A Case Study of How Leaders in an Appalachian County View Themselves in a Global Society

Abstract

The purpose of this study was to explore the experiences and perceptions of Appalachian adult community leaders and how they perceive themselves in a global society. A case study design was used to explore the perceptions of the global phenomenon of leadership according to Appalachian adults. Data were collected from 13 board members and alumni using unstructured open-ended questions during Zoom one-on-one virtual interviews. Data was also collected using administrative documents, public relations articles, social media posts and a video. Data were analyzed for codes, patterns, and themes using the five-phase formal analysis approach by hand coding and NVivo 12 software. The foundation for the theoretical framework of this study was empowerment theory (social, political, economic, and cultural). The theoretical framework was further underpinned using the concepts of indigenous identity and biculturalism. The findings of this study provided insight as to the significance Appalachian adult community leaders currently place on global leadership concerning their role in the global society. Five themes emerged from this qualitative case study: (a) indigenous identity, (b) biculturalism, (c) empowerment, (d) stereotypes, and (e) leadership. The findings of this study have confirmed Appalachian adult community leaders to have indigenous identities, perceive themselves as bicultural, are empowered, stereotyped, and perceive themselves as having a unique leadership style. Finally, the results of this study, through exploration of demographic questionnaires, one-on-one virtual interviews, organization documents, public relations articles, social media posts and a video as well as an extensive literature review, were used to suggest future research on global leadership in the Appalachian region.