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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:	Language materials, manuscript : Monograph/item
Title/Author:	An Exploratory Study on Leadership Organizational Behaviors :/
Reminder of title:	Unifying Corporate Social Responsibility, Decision-Making Perceptions, and Employee and Stakeholder Engagement Levels in the Utility Industry to Make Meaning.
Author:	Horan, Bridget Y.
Description:	1 online resource (143 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-07, Section: B.
Contained By:	Dissertations Abstracts International85-07B.
Subject:	Psychology. -
Online resource:	click for full text (PQDT)
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. - 1 online resource (143 pages)

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

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

Includes bibliographical references

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.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381403961Subjects--Topical Terms:

555998
Psychology.
Subjects--Index Terms:

Corporate strategy developmentIndex Terms--Genre/Form:

554714
Electronic books.

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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