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A Narrative Inquiry of Non -Profit Organization Turnaround: Leadership Through Operant Focus

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A Narrative Inquiry of Non -Profit Organization Turnaround: Leadership Through Operant Focus University of Montana ScholarWorks at University of Montana Graduate Student Theses, Dissertations, & Professional Papers Graduate School 2005 A narrative inquiry of non -profit organization turnaround: Leadership through operant focus Rory A. Weishaar The University of Montana Follow this and additional works at: https://scholarworks.umt.edu/etd Let us know how access to this document benefits ou.y Recommended Citation Weishaar, Rory A., "A narrative inquiry of non -profit organization turnaround: Leadership through operant focus" (2005). Graduate Student Theses, Dissertations, & Professional Papers. 9545. https://scholarworks.umt.edu/etd/9545 This Dissertation is brought to you for free and open access by the Graduate School at ScholarWorks at University of Montana. It has been accepted for inclusion in Graduate Student Theses, Dissertations, & Professional Papers by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact [email protected]. Maureen and Mike MANSFIELD LIBRARY The University of Montana Permission is granted by the author to reproduce this material in its entirety, provided that this material is used for scholarly purposes and is properly cited in published works and reports. **Please check "Yes" or "No" and provide signature** Yes, I grant permission No, I do not grant permission Author's Signature: Date: Any copying for commercial purposes or financial gain may be undertaken only with the author's explicit consent. 8/98 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. A Narrative Inquiry of Non-profit Organization Turnaround: Leadership through Operant Focus by Rory A. Weishaar B.A., University of Montana, 1983 M.A., University of Montana, 1989 Presented in partial fulfillment of the requirements for the degree of Doctor of Education The University of Montana 2005 irovi Dean, Graduate School S'23-05 Date Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. UMI Number: 3177038 Copyright 2005 by Weishaar, Rory A. All rights reserved. INFORMATION TO USERS The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleed-through, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. ® UMI UMI Microform 3177038 Copyright 2005 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, Ml 48106-1346 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Weishaar, Rory Arlen, Ed.D., 2005 Education A Narrative Inquiry of Non-Profit Organizational Turnaround: Leadership through Operant Focus Dissertation Chairman: John C. Lundt, Ed. This qualitative research articulated a narrative inquiry investigation about how three leaders turned around their non-profit organizations. Three leaders were purposefully selected. The subjects represented a leader (head coach) from a college football program, a leader (chairman of the board of directors) from a non-profit art museum, and a leader (governor) from a state government. Data were collected during one-on-one semi-structured oral history interviews and analyzed through the narrative inquiry process suggested by Clandinin and Connelly (2000). The inquiry process included four phases: (a) field texts as data gathering (interviews), (b) field texts as data gathering (field notes), (c) field texts into narrative texts, and (d) submission of research narrative for leader verification. Field texts as data gathering included semi-structured interviews with each leader and the use of the researcher’s field notes. Field texts included interim texts and field notes that were written into narrative texts as a process of analyzing data Clandinin and Connelly (2000) call “back and forthing.” The data were then coded into themes for similarities and to find outliers. The final narrative text created the platform for this study’s findings. There was one important finding for the initiation response of the leaders. They changed the attitudes of followers inside and outside their organizations through the use of an operant focus. There were four important findings of leadership actions, all relating to the operant focus, taken after the initiation response stage. These include the following: (a) leaders continued to change attitudes of followers inside and outside the organizations, (b) leaders employed the right people in the right jobs for the right situations, (c) leaders took “little steps” on their way to success, and (d) the leaders continued to use the operant focus to sustain the turnaround. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ACKNOWLEDGMENTS The research journey and writing odyssey on which I embarked soon after passing my “comps” resulted in an actual mind (my own) visiting and living in a possible world of organizational turnaround. That living, and the stance I took during the expedition, seemed flamboyant at the time. Now I am humbled. The trip has ended and suitcases stored. Reflecting on the excursion by focusing on the photographs of memory, I submit in a self-effacing manner my deepest appreciation to the following people. I begin by thanking my wife, Kathy, who supported this cavalier writer in more ways than he deserves! I also thank my daughters, Anna and Emily, for loving dad when he really needed the hugs and kisses! Dr. John Lundt, my dissertation Chairman, is to be honored for his courage to say “Yes” when I asked him to mentor me through the journey. His gregarious personality encouraged me, his sharp mind challenged me, and his presence gave to me the confidence I needed to “try something different.” Dr. Lundt said, “I know you can do this because you are a good writer.” When stated so matter-of-factly and with such conviction, how could I not believe in myself? Thank you, Dr. Lundt. I appreciate all you have done for me! I thank my dissertation committee for taking the chance to believe in me. When confronted with this thing called narrative inquiry — and I could see skepticism in some eyes — they evoked in me the grace to grow and to learn when they said “go ahead.” Along the way they were with me vicariously, nudging me to do the right thing and make this important. The image I have of each professor on the committee symbolizes the gratitude I feel. Dr. Bobbie Evans had those penetrating eyes and encouraging smile as if to say, “I know you can do this Rory! I’m here for you, but I also want you to find within yourself the educable moment of it all.” Dr. William McCaw kept looking at notes and contemplating. This reminds me of “the meeting” we had to set me in the proper direction. Dr. McCaw suggested Clandinin and Connelly and from that moment on I was heading in the right direction! Dr. David Strobel was located on my left (proposal) and my right (defense). In a most balanced way he brought to my attention the possibilities and the problematic. I thank him for working my brain! In speaking about opposites, I picture Dr. Darrell Stolle at the far end of the table asking me about the “yin and the yang.” His calm demeanor helped me relax and seriously contemplate the penetrating questions. Finally, and with benevolence, I thank Don Read, David Moore, and Marc Racicot. Without them this dissertation would not exist. You are all great leaders and I cherish the time we had together to live the topic. May 2, 2005 Main Reading Room, The Library of Congress iii Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. TABLE OF CONTENTS ABSTRACT......................................... ........................................................... ii ACKNOWLEDGEMENTS.......................................... .................................. iii LIST OF TABLES......................... vii PROLOGUE TO EPISODE ONE................................................................... 1 Informing Readers about the Writing Style in this Dissertation 1 EPISODE ONE............................ .................................................................... 4 Introduction...................... .......... ......................................................... 4 Coming Around to the Topic...............................................................4 Justification for the Study .......................................................9 Purpose of the Narrative Inquiry Study .............................................. 10 Leaders and the Organizations they Turned Around. ....................11 EPISODE TWO................................................................................................ 14 Methodology.............................. ..........................................................14 Coming Around to a Narrative Research Methodology....................14 In Defense of the “Epiphanies of the Ordinary”...............................
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