Bridging the gap between leaders and job involvement through a value system: A qualitative study

by Blockton, Tyrone M., Ph.D., CAPELLA UNIVERSITY, 2013, 159 pages; 3606062

Abstract:

The purpose of this phenomenological research was to understand how work values influence job involvement for a group of executive level leaders. Work values are defined as one's personal outlook on needs and priorities in relation to the type of work perceived to have a capacity to meet those needs and priorities. Job involvement is defined as the internalization of values about work to an individual. In specifying job involvement, a leader is considered to be involved in his or her job if actively participating in it, regards the job as being important to life interests, and believes job performance is central to their self-concept. With no limitation on demographic elements, the criterion for participants in this study was that each is serving at the Senior Vice President (SVP), Vice President (VP), or Director Level in the organization. Forty potential participants were contacted. Of these, nine responded, seven with interest in participating. Four were SVPs/VPs and three were Directors. A review of job involvement theory, motivation theory, and organizational culture theory was provided to support the research. Through the process of phenomenological analysis, two analytical procedure models were used to identify common themes among the participants related to their lived experiences as senior leaders. The results of the study showed that a leader's work values influenced job involvement through a cycle of actions that begin with varied influences of others and the intrinsic value placed on those influences. The leader is then compelled to put forth specific or applicable work values that drive greater job performance and yield the greatest return on individual investment. Based on the findings, work values can be formulated in a manner that guides future leaders to increased job involvement and ultimately greater success. The information presented could be a means for future studies on the topic, and used to create new relationships within the ongoing body of research.

AdviserLinda J. Terry
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organization theory
Publication Number3606062

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