands of the nonprofit CEO. Two groups were examined: a face-to-face network and a social media network. The approach to the study was through the lens of interpretivism wherein the subjective reality was defined through the researcher's interaction with the data. This qualitative study utilized computer mediated communication (CMC) through e-mail interviews of its participants. The study used the seven step VSAIEEDC model of analysis as applicable to generic qualitative inquiry. The study resulted in a rich and detailed account of the CEO experience in terms of job challenges related to the constructs of executive demands, impression management, and CEO isolation. The results found a positive relationship between peer network social support and job engagement. The social support application to the constructs of CEO impression management and isolation as mediators of job burnout were not as strong. However, the descriptions did appear to support current JD-R theory in that participants noted job challenges and job hindrances as separate demands, that the effects of a demand may be temporal, and that personal resources may play a significant role in mediating burnout.

ISBN: 9781339193489Subjects--Topical Terms:

2122787
Organization theory.

Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model.
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245 1 0 $a Nonprofit real estate association CEOs' peer networks: A qualitative inquiry of social support within the job demands-resources model.
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502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a The experiences of 12 real estate industry nonprofit association CEOs participating in a peer network, in the context of the job demands-resource model (JD-R), were examined. JD-R theory postulates that as job resources integrate with job demands the worker will either experience job engagement or job burnout. The JD-R model is heuristic in nature and assumes that all job demands within all occupational segments will be influenced, either positively or negatively, with the intervention of any job resource. This qualitative inquiry reported the effects of the job resource, social support, via the peer coaching network, as a buffer to the job demands of the nonprofit CEO. Two groups were examined: a face-to-face network and a social media network. The approach to the study was through the lens of interpretivism wherein the subjective reality was defined through the researcher's interaction with the data. This qualitative study utilized computer mediated communication (CMC) through e-mail interviews of its participants. The study used the seven step VSAIEEDC model of analysis as applicable to generic qualitative inquiry. The study resulted in a rich and detailed account of the CEO experience in terms of job challenges related to the constructs of executive demands, impression management, and CEO isolation. The results found a positive relationship between peer network social support and job engagement. The social support application to the constructs of CEO impression management and isolation as mediators of job burnout were not as strong. However, the descriptions did appear to support current JD-R theory in that participants noted job challenges and job hindrances as separate demands, that the effects of a demand may be temporal, and that personal resources may play a significant role in mediating burnout.
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