Superordinate Ties, Value Orientations, and Congregations’ Organizational Cultures

May, Matthew

doi:10.3390/rel11060277

Cited by 3 publications

(2 citation statements)

References 36 publications

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“…Such findings resonate with studies that highlight the role that clergy can play in shaping the organizational culture within their organizations. For instance, May's (2020) recent study, based on roughly 50 interviews with clergy and members from five Christian congregations, show that the value orientations held by clergy greatly influenced the organizational culture within each study site (May 2020). When defined as “the collection of shared beliefs and values held by the organization's members” (May 2020: 3, see also Schein 1990), we emphasize associations between messages from clergy, and now these messages might shape members’ belief systems; including their general treatment and support of one another.…”

Section: Literature and Hypothesesmentioning

confidence: 99%

Is it the Sermon or the Choir? Pastoral Support, Congregant Support, and Worshiper Mental Health

Acevedo

DeAngelis

Farrell

et al. 2022

Review of Religious Research

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Background Although religious involvement tends to be associated with improved mental health, additional work is needed to identify the specific aspects of religious practice that are associated with positive mental health outcomes. Our study advances the literature by investigating how two unique forms of religious social support are associated with mental health. Purpose We explore whether support received in religious settings from fellow congregants or religious leaders is associated with participants’ mental health. We address questions that are not only of interest to religion scholars, but that may also inform religious leaders and others whose work involves understanding connections between religious factors and psychological outcomes within religious communities. Methods We test several hypotheses using original data from the “Mental Health in Congregations Study (2017–2019)”, a survey of Christian and Jewish congregants from South Texas and the Washington DC area (N = 1882). Surveys were collected using both paper and online surveys and included an extensive battery of religious and mental health measures. Results Congregant support has more robust direct associations with mental health outcomes than faith leader support. Increased congregant support is significantly associated (p < 0.001) with fewer symptoms of psychological distress (β = − 0.168), anxiety (β = − 0.159), and anger (β = − 0.190), as well as greater life satisfaction (β = 0.269) and optimism (β = 0.283). However, faith leader support moderates these associations such that congregant support is associated with better mental health only in cases where faith leader support is also high. When leader support is low, congregant support and mental health are not associated. Conclusions and Implications At the conceptual level, our study adds to an extensive literature on the relationship between religious social support and mental health. Additionally, our work may provide important insights to religious leadership in terms of communications strategies, services, and resources that might enhance overall congregant mental health and well-being.

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Section: Literature and Hypothesesmentioning

confidence: 99%

Is it the Sermon or the Choir? Pastoral Support, Congregant Support, and Worshiper Mental Health

Acevedo

DeAngelis

Farrell

et al. 2022

Review of Religious Research

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show abstract

“…These perceptions not only reflect employees' impressions of the work environment, they also influence their levels of stress, job satisfaction, commitment, and performance which, in turn, have implications for overall organizational productivity (Ostroff, Kinicki, & Tamkins, 2003;Schulte et al, 2006). Measures used to investigate perceptions of organizational climate are similar, in many ways, to those used to investigate perceptions of "organizational culture", insofar as they are measures of what has been termed the "deep structure of organizations" (e.g., Reichers & Schneider, 1990;Payne, 2000;May, 2020). Although at face value, perceived organizational climate may be seen as a mainly cognitively acquired attitude, it should be noted that significant evaluative and affective components are reflected in employees' perceptions of organizational values and processes (Patterson, Warr, & West, 2004), such that both intellectual and emotional factors impinge on employee job behavior and social interactions at the workplace (Schneider, 2000).…”

Section: Introductionmentioning

confidence: 99%

Interpersonal Relations in a Cross-Cultural Team

Vsevolod¹,

Evgeniia²,

Roman³

2020

Advances in Psychology and Psychological Trends

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In the conditions of fragility of building interethnic relations, turning to the problem of developing interpersonal relations in mono-cultural and multi-cultural teams of employees of an enterprise in the period of reorganization is extremely relevant. The article presents the results of the empirical research conducted by the authors, the conclusions were made after processing data using mathematical statistics methods. The analysis of theobtained empirical data shows that in the period of reorganization the factor of cross-cultural composition of the employees teams under study actively manifests itself in interpersonal relations. Differences were found in the level of certain characteristics of employees in different types of ethnic environments. In general, more statistically significant connections between personal and behavioral characteristics were found in the sample of employees in a multi-ethnic environment compared to the employeesin a mono-ethnic environment. The development of interpersonal interaction in a team of employees in a multi-ethnic environment in the period of reorganization should be based on the development of the most significant characteristics of their personalityand behavior: positive ethnic identity, empathy, interpersonal trust and skills and abilities of building interpersonal interaction.

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Getting Permission to Break the Rules: Clergy Respond to LGBTQ Exclusion in the United Methodist Church

Gilliland

Krull

2022

Sociology of Religion

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Organizational scholars expect organizations to conform to the norms and expectations of their institutional environments. In some cases, though, organizations may reject rules if they perceive a greater advantage to defiance than to conformity. This project analyzes a sample of sermons given by United Methodist Church (UMC) clergy surrounding the 2019 UMC General Conference. We focus on a subset of sermons in which clergy explicitly mention they will not follow denominational rules, meaning they will marry and ordain LGBTQ people, to investigate how clergy legitimize their rule breaking. We find that clergy draw on several sources of religious authority to justify their decisions, including meso-level structures in the UMC tradition, the autonomy of local congregations, and religious texts and leaders. This project provides empirical evidence of how organizations resist institutional pressure and construct their decision as legitimate, with implications for other organizations and for LGBTQ inclusion.

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Superordinate Ties, Value Orientations, and Congregations’ Organizational Cultures

Cited by 3 publications

References 36 publications

Is it the Sermon or the Choir? Pastoral Support, Congregant Support, and Worshiper Mental Health

Is it the Sermon or the Choir? Pastoral Support, Congregant Support, and Worshiper Mental Health

Interpersonal Relations in a Cross-Cultural Team

Getting Permission to Break the Rules: Clergy Respond to LGBTQ Exclusion in the United Methodist Church

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