| dc.description.abstract | Liminal Leadership is a new, adaptive leadership paradigm (Shaw-VanBuskirk, Lim, & Jeong, 2019). Liminal is a Latin word that means at a threshold or boundary; betwixt or between spaces. Liminal Leadership occurs when an individual leads ‘betwixt or between’ work units, culture, ethnicities, languages, generations, nations, time zones, and labor laws. Liminal Leadership is unique in that it seeks to articulate the extrinsic and intrinsic characteristics of those who lead in liminality.
While liminality, used in the anthropological sense, is a temporary state between two thresholds (Hawkins & Edwards, 2015; Turner, 1969), organizational literature has now show that it is an ongoing or permanent state in many organizations (Cunha & Cabral-Cardos, 2006; Lindsay, 2010). This calls for individuals who can navigate the ambiguity of constant transition that exists in these organizations. It also heightens the need for the research undertaken to identify the characteristics in those individuals who can lead in these situations.
The Liminal Leadership model was developed following an exhaustive, integrated literature review. Liminal Leadership was compared with other leadership models which bore similarities. From this comparison, a framework of characteristics was developed that organized into four dimensions; adaptive, directive, relational, and intrinsic.
The Liminal Leadership Scale was developed utilizing a 43-item survey distributed via email, social media platforms, and mTurk. Two samples were drawn. Exploratory factor analysis was used on the first sample and Confirmatory factor analysis on the second sample. Additionally, correlation analysis was completed to look at the impact culture, generational affiliation, and educational background would have on the data. The final result is validation of a 43-item instrument Liminal Leadership Scale. | en_US |
