Browsing by Subject "followers"
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Item An Exploration of the Role of the "Assistant to" in Student Affairs Using the Courageous Follower Model(2015-12) Whyte, AmeliousAs student affairs organizations have become more complex over time, there has been an increase in staff who work as “cross-organizational specialists” within these organizations. These staff typically work in the central office of a division of student affairs and have responsibilities which cut across the division, rather than focusing on the needs of a specific department. The most common of these positions is the “Assistant to” the Senior Student Affairs Officer (SSAO). This qualitative study sought to explore the work of those who work in these positions, using the Courageous Follower Model as a conceptual framework. This model posits five dimensions, with specific behaviors within each dimension, that demonstrate that an individual is a Courageous Follower; one who is an active contributor to their organization and its pursuit of the organization’s “common purpose.” The results of the study revealed that while most of the model applies to the work of the “Assistant to” there are some dimensions and associated behaviors which are not present to the same degree as others. The results also revealed that relationships are important to the work of staff in these positions. The relationship between the “Assistant to” and the SSAO is particularly important in facilitating their ability to demonstrate behaviors associated with othe Courageous Follower Model. Finally, the results provide support for possibly adding a new dimension to the model, as it relates to the work of the “Assistant to” in Student Affairs. Implications of this study address staff who work in this position or similar ones, SSAO and other senior leaders inside and outside of higher education, as well as individuals who may be interested in working as an “Assistant to.”Item The Impact of Gender Emotional Display Stereotypes on Leader Evaluations(2022-05) Theisen, Claire MThe present study tested the hypothesis that gender and emotional display (anger, sadness, or neutrality) affect how leaders are perceived. Participants watched a Zoom meeting clip that demonstrated an emotional message from a male or female leader. Then, participants rated the extent to which they found the leader likable, respectable, and effective. A 2 x 3 multivariate analysis of variance (MANOVA) revealed statistically significant leader emotional display effects. The MANOVA also revealed a statistically significant interaction between gender and emotional display, such that male leaders who expressed anger received higher ratings than female leaders who expressed anger, while female leaders who expressed sadness received higher ratings than male leaders who expressed sadness. The practical and theoretical implications of these findings are discussed.