Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.
Date of Graduation
Summer 2019
Document Type
Dissertation
Degree Name
Doctor of Psychology (PsyD)
Department
Department of Graduate Psychology
Advisor(s)
Craig N. Shealy
Renee Staton
Lee Sternberger
Abstract
Whether a leader or the led, we all can point to examples of ineffective leadership – poor decision making, a lack of vision, inattention to morale, ineffective communication, systemic tendencies toward obstruction, and so forth. Similarly, most of us can identify characteristics that we do and do not esteem in the leaders we have known. The consequences of not attending to what actually is happening at these deep, complex, and interacting levels can mean the difference between success and failure from a leadership and organizational standpoint. The overarching purpose of applying the present leadership model to a real world organizational setting was to ascertain whether and how such abstruse processes could be illuminated in order to point the way toward practical and substantive change. The Equilintegration (EI) Leadership Model was applied and evaluated in a workshop to 49 leaders in a large organization via three interrelated sessions, each of which included both a presentation and small-group discussion: (a) the nature of “beliefs and values” including their role in organizational dynamics and leadership processes; (b) individual and group report data from the Beliefs, Events, and Values Inventory (BEVI), which illustrated similarities and differences among organizational leadership as well as strengths and areas to address; and (c) presentation of the EI Leadership Model, discussion of the aggregate “grades” leaders assigned to their organization, and implications for leadership and organizational development over the short- and long-term. We conclude that such processes and outcomes are not only possible, but necessary if we are to cultivate leaders and foster leadership that is able to meet the challenges and opportunities of our day. Overarching observations related to these findings are articulated.
Recommended Citation
LeBlanc, Kelly Dyjak, "The EI Leadership Model: From Theory and Research to Real World Application" (2019). Dissertations, 2014-2019. 210.
https://commons.lib.jmu.edu/diss201019/210
