Processes of Chorister Organizational Identification During a Choral Director Transition

This qualitative case study explored the organizational identification (OID)processes of volunteer members during a leadership transition in a nonprofit organization. The study investigated the OID processes of choristers in the context of an overlapping leadership transition and was guided by one research question: What are the OID processes of choristers during a leadership transition from a long-term choral director to a new director?Data (public records, audio and video recordings, artifacts, repertoire lists,interviews, and observations) were initially analyzed to establish the characteristics of Emmanuel Senior Choir organizational identity (OI) at the time the transition began. Choristers’ OID processes during the director transition were then categorized in relationship to this identity. Four Emmanuel Senior Choir OI characteristics emerged associated with (1) the purpose of the choir, (2) the musicianship and musical expressiveness of the choir, (3) the relationships within the choir, and (4) the choir’s organizational learning style. Supporting features of these overarching OI characteristics were also noted. Six OID processes surfaced and were catalogued: (1) manifest and externalize personal identity; (2) assess with information and preparation provided by the leadership transition team; (3) prioritize OI characteristics and their supporting features to assess OID; (4) apply life lessons; (5) engage through chorister feedback; and (6) choose not to engage.The study found that personal identity grounded in early life experiences was asignificant influence on OID processing; that OID processes are dynamic, fluid, flexible, and complex (active or passive, in the moment or over time, and ongoing, sequential, or single point); that OID processes operate in multiple dimensions (cognitive, affective, embodied, spiritual, and behavioral), which synergistically strengthen identification; and that in an organization of volunteers, there is a fluid and mutually influential relationship between OID and an evolving, yet reasonably enduring, OI. Models for an overlapping director leadership transition, an OI-OID cycle, and an OI-OID feedback cycle also emerged.

Author

• Williamson, Donna Renfro

Language

• en

Keyword

• Organizational Identity
• Organizational Identification Dimensions
• Social Capital and Choirs
• Organizational Identification Processes
• Childhood Music and Choir Experiences Influence Adult Organizational Identification
• Organizational Leadership Transition

Date created

• 2022

Type of Work

• Dissertation

License

• All rights reserved

Rights statement

• In Copyright

GW Unit

• Human & Organizational Learning

Degree

• Ed.D.

Advisor

• Casey, Andrea

Committee Member(s)

• Tompkins, Rosamond
• Solomon, Joel

Persistent URL

•  https://scholarspace.library.gwu.edu/etd/vd66w083c