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An Exploratory Study on Leadership O...

Horan, Bridget Y.

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An Exploratory Study on Leadership Organizational Behaviors: Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning.

Record Type:	Electronic resources : Monograph/item
Title/Author:	An Exploratory Study on Leadership Organizational Behaviors: Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning./
Author:	Horan, Bridget Y.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2024,
Description:	143 p.
Notes:	Source: Dissertations Abstracts International, Volume: 85-07, Section: B.
Contained By:	Dissertations Abstracts International85-07B.
Subject:	Psychology. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30811000
ISBN:	9798381403961

An Exploratory Study on Leadership Organizational Behaviors: Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning.
Horan, Bridget Y.

An Exploratory Study on Leadership Organizational Behaviors: Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning. - Ann Arbor : ProQuest Dissertations & Theses, 2024 - 143 p.

Source: Dissertations Abstracts International, Volume: 85-07, Section: B.

Thesis (Ph.D.)--The Chicago School of Professional Psychology, 2024.

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

This study explored how leaders influence employee and external stakeholders' engagement and job satisfaction levels in order to add to the research on climate change and corporate strategy development. Improving environmental safety, climate change efficacy, developing organizational commitment, increasing employee job satisfaction, and improving employee engagement levels are difficult tasks. The study provided valuable insights to organizational leaders for making ethical decisions and developing corporate strategies. The research advanced knowledge in organizational effectiveness and safety culture, and enriched the literature on corporate social responsibility (CSR). The study used the convergent stakeholder theory for its theoretical framework, which revealed CSR to be a legitimate antecedent to organizational competitiveness and advantage that "doing good meant doing well" (Jones & Wicks, 1999). The research revealed that transformational leadership behaviors are more effective in improving employee engagement and job satisfaction expectations. Employees prefer a culture where the importance of safety is seen and not heard; organizational structures with positive relationships between employee and the environment increases job satisfaction; job satisfaction increases when transformational leadership and corporate strategy decisions are infused are combined; and those elements encourage decision-making and promote positively on job satisfaction and employee engagement.

ISBN: 9798381403961Subjects--Topical Terms:

519075
Psychology.
Subjects--Index Terms:

Corporate strategy development

An Exploratory Study on Leadership Organizational Behaviors: Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning.
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520 $a This study explored how leaders influence employee and external stakeholders' engagement and job satisfaction levels in order to add to the research on climate change and corporate strategy development. Improving environmental safety, climate change efficacy, developing organizational commitment, increasing employee job satisfaction, and improving employee engagement levels are difficult tasks. The study provided valuable insights to organizational leaders for making ethical decisions and developing corporate strategies. The research advanced knowledge in organizational effectiveness and safety culture, and enriched the literature on corporate social responsibility (CSR). The study used the convergent stakeholder theory for its theoretical framework, which revealed CSR to be a legitimate antecedent to organizational competitiveness and advantage that "doing good meant doing well" (Jones & Wicks, 1999). The research revealed that transformational leadership behaviors are more effective in improving employee engagement and job satisfaction expectations. Employees prefer a culture where the importance of safety is seen and not heard; organizational structures with positive relationships between employee and the environment increases job satisfaction; job satisfaction increases when transformational leadership and corporate strategy decisions are infused are combined; and those elements encourage decision-making and promote positively on job satisfaction and employee engagement.
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