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Organizational Change Development Interventions: Are Multiple Interventions Useful?

Description: The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent wit… more
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Date: August 2005
Creator: Smith, Lindsay C.
Partner: UNT Libraries
open access

Design and Empirical Analysis of a Model of Empowering Leadership.

Description: Mid-level leaders are often expected to implement employee empowerment initiatives, yet many do not have a clear understanding of how to empower employees. To address this issue, a model of empowering leadership was developed. The model presents specific, actionable behaviors that a leader should perform in order to empower employees. The model comprises 13 factors built around the areas of ability, accountability, and authority. First, leaders must ensure employees have the ability to be empo… more
Date: May 2005
Creator: Bodner, Sarah L.
Partner: UNT Libraries
open access

Job embeddedness versus traditional models of voluntary turnover: A test of voluntary turnover prediction.

Description: Voluntary turnover has historically been a problem for today's organizations. Traditional models of turnover continue to be utilized in a number of ways in both academia and industry. A newer model of turnover, job embeddedness, has recently been developed in an attempt to better predict voluntary turnover than existing models. Job embeddedness consists of organizational fit, organizational sacrifice, and organizational links. The purpose of this study is to two fold. First, psychometric analys… more
Date: December 2005
Creator: Besich, John
Partner: UNT Libraries
open access

The power of teams: Do self-managing work teams influence managers' perceptions of potency?

Description: The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indica… more
Date: December 2005
Creator: Hass, Nicolette P.
Partner: UNT Libraries
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