Relevant bibliographies by topics / Cultural change leadership

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Cultural change leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Cultural change leadership.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Cultural change leadership"

1

Houmanfar, Ramona A., and Mark A. Mattaini. "Leadership and Cultural Change." Journal of Organizational Behavior Management 35, no. 1-2 (April 3, 2015): 1–3. http://dx.doi.org/10.1080/01608061.2015.1036645.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Smith. "Assessment Leadership and Cultural Change." Journal of Assessment and Institutional Effectiveness 9, no. 1-2 (2020): 79. http://dx.doi.org/10.5325/jasseinsteffe.9.1-2.0079.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Brooks, Ian. "Leadership of a cultural change process." Leadership & Organization Development Journal 17, no. 5 (September 1996): 31–37. http://dx.doi.org/10.1108/01437739610127496.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

ANDREWS, MARGARET M. "A Model for Cultural Change." Nursing Management (Springhouse) 29, no. 10 (October 1998): 62???67. http://dx.doi.org/10.1097/00006247-199810000-00021.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Houmanfar, Ramona A., and Mark A. Mattaini. "Leadership and Cultural Change: Implications for Behavior Analysis." Behavior Analyst 39, no. 1 (April 27, 2016): 41–46. http://dx.doi.org/10.1007/s40614-016-0064-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Choromides, Constantinos. "Leadership and Change Management: A Cross-Cultural Perspective." International Journal of Entrepreneurial Behavior & Research 24, no. 2 (March 12, 2018): 575–78. http://dx.doi.org/10.1108/ijebr-03-2018-428.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Houmanfar, Ramona A. "Discussions and Research: Leadership, Cultural Change, and Beyond." Journal of Organizational Behavior Management 36, no. 2-3 (July 2, 2016): 99–102. http://dx.doi.org/10.1080/01608061.2016.1203711.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Nordstrom, Richard D., and Bruce H. Allen. "Cultural change versus behavioral change." Health Care Management Review 12, no. 2 (1987): 43–49. http://dx.doi.org/10.1097/00004010-198701220-00007.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Horak, Bernard J., Karen Hicks, Susan Pellicciotti, and Anne Duncan. "Create cultural change and team building." Nursing Management (Springhouse) 37, no. 12 (December 2006): 12,14. http://dx.doi.org/10.1097/00006247-200612000-00005.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Peterson, Joanne. "Personal Leadership and Cultural Change: Seattle Public Utilities Best Practices in Leadership Development." Proceedings of the Water Environment Federation 2003, no. 8 (January 1, 2003): 902–27. http://dx.doi.org/10.2175/193864703784640640.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Cultural change leadership"

1

McLaughlin, Judith Ann. "Leadership behaviors related to cultural change in a middle school /." Access Digital Full Text version, 1986. http://pocketknowledge.tc.columbia.edu/home.php/bybib/10648434.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Lindmark, Felicia, and Petra Nilsson. "Breaking the glass ceiling : How to change an organizational culture to increase the share of women at executive level." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255863.

Full text
Abstract:
This thesis investigates how an organizational change can lead to an increased share of women at top management positions. Based on interviews at Sandvik, an organization that has received extensive attention for its efforts to increase the share of female executives, the study aims to understand how an organizational culture is changed in a way that will lead to more women at top management positions. The study also aims to give an answer to how the change process is implemented and what kinds of changes in content that are needed. The empirical findings are analyzed using a theoretical framework based on change management literature and female leadership literature. The results of the study indicate that actions to increase gender diversity should be integrated in the overarching company strategy. There are further indications that it can be enough to have a personal conviction from a prominent leader within the organization to start the change process. Commitment and support from top management is thereafter vital. A final indication is that the changes in content should be aimed at changing the mindset of the employees throughout the organization.
APA, Harvard, Vancouver, ISO, and other styles
3

Oelofse, Eriaan. "Core and peripheral cultural values and their relationship to transformational leadership attributes of South African managers." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-05162007-164350.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Nydén, Emma, and Lovisa Svensson. "Transatlantic culture-carriers : A qualitative study on Swedish companies' organisational culture change in the United States." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185464.

Full text
Abstract:
All countries have their own national culture, with their own norms, beliefs, attitudes, and values. Every organisation in the world also has their own organisational culture, just like any other social group. Because of the increased globalization throughout the world, more companies are becoming multinational corporations. This means that they go through a market entry process when they enter a foreign market. This can lead to their already established organisational culture being affected by the national culture in the foreign country. The effect of national culture on organisations is a well-researched area. However, the research on how the organisational culture is affected by national culture as an organisation goes through international market entry leaves much to be discovered.  The purpose of this thesis was to investigate how, and if the organisational culture of Swedish organisations is affected by national culture when they establish themselves on the United States market. It was also investigated how Hofstede’s five dimensions of culture can aid in the explanation of the potential organisational culture change, and if the index scores of the five dimensions for Sweden and the United States correspond to the differences later indicated by our research. The effect of leadership and market entry strategy on the organisational culture was also investigated. The qualitative data collection in this thesis comes from semi-structured interviews with companies who help Swedish companies in their market entry process, managers of Swedish companies who have established themselves on the United States market, and one human resource manager within a Swedish company which has moved to the United States. This data lays the basis for the results of this study, and we identify themes relevant to the purpose and research question of this study.  The conclusion of this thesis shows that the organisational culture of all the companies we have interviewed has been influenced by national culture to some extent. The factors which are identified to have had the largest impact on the organisational culture of these companies are market entry strategy, leadership, and the newly found themes; culture-carriers and laws and legislation. It is also concluded how Hofstede’s five cultural dimensions within organisational culture are affected by the national culture.  In the conclusion of this thesis, the importance of the cultural knowledge and awareness of the factors which influence organisational culture possessed by managers is emphasised. Practical and theoretical implications are also provided both for organisations and future research.
APA, Harvard, Vancouver, ISO, and other styles
5

Ackerman, Mariana. "Building cultural capital through value-driven leadership : a case study in an international finance company /." Thesis, Rhodes University, 2006. http://eprints.ru.ac.za/923/.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Bispo, Marcelo Macêdo. "A mudança cultural em ambiente de integração de empresas: um estudo de caso no setor petroquímico." Universidade Federal da Bahia, 2011. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/marcelo_macedo_bispo.pdf.

Full text
Abstract:
123 p.
Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2012-12-19T19:17:51Z No. of bitstreams: 1 66.pdf: 3131226 bytes, checksum: e78b51d59100da2e05f3d35b1609af84 (MD5)
Made available in DSpace on 2012-12-19T19:17:52Z (GMT). No. of bitstreams: 1 66.pdf: 3131226 bytes, checksum: e78b51d59100da2e05f3d35b1609af84 (MD5) Previous issue date: 2011
O presente trabalho parte de um estudo de caso, em uma empresa petroquímica brasileira, envolvida em processo de mudança cultural em razão do contexto de fusão e integração de empresas. Neste cenário, investiga a percepção das pessoas sobre a influência de uma cultura forte e predominante na mudança cultural. Esta percepção é identificada através de uma pesquisa tipo survey, qualitativa e quantitativa, realizada através de questionário aplicado em amostra representativa das pessoas que vivenciaram diretamente o processo de mudança cultural do caso estudado. Na análise dos dados foi identificado que a cultura forte e predominante contribui sim para a mudança cultural em um ambiente de fusão e integração. Como complemento dessa confirmação, foi possível identificar na leitura qualitativa dos dados que essa influência é positiva. Os resultados foram comparados com estudos existentes na literatura e com pesquisas anteriores realizados no ambiente corporativo. Também foi abordada a influência de mudanças no ambiente físico de trabalho na mudança cultural. Como impactos gerenciais do estudo foi possível concluir que a existência de uma cultura dominante associada à sua prática efetiva são condições necessárias e indispensáveis para uma estratégia de gestão de mudança, porém, somente elas não garantem o sucesso. O exercício adequado do papel da liderança, reforçado pelo exemplo na prática dos valores e princípios da cultura dominante, constitui um caminho crítico para lograr êxito na execução dessa estratégia.
Salvador
APA, Harvard, Vancouver, ISO, and other styles
7

Sungtong, Ekkarin. "Leadership challenges to public secondary school principals in the era of education reform and cultural unrest in border provinces of southern Thailand." Diss., Columbia, Mo. : University of Missouri-Columbia, 2007. http://hdl.handle.net/10355/4727.

Full text
Abstract:
Thesis (Ph. D.)--University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on February 29, 2008) Vita. Includes bibliographical references.
APA, Harvard, Vancouver, ISO, and other styles
8

Moss, Catherine. "Understanding Students' Perceptions of Cultural Diversity." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5106.

Full text
Abstract:
Diversity is a positive aspect of a student's educational experience. Current literature supports the value of diversity, confirming that skills are developed within a diverse learning environment that prepares students to thrive in a competitive global economy. The leadership at University X (UX) had implemented various initiatives to improve diversity, yet the problem addressed in this study was that students perceived differently, citing that diversity growth lacked progress. The goal of this single case study was to bring forth change with a specific intervention created to elevate diversity and a positive campus climate. Maslow's hierarchy of needs was used to explore the perceptions of 8 students regarding diversity progress at UX. Research questions focused on why students perceived little progress had been made toward diversity and how the culture could support diverse students. Face-to-face interviews yielded data analyzed through a descriptive approach, generating findings baring 2 central themes: communication and the existing cultural environment. The resulting project consists of a position paper proposing 2 bold strategies for infusing diversity and inclusion on the campus. Strategy 1 outlines a communication plan designed to facilitate review of UX's guiding documents, along with a regular, ongoing method for communicating to the campus. Strategy 2 proposes the implementation of a university wide cultural sensitivity training for campus membership to heighten cultural awareness. This project contributes to social change by raising knowledge and recognition of cultural diversity that will help perpetuate student persistence, intercultural competency, quality social interactions, a positive racial climate, and well-developed cognitive and leadership skills within the student body.
APA, Harvard, Vancouver, ISO, and other styles
9

Diaz, Holly D. "Centuries of Navigating Resistance and Change: Exploring the Persistence of Mongolian Women Leaders." Antioch University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1560851028296078.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Ribbarp, Vasugi. "Leadership and Learning for the 21st Century : The principal's role in student learning." Thesis, Stockholm University, Department of Education, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-7907.

Full text
Abstract:

This paper uses evidence from a small-scale interview of five primary school principals within the Stockholm Municipality to examine their focus on student learning. To facilitate this analysis, four questions were addressed:

• What are the expectations principals have of learning for their students?

• Has there been a change in perception of learning in the 21st Century?

• How do principals think they have influence on student learning?

• How do principals see their role towards lifelong learning?

This thesis argues that we have to redefine learning for the 21st Century through emphasizing a more holistic approach to both teaching and learning and by paying more attention to learning outcomes. It explores contemporary trends in leadership education and connects them to the literature. In practice, the study uses two models, instructional leadership and transformational leadership, to integrate the the data collected. It proposes that school principals play a part in student learning through their roles of setting directions, developing people and developing the organisation.

The main results showed that the principals and vice-principals who participated in the study were aware of their roles in student learning. However, their roles were not immediately identifiable with a particular leadership style but a combination of styles. They realised that they did not encourage lifelong learning, which is an important component of 21st Century learning.

Key Words:

21st Century learning, lifelong learning, learning expectations, learning outcomes, leadership styles, instructional leadership, transformational leadership, cultural change leadership.

APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Cultural change leadership"

1

Trans-cultural leadership for transformation. Basingstoke: Palgrave Macmillan, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Boonstra, J. J. Cultural change and leadership in organizations: A practical guide to successful organizational change. Chichester: John Wiley & Sons, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

What every principal should know about cultural leadership. Thousand Oaks, Calif: Corwin Press, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Clare, Laurent, and Lloyd Tom, eds. The rise of the female executive: How women's leadership is accelerating cultural change. New York: Palgrave Macmillan, 2015.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Jones, Franklin Campbell. The cultural proficiency journey: Moving beyond ethical barriers toward profound school change. Thousand Oaks, Calif: Corwin Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Brenda, CampbellJones, and Lindsey Randall B, eds. The cultural proficiency journey: Moving beyond ethical barriers toward profound school change. Thousand Oaks, Calif: Corwin Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

1954-, Yammarino Francis J., ed. What is culture?: Generating and applying cultural knowledge. Lewiston, N.Y: Edwin Mellen Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Deetz, Stanley. Leading organizations through transition: Communication and cultural change. Thousand Oaks: Sage Publications, Inc., 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

McGuire, John B. Transforming Your Leadership Culture. New York: John Wiley & Sons, Ltd., 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

B, Rhodes Gary, ed. Transforming your leadership culture. San Francisco: Jossey-Bass, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Cultural change leadership"

1

Barrett, Mary. "Change leadership in a cross-cultural context." In Leadership and Change Management, 1–6. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315591766-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Derungs, Isabelle My Hanh. "Organizational Change and Development." In Trans-Cultural Leadership for Transformation, 68–118. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230304185_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kent, K. Craig. "Change Management: How to Effectively Lead a Cultural or Organizational Change." In Leadership in Surgery, 119–28. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19854-1_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kent, K. Craig. "Change Management: How to Effectively Lead a Cultural or Organizational Change." In Leadership in Surgery, 145–54. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-11107-0_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Jones, Marion, Antoinette McCallin, and Susan Shaw. "Reflections from New Zealand: Facilitating Cultural Change." In Leadership Development for Interprofessional Education and Collaborative Practice, 179–95. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137363022_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Wessels, Joshka. "Groundwater and Qanats in Syria: Leadership, Ownership, and Abandonment." In Water, Cultural Diversity, and Global Environmental Change, 149–62. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-94-007-1774-9_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Holmes, Janet. "Leadership and Change Management: Examining Gender, Cultural and ‘Hero Leader’ Stereotypes." In Challenging Leadership Stereotypes through Discourse, 15–43. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-4319-2_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Dunston, Roger, Dawn Forman, Lynda Matthews, Pam Nicol, Rosalie Pockett, Gary Rogers, Carole Steketee, and Jill Thistlethwaite. "Utilizing Curriculum Renewal as a Way of Leading Cultural Change in Australian Health Professional Education." In Leadership and Collaboration, 121–34. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137432094_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Lowenhaupt, Rebecca. "School Leadership in the United States: Evolving Responsibilities in Times of Change." In The Cultural and Social Foundations of Educational Leadership, 175–91. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74497-7_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Gilbert, John H. V. "Leadership Challenges When Creating and Sustaining Cultural Change for Interprofessional Collaboration." In Sustainability and Interprofessional Collaboration, 25–43. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-40281-5_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Cultural change leadership"

1

Siokos, George, and John M. Karish. "Integrating Safety Leadership and Cultural Change." In SPE/IADC Drilling Conference. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/105934-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

"Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4187.

Full text
Abstract:
[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.
APA, Harvard, Vancouver, ISO, and other styles
3

Keane, Robert G., Howard Fireman, and Daniel W. Billingsley. "Leading a Sea Change in Naval Ship Design: Toward Collaborative Product Development." In SNAME Maritime Convention. SNAME, 2005. http://dx.doi.org/10.5957/smc-2005-p31.

Full text
Abstract:
In October 1989, the Naval Sea Systems Command (NAVSEA) conducted the Ship Design for Producibility Workshop with broad participation from the Navy, Shipbuilders, Ship Design Agents and Academia. The Workshop was one of NAVSEA’s first Total Quality Leadership (TQL) initiatives and was subsequently expanded by NAVSEA’s Chief Engineer (CHENG) and the Deputy Assistant Secretary of the Navy (DASN) for Ships into the Ship Design, Acquisition, and Construction (DAC) Process Improvement Project. In addition, the National Shipbuilding Research Program (NSRP) initiated a number of thrusts in Concurrent Engineering and Increased Throughput. The authors describe one of these major process improvement initiatives, NAVSEA’s 3D “Product Model” Strategy to extend throughout the enterprise-wide process of warship development a primary focus on the bridge between ship design and shipbuilding. The Workshop and subsequent process improvement initiatives have had a profound impact on the Naval Ship Design Process. Yet, as reported to Congress in 2002 by the Secretary of the Navy, the unbudgeted cost growth and increased cycle times for Detail Design of new warships have “reached an untenable level”. This necessitated the October 2004 ASN (RDA) policy memorandum on Integrated Digital Data Environment (IDDE). To realize transformational innovations in our ship designs, as well as transformational innovations in the entire warship development process, the National Naval Responsibility in Naval Engineering (NNR-NE) was recently established by the Navy. To support NNR-NE the Office of Naval Research (ONR) and the Naval Sea Systems Command (NAVSEA) created the Center for Innovation in Ship Design (CISD). A summary of some recent CISD Innovation Cells and how CISD can contribute to breaking down the existing organizational cultures and institutionalizing a collaborative product development environment are also discussed. As we begin a new century, it is appropriate that our naval ship design and shipbuilding community review its progress, look at the cross-cut principles of leading change, determine what it takes to bring about dramatic cultural transformation, and discuss the critical need for Navy, Shipbuilder, Design Agent and Academia leadership to continue developing a new collaborative product development environment which fosters a sea change in the whole naval ship development process.
APA, Harvard, Vancouver, ISO, and other styles
4

Scotti, D., and D. Matkin. "The Survival of a Cultural Change Programme Relies Heavily upon Continual Innovation, Evolution and Maintenance of Focus: The 8 Years Long History of Leadership in Health and Safety Programme." In SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/179259-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

Full text
Abstract:
Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
APA, Harvard, Vancouver, ISO, and other styles
6

Jones, O., and N. Barker. "Tides, coasts and people: culture, ecology and sustainability." In Littoral 2010 – Adapting to Global Change at the Coast: Leadership, Innovation, and Investment. Les Ulis, France: EDP Sciences, 2011. http://dx.doi.org/10.1051/litt/201108001.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Krauss, Autumn D., and Tristan Casey. "The Safety Leadership Challenge: Line Leaders as Safety Culture Change Agents." In SPE International Conference on Health, Safety, and Environment. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/168494-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Herman, Geoffrey L., Laura Hahn, and Matthew West. "Coordinating College-Wide Instructional Change Through Faculty Communities." In ASME 2015 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/imece2015-51549.

Full text
Abstract:
In February 2012, the College of Engineering created the Strategic Instructional Initiatives Program (SIIP) to transform and revitalize the core engineering courses at the University of Illinois at Urbana-Champaign. As SIIP has evolved, we have learned that in order to achieve these goals, we must first focus on creating collaborative teaching cultures. This effort has sparked the rapid spread of Research-Based Instructional Strategies across the college and created a thriving community of faculty invested in improving undergraduate instruction. In this paper, we describe the current policies and procedures that we use to direct SIIP. In particular, we will focus on the structure of the leadership team and how we have fostered deep collaborations among faculty developers, education researchers, and engineering faculty. We conclude by presenting an evaluation of the program.
APA, Harvard, Vancouver, ISO, and other styles
9

Markovich, Nicholas. "A Call for Educational Models Based in Interdisciplinary, Diversity, Change." In 1995 ACSA International Conference. ACSA Press, 1995. http://dx.doi.org/10.35483/acsa.intl.1995.51.

Full text
Abstract:
In order to be effective and meaningful for students, educational venues ought reflect the creative and technological essence of the culture they serve, indeed, show leadership in these areas. They must also be forward thinking, anticipating the hture state of being within a culture. Education must, in a sense, predict the status and expectations of future culture and find strategies viable for the students future existence. Education above all teaches about “being” and strategies for “being” within varying realms of reality. Being is in crisis and architectural education reflects that crisis today as it did at the turn of this century, when paradigmatic shifts occurred from Beaux Arts based teaching methodologies to Modernist/Bauhaus methods to present Post Modem methodologies. Today’s shift is one that moves from earlier Twentieth Century industrialized based paradigms to one that is now based in information and interpretation. This shift is critically rooted in change and the resultant ability to cope within an ongoing cloud of increasingly complex systems of understanding. The most important single change needed in the education of architects and designers is the implementation of education models based in diversity and change within interdisiplinary frameworks.
APA, Harvard, Vancouver, ISO, and other styles
10

Novak, Denise D. "Great Expectations: Leading Libraries Through the Minefield of Continuous Change." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317188.

Full text
Abstract:
If there is one thing all library administrators and managers can be sure of, it is that our space, our collections, our systems and our leadership will be impacted by change. Managing that change is critical if managers, directors, deans in our libraries will be able to continue to meet the needs of our communities with different tools and resources. This lively discussion will feature brief presentations about how libraries at Carnegie Mellon University and at Kresge Business Administration Library (University of Michigan) have changed in recent history. The presenters will include what worked well and what worked not as well at the two institutions. They will focus on two areas. First, Denise Novak will explore change through five key aspects: nature, process, role, culture and staff participation of change. Second, Corey Seeman will explore change as defined by six key terms: inevitability, rapidity, flexibility, hospitality, accountability, and empathy. Participants at the meeting will be invited to share how change is managed at their institutions and what issues might be present or on the horizon.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Cultural change leadership"

1

Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, September 2017. http://dx.doi.org/10.24268/fhs.8341.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Cultural change leadership' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography