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Artykuły w czasopismach na temat "Business Administration, General|Education, Leadership|Sociology, Organization Theory":
Sorge, Arndt. "An Essay on Technical Change: Its Dimensions and Social and Strategic Context". Organization Studies 10, nr 1 (styczeń 1989): 23–44. http://dx.doi.org/10.1177/017084068901000102.
Ajgaonkar, Mihir, i Keith D’Souza. "The Muktangan story (Part A): an organizational study and The Muktangan story (Part B): winds of change". Emerald Emerging Markets Case Studies 8, nr 3 (24.09.2018): 1–25. http://dx.doi.org/10.1108/eemcs-08-2017-0216.
Hart, Claudia, Tony Plemmons, Karin Stulz i Margo Vroman. "Auditing Communication Effectiveness In Higher Education: A Team-Based Study By MBA Students". Contemporary Issues in Education Research (CIER) 10, nr 2 (31.03.2017): 137–58. http://dx.doi.org/10.19030/cier.v10i2.9924.
Zvarych, Roman, i Tetyana Tysh. "Crisis management and leadership in a coronary crisis". Herald of Ternopil National Economic University, nr 2(96) (10.07.2020): 135–47. http://dx.doi.org/10.35774/visnyk2020.02.135.
Burrell, Darrell Norman. "Emerging Options in Doctoral Study in Management for International Executives". Vikalpa: The Journal for Decision Makers 31, nr 3 (lipiec 2006): 13–17. http://dx.doi.org/10.1177/0256090920060302.
Urick, Angela. "Examining US principal perception of multiple leadership styles used to practice shared instructional leadership". Journal of Educational Administration 54, nr 2 (11.04.2016): 152–72. http://dx.doi.org/10.1108/jea-07-2014-0088.
Buttiens, Dorien, i Annie Hondeghem. "Strategic choices regarding talent management in the Flemish public sector". Society and Economy 37, nr 1 (1.03.2015): 49–72. http://dx.doi.org/10.1556/socec.37.2015.1.3.
Centeno Pérez, Vinnett Esther. "Calidad de la gestión administrativa del director y compromiso laboral de los docentes de algunos colegios privados salvadoreños". RIEE | Revista Internacional de Estudios en Educación 19, nr 1 (28.01.2019): 35–46. http://dx.doi.org/10.37354/riee.2019.188.
Singh, Sanjay. "Pyramid Globe Management Institute: working under a paternalistic leader". Emerald Emerging Markets Case Studies 10, nr 3 (23.07.2020): 1–22. http://dx.doi.org/10.1108/eemcs-01-2020-0021.
Anessi-Pessina, Eugenio, i Mariafrancesca Sicilia. "Do Top Managers’ Individual Characteristics Affect Accounting Manipulation in the Public Sector?" Journal of Public Administration Research and Theory 30, nr 3 (26.11.2019): 465–84. http://dx.doi.org/10.1093/jopart/muz038.
Rozprawy doktorskie na temat "Business Administration, General|Education, Leadership|Sociology, Organization Theory":
Carlock, Deirdre H. "Beyond bullying| A holistic exploration of the organizational toxicity phenomenon". Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3556871.
A toxic organization is characterized by a narrow focus on bottom line profits and malicious or abusive behaviors go unnoticed or undisciplined (Kusy & Holloway, 2009; Macklem, 2005). It produces a toxic work environment where employees suffer emotional pain generated from damaging behaviors (Samuel, 2010). While some degree of toxicity is unavoidable, the unrelieved intensity of pressures over a prolonged period of time tends to wear people down (Bacal, 2000; Samuel, 2010).
Much of the academic and popular literature addressing organizational toxicity focuses on bullying and dysfunctional behavior. This research shows that harmful behaviors are symptomatic of more complex systemic problems. The purpose of this study was to uncover the organizational antecedents of toxicity using Bolman and Deal's (2008) Four-Frame Model of holistic analysis addressing the role that structure, human resources management, political systems, and organizational culture in creating or perpetuating organizational toxicity.
The study was guided by 4 research questions: 1. What role, if any, does the Structural Frame play in creating or perpetuating organizational toxicity? 2. What role, if any, does the Human Resources Frame play in creating or perpetuating organizational toxicity? 3. What role, if any, does the Political Frame play in creating or perpetuating organizational toxicity? 4. What role, if any, does the Cultural Frame play in creating or perpetuating organizational toxicity?
The researcher used a phenomenological methodology and purposeful sampling strategy. Fifteen working professionals were interviewed to share stories of their experiences working in a toxic organization. Data extracted from the stories were synthesized through a holistic framework to identify the systemic sources of toxicity. The results revealed dysfunctions with organizational hierarchies, strategies, goals, policies, rules, standards, technology; failures in human resources management and political power sources; and the impact of leadership, values, and norms on organizational culture. These dysfunctions culminate in a toxic work environment.
This study was intended to provide leaders, students, and victims of toxicity with information for early and accurate identification of organizational toxicity. It concludes with suggestions for understanding the organizational antecedents of toxicity and provides a strategy for managing within, and emotional release from, the toxic work environment.
Bequeath, Kristen M. "Family-Firm Leadership| A Case Study of an Organizational Family-Firm Leadership According to Bowen's Family Systems Theory and Lewin's Systems Theory". Thesis, Franklin Pierce University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3640146.
Family firms contribute to both the national and global economies. Over the last few decades, the family-business field has continued to develop, as have its counterpart disciplines of business, economics, psychology, and social sciences. The study of leadership theory has also advanced over the years; however, not much research has applied this theory to family firms.
This dissertation contains the oral histories of a family-owned manufacturing business that is still operating after 60 years. The purpose of this exploratory case study was to examine the leadership dynamics of a family operation. To provide a theoretical leadership model to understand the oral histories presented in this dissertation, four major themes were discussed: family systems theory, organizational psychology, leadership studies, and the manufacturing industry.
The shifts in scholars' understanding of organizational dynamics were presented using Bowen's family systems theory and Lewin's systems theory is detailed in the narrative portion. This study used two mechanisms to study the family firm: oral histories (captured through open-ended interviews) and written documents and memoirs. Excerpts of written narratives also ground the interviews within the firm's historical and geographical setting.
This study documents the significance in understanding organizational culture to the development of a leadership model for family firms. This case study provides the opportunity to identify key attributes within a successful family firm. This firm has remained successful through multiple leaders over several decades within a challenging industry.
Tabaee, Farnaz. "Effects of improvisation techniques in leadership development". Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3562861.
Studies show that improvisation in leadership decision making is on the rise, and it transpires in organizations 75-90% of the time, yet very little research has explored this skillset. No other leadership skillset that is applied two thirds of the time has ever been so underdeveloped. The purpose of this study was to assess the effects of a pilot workshop applying a Holistic Improvisational Leadership Model as developed by the researcher and based on the latest improvisation research. The study employed a mixed methods design to gather qualitative and quantitative data for a descriptive evaluation of the pilot training workshop. Nonproportional quota sampling and triangulation were used to maximize cross verification and validity of the data. This study explored the skills leaders acquired and applied during, immediately after, 1 month after the workshop, and in 3 months. The study was pilot-tested on 6 different groups and a total of 67 leaders from various regions, industries and organizations.
Primary findings revealed that participants gained the highest benefits in working with others and their ability to lead. Executive and educational leaders gained the awareness that 79% of their decisions at work were made spontaneously as opposed to 71% for all leaders. 100% of executives and senior leaders indicated acquiring more effective listening skills. Moreover, the concept of competent risks and celebrating failure appeared to have the most transformational impact on the participants' sense of self, willingness to take risks, and acquire new skills. The workshop seemed to bring participants' stress level down to an optimal level and enhance mindfulness. Ultimately, it was concluded the study's workshop was most effective as a continuous 3.5 hours.
Learning to improvise experientially includes a process of unlearning old routines of decision making and re-learning more effective skills. Hence, the researcher recommends follow-up learning sessions to complete the cycle of learning. Utilizing grounded theory, the findings from the study led to the revision of Tabaee's Holistic Improvisational Leadership Model. The researcher recommends following the model by teaching the competencies not only to leaders but to all employees for achieving OPTIMAL strategy and performance for the organization.
Spain, Michele Anne. "Changing the world through servant leadership". Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632614.
Leadership theories provide guidance, methods, and models for effective leaders. Many leadership theories, such as transactional, transformational, and servant leadership, identify a set of leadership traits or behaviors an effective leader possesses. Robert Greenleaf's (1970) servant leadership theory and characteristics have endured for decades. Greenleaf's servant leadership theory has resurfaced and grown in popularity as evidence by his work being widely cited in new publications, leadership journals, and articles on servant leadership (e.g., Ken Blanchard, Stephen Covey, and Peter Senge).
A number of authors have studied Eunice Kennedy Shriver and written about her leadership style, but no one to date has conducted an analysis to determine if her characteristics match those of a servant leader. This dissertation was a historical case study to recognize the leadership of Shriver and analyze the supposition that she was a servant leader. Shriver had the vision that became the Special Olympics movement that transformed the lives of people with intellectual disabilities and their families and communities worldwide. The fact that under the leadership of Shriver the Special Olympics achieved global success makes a study of her leadership style significant to the field of organizational leadership.
This qualitative case study sought to determine if leadership behaviors of the research subject, Eunice Kennedy Shriver, exemplified the 10 characteristics (behaviors) of servant leadership as defined by Robert Greenleaf (1970) and Larry Spears (1995, 1998b).
Servant leadership is the antithesis of leadership in much of corporate America. For decades, American managers of large corporations and the military have applied an autocratic (command and control) style of leadership. Servant leaders are selfless and seek to invest in the people they lead by genuinely caring about them and their success. They understand that success is realized through the efforts of their followers over selfinterest (Greenleaf, 1977).
Leadership can be a company's competitive advantage, and servant leadership can be the key element. Laub (1999) and Parolini (2004) found that organizations that fostered a servant leadership culture capitalized on the skills of both their employees and their leaders, which led to greater employee engagement and profitability (Block, 1993; Wheatley, 2005).
Matsui, Yoshiharu. "Key to effective leadership development for multinational companies in Japan in the eye of the beholder". Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3557719.
In today’s global, dynamic, and uncertain business environments, the need for developing leaders and managerial talent throughout the organization is increasingly evident, especially for multinational companies. While the important role of job assignment for leadership and managerial development has been well recognized, there is no aligned, comprehensive global leadership development model. This study focused on understanding leadership development assignments and experiences of successful Japanese managers who are functioning in for-profit multi-national Western companies in the consumer products industry in Japan. A sequential explanatory mixed method design incorporating phenomenological interviews was used to first explore work-related strengths and developmental experiences and key competencies of 24 high performing managers working in the consumer goods industry, representing three different companies. 6 individuals were selected to participate in the phenomenological interview process.
Key findings from phase 1 research among 24 respondents are (a) while challenging job is the most effective method for leadership development, that alone cannot always develop effective leaders, and (b) effective leaders have more number of challenging assignments and work experiences. Phase 2 research, phenomenological interview was conducted among 6 most effective leaders selected based upon 360 feedback survey results. There were 3 types of developmental experiences those effective leaders found very effective: (a) business challenges, (b) interpersonal and cultural challenges, and (c) developmental relationship. Key findings from phase 2 research are (d) effective leaders have experienced dual challenges from key developmental work—both business challenge and interpersonal (or cultural) challenges, (e) they possess both business skills and interpersonal skills, (f) they have learned and strengthened both business management and interpersonal skills through overcoming challenges on the job, (g) they have a positive and open mindset and positive attitudes toward new challenging, learning and achievements, (h) they have learned through self reflection during and after developmental experiences. Of note, all of them have had a significant learning and influence from their boss(es) in their career.
Incorporating the findings from this research, I recommend a systemic leadership development approach that integrates challenging assignments with reflective learning, skill development supports, 360 feedback, and thorough performance review system, involving boss.
Keidan, Joshua. "Learning, Improvisation, and Identity Expansion in Innovative Organizations". University of Toledo / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1586874155982614.
Byrd-Poller, Lynda D. "Exploring the Relationship between Role Conflict, Role Ambiguity and General Perceived Self-Efficacy| A Quantitative Study of Secondary Assistant Principals". Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3557489.
Assistant principals enact a plethora of work roles within their single position. They are required to manage multiple work roles with constant contradictions of role expectations. The position of assistant principal "is acknowledged to be an important actor on the school scene despite the rather limited attention given to that role by educational researchers, administrator preparation programs, and professional associations" (Greenfield, 1985, p.7). This study explored the role conflict and role ambiguity assistant principals face in their multiple work roles and the relationship these variables have to the secondary assistant principal's general perceived self-efficacy. A social theoretical lens was used to examine identity theory and self-concept in order to gain insight into the paradoxical nature of the interrole conflict and role ambiguity of secondary assistant principals in two regions of Virginia's public schools. Role conflict (RC) and role ambiguity (RA) were measured using the Rizzo, House, and Lirtzman (1970) scale. The General Self-Efficacy (GSE) scale developed by Schwarzer and Jerusalem (1995) was used the collect data on the general perceived self-efficacy of assistant principals. The data indicated that there was a significant relationship between role ambiguity and general self-efficacy; there was not a significant relationship between role conflict and general self-efficacy; and that neither role ambiguity nor role conflict were predictive of general self-efficacy.
Keywords: role conflict, role ambiguity, general self-efficacy, secondary assistant principals, role theory.
Leak, Michelle A. "Teaming Up for Patient Safety| A Case Study of Social Interactions among Surgical Team Members". Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3688016.
Despite increased awareness of the link between teamwork and medical errors, and increased development of interventions aimed at improving team performance, the incidence of preventable errors in hospitals, and in the surgical environment particularly, remains high. Absent from interdisciplinary team development efforts is empirical evidence informed by the voices of surgical team members specific to their day- to- day experiences of teamwork. For this reason, a case study of interdisciplinary teamwork among Orthopedic Surgery team members was conducted from June to December 2013 to: (a) discover how teamwork behaviors are enacted in the surgical environment to affect the incidence of preventable surgical errors; and (b) understand the experience of teamwork from the perspective of surgical team members.
The case study data included 37 one-on-one interviews with Orthopedic Surgery team members (including two supervisors), and observations by the researcher guided by the Observational Teamwork Assessment for Surgery (OTAS) instrument. This study finds that while mindfulness is a prerequisite to safety behaviors that are found in the surgical setting, there is a dynamic interplay between processes of collective mindfulness and traditional teamwork behaviors wherein one continuously informs, shapes, and reinforces the other. Noting contributions of the this study to practice, the opportunity exists to expand the present inquiry beyond Orthopedic Surgery to include other surgical specialties as well as non-surgical practices within the hospital and clinic environments.
Jackson, Joey J. "Investigating the challenges senior pastors of Missionary Baptist Churches of Greater Minneapolis experience during change". Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583288.
According to a review of the literature, Christian churches are divided because of constant rejection of change. In spite of the 70% failure rate of all organizational change efforts, successful change initiatives are achievable. Senior pastors assume the primary role of leadership within the church, and were tasked with the responsibility of leading God’s people through change and guiding the evolution of the church. Parishioners rely on senior pastors to provide the vision, as many parishioners continue to hinder the change efforts of the senior pastor. The hermeneutical phenomenological research design was used in the qualitative study to investigate the phenomenon of change through the challenges experienced by senior pastors of Missionary Baptist Churches of Greater Minneapolis during change. Seventeen senior pastors of Missionary Baptist Churches of Greater Minneapolis participated in audio taped face-to-face interviews. During the analysis five themes emerged: (a) mixed emotions; (b) servant of the Lord; (c) relationships; (d) organizational culture; and (e) communication is the key. Recommendations for senior pastors, organizational leaders, and Seminary and Bible Colleges were developed from the results of the qualitative hermeneutical phenomenological study.
Conley, Paul A. "The myth of "the bottom line" in war, home, food, healthcare, and relationships". Thesis, Pacifica Graduate Institute, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3681276.
Human beings have engaged in trade, conducted war, created shelter, obtained food, practiced healing, and lived in community throughout the millennia. Historically, religion served as the overarching container used to create meaning within these human activities. In contemporary culture, the myth of "the bottom line" which is the Market economy has become the overarching container for a culture continually seeking to monetize human activity and create meaning through narratives of profitability.
Archetypal psychology employs polytheistic metaphors to describe the multiple autonomous forces or archetypes that exist within the human imagination. The work of archetypal psychologists and depth psychology authors including James Hillman, Ginette Paris, Michael Vannoy Adams, Karl Kerényi, Charles Boer, and Thomas Moore form the foundation for an archetypal analysis of the myth of "the bottom line." James Hillman calls for attention to the narratives of business and names the myth of "the bottom line," in Kinds of Power , "The drama of business, its struggles, challenges, victories and defeats, form the fundamental myth of our civilization, the story that explains the underlying bottom line of the ceremonies of our behavior" (1).
This dissertation is an exploration of the way the myth of "the bottom line" and the Market economy affect human experience of the archetype of War in the form of outsourcing of military functions; the archetype of Home in relationship to the commercial entity of a house and the recent market bubble; the archetype of Food in the form of agribusiness, patented seed stock, and processed food; the archetype of Healing in the form of industrialized health care; the archetype of Relationships within social media and technology. This analysis is achieved through an archetypal interpretation of authors who critique the forces of the Market on each of the respective archetypes. In addition, there is archetypal analysis of the voices of the businesses involved in these territories by "reading through" their annual reports and web sites.
Keywords: archetypal psychology, Hillman, Hermes, market, war, home, food, health care industry, social media, technology.
Książki na temat "Business Administration, General|Education, Leadership|Sociology, Organization Theory":
Sarason, Seymour Bernard. Crossing boundaries: Collaboration, coordination, and the redefinition of resources. San Francisco, Calif: Jossey-Bass Inc., 1998.
Katz, Neil H. Resolving conflict successfully: Needed knowledge and skills. Thousand Oaks, Calif: Corwin Press, 1994.
Gortner, Harold F. Organization theory: A public perspective. Chicago, Ill: Dorsey Press, 1987.
Gortner, Harold F. Organization theory: A public perspective. Wyd. 2. Fort Worth: Harcourt Brace College Publishers, 1997.
Gortner, Harold F. Organization theory: A public and nonprofit perspective. Wyd. 3. Belmont, CA: Wadsworth/Thomson Learning, 2007.
Christakis, Alexander N. How people harness their collective wisdom and power to construct the future in co-laboratories of democracy. Greenwich, CT: Information Age Pub., 2006.
Higginbotham, Elizabeth, i Margaret L. Andersen. Race and ethnicity in society: The changing landscape. Belmont, CA: Thomson/Wadsworth, 2006.
Sarason, Seymour B., i Elizabeth M. Lorentz. Crossing Boundaries: Collaboration, Coordination, and the Redefinition of Resources. Jossey-Bass, 1997.
KATZ, NEIL, i JOHN W. LAWYER. Resolving Conflict Successfully: Needed Knowledge and Skills (Roadmaps to Success). Corwin Press, 1994.
Gortner, Harold F. Organization Theory: A Public Perspective. Harcourt, 1986.
Części książek na temat "Business Administration, General|Education, Leadership|Sociology, Organization Theory":
Patiño, Jesus Gerardo Alfaro, i Diana Patricia Skewes Muñoz. "Evaluation of Institutional Management Based on Leadership Competencies in Middle School Education". W Advances in Educational Marketing, Administration, and Leadership, 136–58. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0457-3.ch009.
Stuart, Lindsay H., Ulrich Remus i Annette M. Mills. "Breaking the Ice". W Cases on Technologies for Educational Leadership and Administration in Higher Education, 157–73. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1655-4.ch008.
Jasmine K.S. "Risk Based Thinking and Contingency Modeling in Leadership and Administration for Quality Management in Higher Education". W Research Anthology on Preparing School Administrators to Lead Quality Education Programs, 415–36. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3438-0.ch020.
Kaya, Ayça. "Knowledge Management for Education Administrators". W Utilizing Technology, Knowledge, and Smart Systems in Educational Administration and Leadership, 142–60. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1408-5.ch008.
Dean, James W., i Deborah Y. Clarke. "Recommendations for Business and University Collaboration". W The Insider's Guide to Working with Universities, 137–52. University of North Carolina Press, 2019. http://dx.doi.org/10.5149/northcarolina/9781469653419.003.0010.
Staudinger, Bettina, Herwig Ostermann i Roland Staudinger. "Process Standardization and Integration for Human Resource Administration". W Encyclopedia of Human Resources Information Systems, 711–18. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch104.