NotesFAQContact Us
Collection
Advanced
Search Tips
ERIC Number: ED534705
Record Type: Non-Journal
Publication Date: 2011
Pages: 93
Abstractor: As Provided
Reference Count: 0
ISBN: ISBN-978-1-2670-1092-6
ISSN: N/A
Finding the Groove: A Grounded Theory Study on Leading Others to a Productive Path
Williams, Roshann Reed
ProQuest LLC, Ed.D. Dissertation, Fielding Graduate University
Finding the groove was systematically discovered directly from data following the classical grounded theory methodology developed by Glaser and Strauss (1967) and further developed by Glaser (1965, 1978, 1992, 1998, 2001). This basic social process emerged from data as the pattern of behavior that leaders proceed through to increase performer productivity. Members of any organization have a role that they are required to perform. Within the context of this grounded theory, the members of an organization are given the all-inclusive title of performer and any person who leads one or more performers is considered a leader. While "finding the groove," leaders consider the vision as a "road map to the construction of the organization" (Tee, Hoon, Liu, Ting & Porodong, 2009, p. 183) and will seek to find the best way to guide a performer to the groove, which is the path through which productivity flows. While in the groove, the performer is working towards a shared vision or established goals for success. Finding the groove involves three stages: building right relationships, building up, and building community. The first stage, building right relationships, provides support to the leader in establishing productive working relationships that will better ensure successful attainment of the vision or goals for success. The second stage, building up, supports the leader in his or her efforts to build capacity in performers which maximizes potential and allows for more productivity. The third stage, building community, refers to the need for leaders to develop a structured way of speaking that contributes to the development of shared values and shared expectations among all performers. This stage supports the leader's efforts to change the culture and climate of the organization. Data for this grounded theory consisted of interviews, observations, and conversations with leaders in a large urban school district. The theory however, has implications to all leaders within any organization who are seeking to find the best way to guide others to the groove but the data are specific to K-12 leaders. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: Elementary Secondary Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A