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Facing the Challenge of Change: An E...

Mick, Reed Douglas.

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Facing the Challenge of Change: An Exploratory Study of Leaders' Perception of the Efficacy of Interpersonal Relationship Skills During Change Agent Activities.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Facing the Challenge of Change: An Exploratory Study of Leaders' Perception of the Efficacy of Interpersonal Relationship Skills During Change Agent Activities./
Author:	Mick, Reed Douglas.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	276 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
Contained By:	Dissertations Abstracts International81-04A.
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13809711
ISBN:	9781088317631

Facing the Challenge of Change: An Exploratory Study of Leaders' Perception of the Efficacy of Interpersonal Relationship Skills During Change Agent Activities.
Mick, Reed Douglas.

Facing the Challenge of Change: An Exploratory Study of Leaders' Perception of the Efficacy of Interpersonal Relationship Skills During Change Agent Activities. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 276 p.

Source: Dissertations Abstracts International, Volume: 81-04, Section: A.

Thesis (D.E.Lead.)--University of Charleston - Beckley, 2019.

This item must not be sold to any third party vendors.

The purpose of the mixed-method study was to investigate and understand how senior leaders within the Army National Guard perceive their interpersonal relationship skills as influencing change-agent activities. Specifically, how those skills help leaders facilitate receptivity of change as expressed through the cognitive and emotional responses to change in followers. Research suggests that leading successful organizational change is difficult and remains a critical issue facing leaders in the twenty-first century (Burnes, 2011; Dhingra & Punia, 2016; Georgalis, Samaratunge, Kimberley & Lu, 2014). At the heart of this research is an attempt to understand the role interpersonal relationships skill's play on dynamics of leading change, particularlywithin the context of the Army National Guard. The researcher used a convergent parallel research design; both qualitative and quantitative data were collected simultaneously (Creswell & Plano Clark, 2011). The qualitative data collection strand included one-on-one interviews of leaders who are considered successful change agents as indicated through their organization's Baldrige evaluation process. The qualitative strand of the data was examined through a phenomenological approach, while the quantitative strand examined the correlation between the leaders' interpersonal relationship composite score of the EQ-i and followers' receptivity as expressed through the Utrecht Work Engagement Scale (UWES-9). The results of this research suggest that interpersonal relationship skills, as expressed through the sample leadership group's experience leading change, have an impact on creating a culture of change within the organization may positively affect receptivity. The research findings also proposed that there is no significant relationship between the senior leaders' interpersonal relationship EQ-i composite score and the UWES-9 mean score.

ISBN: 9781088317631Subjects--Topical Terms:

516664
Management.
Subjects--Index Terms:

Interpersonal relationship sills

Facing the Challenge of Change: An Exploratory Study of Leaders' Perception of the Efficacy of Interpersonal Relationship Skills During Change Agent Activities.
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500 $a Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
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520 $a The purpose of the mixed-method study was to investigate and understand how senior leaders within the Army National Guard perceive their interpersonal relationship skills as influencing change-agent activities. Specifically, how those skills help leaders facilitate receptivity of change as expressed through the cognitive and emotional responses to change in followers. Research suggests that leading successful organizational change is difficult and remains a critical issue facing leaders in the twenty-first century (Burnes, 2011; Dhingra & Punia, 2016; Georgalis, Samaratunge, Kimberley & Lu, 2014). At the heart of this research is an attempt to understand the role interpersonal relationships skill's play on dynamics of leading change, particularlywithin the context of the Army National Guard. The researcher used a convergent parallel research design; both qualitative and quantitative data were collected simultaneously (Creswell & Plano Clark, 2011). The qualitative data collection strand included one-on-one interviews of leaders who are considered successful change agents as indicated through their organization's Baldrige evaluation process. The qualitative strand of the data was examined through a phenomenological approach, while the quantitative strand examined the correlation between the leaders' interpersonal relationship composite score of the EQ-i and followers' receptivity as expressed through the Utrecht Work Engagement Scale (UWES-9). The results of this research suggest that interpersonal relationship skills, as expressed through the sample leadership group's experience leading change, have an impact on creating a culture of change within the organization may positively affect receptivity. The research findings also proposed that there is no significant relationship between the senior leaders' interpersonal relationship EQ-i composite score and the UWES-9 mean score.
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