By Shana Serrano
April 24, 2024
Introduction
In today’s dynamic and competitive business landscape, effective leadership stands as a cornerstone of organizational success. This executive article presents a high-level overview of the results gleaned from the doctoral research study that focused on the relationship between Grateful Leadership training and organizational effectiveness. Conducted with attention to detail and employing qualitative research methods, this study provides preliminary insights into how leaders influence organizational success through the adoption of grateful leadership practices.
Background
The study delved into the effectiveness of the Grateful Leadership training program offered by the Center for Grateful Leadership (IIL CGL) and the International Institute for Learning (IIL). Grounded in a critical realist perspective, the research employed a case study approach to investigate this social phenomenon. Through qualitative research methods, the study aimed to unravel the intricate dynamics at play within organizational contexts.
Research Methodology
Data collection involved interviews, transcribing, and organizing for analysis. The analytical process encompassed open coding for identifying initial concepts, axial coding for grouping related codes into categories, and selective coding for exploring core categories in depth. The analysis was validated through member checking, ensuring the credibility of findings.
Key Findings
The study uncovered core thematic categories, including problem-solving, interpersonal skills, leadership and management, and organizational culture. Notably, it emphasized that grateful leaders value the pivotal distinction between acknowledgment and recognition, a key aspect foundational to the Power of Acknowledgment training. This distinction signifies a shift in leadership understanding, empowering leaders to not only enhance organizational effectiveness but also create inclusive workplaces where every individual is valued and empowered to thrive.
Implications
These preliminary insights offer a scholarly glimpse into the transformative potential of grateful leadership within organizational settings. The initial findings contribute to the nascent body of knowledge on grateful leadership. They provide a foundation for deeper exploration and practical application of grateful leadership practices to foster organizational effectiveness and create inclusive workplaces.
Way Forward
Moving forward there are several distinct opportunities to disseminate the findings of this study to a wider audience to maximize its impact and promote further exploration in the field of grateful leadership. This can be achieved through various avenues:
- Publication in Academic Journals: The results of this study will be compiled into a comprehensive academic paper and submitted for publication in relevant peer-reviewed journals specializing in leadership, organizational behavior, and management studies. Publishing in esteemed journals will enhance the credibility of the research and facilitate its integration into the scholarly discourse.
- Conference Presentations: Presenting the findings at academic conferences and seminars would provide an opportunity to engage with fellow researchers, practitioners, and stakeholders in the field. Conference presentations allow for the dissemination of insights, exchange of ideas, and networking with individuals interested in advancing grateful leadership practices.
- White Papers and Reports: Crafting white papers and reports based on the study’s findings can serve as valuable resources for organizational leaders, human resource professionals, and management consultants. These documents would offer practical insights, case studies, and actionable strategies for implementing grateful leadership principles within diverse organizational contexts.
- Media Outreach: Leveraging traditional and digital media platforms can help raise awareness about the transformative potential of grateful leadership. Press releases, op-eds, and interviews could spark public interest, generate discussions, and inspire leaders to adopt more appreciative and inclusive leadership practices.
These strategies offer various opportunities to ensure that the insights generated from this study are disseminated widely but also translated into tangible actions that drive positive organizational change. Together, they can help foster a new era of leadership characterized by gratitude, empathy, and empowerment, paving the way for more resilient, inclusive, and thriving organizations.
Shana Serrano is the International Affairs and Strategic Planners Function Community Manager (CP60). As the functional community manager, she is responsible for strategic workforce planning and career management support for approximately 1500 Army Civilians supporting the Army Security and Intelligence Enterprise. Dr. Serrano has been an Army Civilian Since 2012; her previous assignments have all been in the Strategic Plans Career Field. Originally from Chicago Illinois, Dr. Serrano spent 10 years on active duty as a Logistics Readiness Officer before transitioning to the Department of the Army Civilian workforce. She completed her undergraduate degree in Liberal Arts from Columbia College in Chicago, her Master of Science in Program Management from UMUC, and her Doctor of Business Administration through National University.
Shana has just achieved her Grateful Leadership(TM) Certified Professional (Instructor), Level 2 credential! If you’re interested in becoming a Grateful Leadership Certified Professional, contact Judy Umlas at judyumlas@iil.com
Explore our Center for Grateful Leadership Courses here!
Disclaimer: The ideas, views, and opinions expressed in this article are those of the author(s) and do not necessarily reflect the views of International Institute for Learning or any entities they represent.
