Deckard-Exploring Global Leadership Storytelling for Efficacy and Wellbeing among Organizational members

Αρετή (Arete) Journal of Excellence in Global Leadership | Vol. 1 No. 1 | 2022

of this essay crafted to guide implementation of the model into further research. Use of these questions embraces the find-and-seek approach of a qualitative study that permits the researcher to be a seeker and interpreter of vast sources of knowledge supplied in interviews (Merriam & Tisdell, 2016). Qualitative data collected from interviews or artifacts allows for the study of phenomena as they occur in their natural state from the perspectives of those being studied (Denzin & Lincoln, 2011; Merriam, 2002) Some of the strategies that researchers, organizations, and leaders can begin the process of addressing in their own form of qualitative inquiry are: • Determining the number of times that global leaders in the organization use storytelling to reach audience members, internally and externally. • Exploring the way that global leaders perceive storytelling in the organization and whether they think they are effective at using stories. • Finding commonalities and comparisons that emerge from the use of storytelling across culture and gender within the organization. • Ascertaining whether value is given to storytelling as a skill or competency that is necessary for global leaders. • Learning whether perceptions of self-efficacy or sense of wellbeing are boosted by such stories. Leading a candid team discussion about something that may seem as esoteric as storytelling in the serious confines of an organization may not seem appealing to many organizations. Storytelling has only recently begun to be embraced through mass media and academic circles as expressed by the 10 Stories Great Leaders Tell and the Seven Basic Plots of every story along with some of the literature discussed in this essay (Smith, 2019; Booker, 2004. Yet, organizations committed to serious leadership often find success when they have the vision to lead through the trying of new things and candour to discuss their circumstances among organizational members. Many organizational members may choose to ignore the storytelling taking place in their organization and watch as many members go about their day supplementing their processional experience while consuming books, music, podcasts, streaming shows, and other narrative-laden devices that receive hours of their time, attention, and money. Conclusion This essay makes a case for beginning greater examination of global leadership storytelling. It also contends that organizations can begin to look at the storytelling that is occurring in their global organizations and provides a model and some questions to guide further research and those efforts. The author intends to do that greater research beginning in Ireland, Greece, and the United States as a follow-up to some of the storytelling observations made during study abroad experiences. Narrative Paradigm Theory, first offered by Fisher (1985), contends that every human is a storyteller and the narratives, narration, and stories that come from such phenomena connect and make shared meaning between audience and speaker (Hansen, 2012). While global leadership storytelling may be empowering in its nature to make for easy and quick relation within the organization, it also has its limitations. Critics have noted that the wide and loose use of Narrative Paradigm Theory, the foundation of this storytelling, can be problematic (McGee & Nelson, 1985; Lucaites & Condit (1985). It

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