DOI
https://doi.org/10.25772/EAGM-V078
Author ORCID Identifier
https://orcid.org/0000-0002-3707-4498
Defense Date
2025
Document Type
Dissertation
Degree Name
Doctor of Philosophy
Department
Education
First Advisor
Dr. Robin Hurst
Second Advisor
Dr. Christine Bae
Third Advisor
Dr. Jesse Senechal
Fourth Advisor
Dr. Julia Lloyd
Abstract
This convergent parallel mixed methods case study explores how a local Baptist church navigated organizational change during and after the COVID-19 pandemic through the lens of authentic and transformational leadership. Grounded in organizational leadership and open systems framework of organizational change, the study examined two primary hypotheses: (1) RBC demonstrated an authentic transformational leadership paradigm in its change processes since 2020, and (2) this paradigm significantly and positively influenced perceived leadership effectiveness.
Qualitative data were collected through semi-structured interviews with six leaders (three pastors, one minister, one staff leader, and one deacon) and 11 raters (five lay leaders, five congregants, and one support staff). It was analyzed thematically to identify leadership characteristics and contextual dynamics. Quantitative data were gathered via leadership assessments, including the Authentic Leadership Questionnaire (ALQ) and the Multifactor Leadership Questionnaire (MLQ), allowing for statistical analysis of predictors of leadership effectiveness. A total of 150 responses were collected, including 68 leadership self-assessments and 82 rater evaluations. The results confirmed the hypothesis and were integrated through triangulation, revealing that leadership was contextual, dynamic, and structurally layered, particularly within a lay-led governance model.
As a single case study, the primary aim was not to generalize statistically but to offer analytical generalization. While RBC’s specific cultural and organizational context is unique, the leadership patterns identified, particularly regarding authentic and transformational leadership responses to change, may offer transferable insights for other faith-based or non-faith-based organizations facing similar dynamics. The findings are intended to illuminate broader processes rather than predict outcomes across all organizations.
Rights
© The Author
Is Part Of
VCU University Archives
Is Part Of
VCU Theses and Dissertations
Date of Submission
5-3-2025
Included in
Educational Leadership Commons, Leadership Studies Commons, Nonprofit Administration and Management Commons, Nonprofit Studies Commons, Organizational Behavior and Theory Commons, Organization Development Commons, Other Social and Behavioral Sciences Commons