A qualitative case study examining leadership’s influence on employees’ morale, motivation, and performance during an organizational restructure.

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dc.contributor.advisorWard, Lee, 1970-
dc.creatorBlow, Gretchen M., 1987-
dc.date.accessioned2024-07-17T13:53:54Z
dc.date.available2024-07-17T13:53:54Z
dc.date.created2023-08
dc.date.issued2023-08
dc.date.submittedAugust 2023
dc.date.updated2024-07-17T13:53:54Z
dc.description.abstractOrganizations in today’s globalized world face challenges at unprecedented rates and magnitudes. Restructures are a valuable tool used to meet those challenges directly. Senior-level leaders spearheading restructuring need to adjust quickly to change and to be cognizant of the persuasive and biased atmosphere their actions and behaviors create for all personnel. Change is an inescapable segment of business; those unwilling to adapt will continue utilizing antiquated practices which decreases the likelihood of meeting the needs of their stakeholders. Educational institutions are particularly slow to accept change, and when they fail to acclimate to needed change, they position themselves to fall short in taking care of their employees. Most significantly, the institutions let down their students when lack of adaptiveness in administrative processes leads to poor communication and systematic errors. This qualitative single-case study focused on the influence senior-level leadership’s actions and behaviors had on employees throughout an organizational restructuring in a medical educational institution. Former employees completed questionnaires relating to leadership practices observed during the restructuring. Additionally, individuals completed in-depth interviews to discuss their experiences during the period of change. The questionnaires and interview questions aimed to determine whether transformational leadership practices were present during the restructuring period. This study established a connection between transformational leadership theory and employees’ levels of morale, motivation, and performance. Furthermore, the study found that leaders whose actions and behaviors lack components of transformational leadership negatively influence the working environment. This study provided implications for senior-level leadership teams and operational-level managers by demonstrating a connection between leadership’s actions and behaviors and the influence those actions and behaviors have over employees’ morale, motivation, and performance. The study found leadership’s actions and behaviors heavily influenced employees. The implications of the study suggest that operational management and senior-level leadership must build strong, positive, connections with employees before and throughout the restructuring process for the restructuring to be successful. Without strong connections, employees fail to buy in to the restructuring and subsequently allow leaderships’ actions and behaviors to influence their restructuring experience.
dc.format.mimetypeapplication/pdf
dc.identifier.uri
dc.identifier.urihttps://hdl.handle.net/2104/12770
dc.language.isoEnglish
dc.rights.accessrightsNo access – contact librarywebmaster@baylor.edu
dc.titleA qualitative case study examining leadership’s influence on employees’ morale, motivation, and performance during an organizational restructure.
dc.typeThesis
dc.type.materialtext
local.embargo.lift2025-08-01
local.embargo.terms2025-08-01
thesis.degree.departmentBaylor University. Dept. of Curriculum & Instruction.
thesis.degree.grantorBaylor University
thesis.degree.nameEd.D.
thesis.degree.programLearning & Organizational Change
thesis.degree.schoolBaylor University

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