Dissertations / Theses: 'Executive leaders'

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Kovacs, Louise Carolyne. "Enabling leaders to navigate complexity : an executive coaching framework." Thesis, Middlesex University, 2016. http://eprints.mdx.ac.uk/20827/.

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The purpose of this project was to increase coaching effectiveness in complex assignments, such as those that have an objective of increasing an executive’s capability to navigate complexity or where the coaching is crossXcultural. In the context of complex assignments, a flexible framework is required that supports the coach in the process of developing an individualised programme that meets the needs of the coachee in their specific environment. It is argued that the concept of case formulation can be applied to executive coaching to provide the foundation for a flexible coaching framework. Through this project, the Purpose, Account, Intervention, Reflect (PAIR) framework was developed, applied and evaluated with 12 coaching case studies in Australia and South East Asia. A Realistic Evaluation methodology (Pawson & Tilley 1997) was used to evaluate the effectiveness of the coaching and to identify what factors made the coaching effective and in which contexts. Outcomes were measured using a 360° survey, pre and postXcoaching interviews with the coachee and their manager, and coach and coachee session notes and reflections. The mechanisms of coaching and significant context factors were identified using session notes and reflections, and postXcoaching interviews. Successful coaching outcomes were identified in all 12 cases along with 17 key mechanisms of coaching effectiveness. Based on these findings, hypotheses regarding what makes coaching effective for which people and in what contexts were developed. This study demonstrates that the use of the PAIR framework facilitates the application of a case formulation approach to executive coaching and its use assists coaches in creating individualised coaching programmes. This study also demonstrates how the PAIR framework is flexible enough to meet a range of different contexts, including complex executive development and crossXcultural coaching assignments. Different combinations of mechanisms of coaching effectiveness were identified in each of the 12 case studies assignments, reinforcing the need to develop individualised programmes to meet the specific needs of each coachee. The implications of these findings for executive coaching practice and future research are considered and recommendations made for both practising coaches and researchers in the field.

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De, Beer Paul Andrew. "The role of executive coaching in assisting leaders to empower organisations." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50519.

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Thesis (MBA)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: The concept of executive coaching has become known over the last 20 years. Executive coaching is a service that is provided to managers and leaders within organisations in order to help them to make changes that will lead to increased personal and organisational performance. Coaching helps leaders to function better in the business world by helping them to see beyond their own mindsets; helping them to learn new skills; and helping them to overcome deeply ingrained habits and behaviours that may be restricting their further success. Coaching is not targeted specifically at executives that are experiencing performance problems, but at any manager or leader that wants to learn or change in some way, or simply wants to further increase their performance. The need for executive coaching has arisen due to the speed at which the world is developing and hence because of constant change. Globalisation, technology, mass production and increased levels of democracy have lead to a highly competitive business world. The leader and manager of today have to be highly efficient and deal with a much broader range of tasks than ever before while being highly advanced in the areas of personal and interpersonal skills. These same changes that have affected the world have lead to changing social norms where people have the need to partiCipate and be heard. The traditional management approaches to business whereby leaders commanded their employees to execute their ideas, is no longer an efficient practise as business is just too complex to centralise decision making. The concept of organisational empowerment which became know in the late 1980's has to do with the top leaders of organisations sharing their power and authority with those lower down in the organisation. Empowerment is seen as the key to sustainable organisational success, however it is complex to implement, takes considerable time and needs dedication, focus and drive from top leaders to be successful. Top leaders however will need to transform their own styles, habits and skills in order to successfully empower their organisations. Executive coaching is seen as the best method to help leaders and managers to empower their organisations by assisting them to change their leadership styles, learn better personal skills and to properly plan and execute changes that need to be made within the organisation. The use of executive coaching will also teach executives how to coach all those within their organisations, which will further help change the organisation from a traditional culture to a culture of collaboration and support.
AFRIKAANSE OPSOMMING: Die konsep van bestuursafrigting het in die afgelope 20 jaar bekend geword. Bestuursafrigting is 'n diens wat gelewer word aan bestuurders en leiers binne 'n organisasie om hulle te help om veranderinge te maak wat sal lei tot verhoogde persoonlike en organisatoriese prestasie. Afrigting help leiers om beter te presteer in die besigheidswereld deur verby hul eie gedagte raamwerk te kyk, nuwe vaardighede aan te leer en om diep ingewortelde gewoontes en gedrag te oorkom wat sukses verhinder. Afrigting is nie net gefokus op uitvoerende amptenare wat prestasie probleme ervaar nie, maar op enige bestuurder of leier wat wil leer of verander, of prestasie wil verbeter. Die behoefte vir bestuursafrigting het ontstaan as gevolg van die tempo waarmee die wereld voortdurend verander. Globalisering, tegnologie, massa produksie en verhoogde vlakke van demokrasie het gelei na 'n hoogs kompeterende besigheidswereld. Die hedendaagse leier en bestuurder moet hoogs effektief wees, meer take kan verrig as ooit tevore en ook nog hoogs gevorderd wees in terme van interpersoonlike vaardighede. Hierdie veranderinge het ook gelei na veranderende sosiale norme waar mense meer betrokke wil wees deur insette te lewer. Die tradisionele benadering tot besigheid, waar leiers opdragte gee aan werknemers om hulle idees uit te voer, is nie meer effektief in die huidige komplekse samelewing nie. Die idee van organisatoriese bemagtiging, wat in die laat 1980's bekend geword het, het te make met die verspreiding van mag van die senior bestuur in die organisasie na laer vlakke. Bemagtiging is die sleutel tot volhoubare organisatoriese sukses maar, dit is moeilik om te implementeer, het baie tyd en toewyding nodig en benodig fokus van die top leiers om suksesvol te wees. Daarom moet top bestuurders hul eie styl, gewoontes en vaardighede transformeer om bemagtiging suksesvol te implementeer in hul organisasies. Bestuursafrigting word gesien as die beste metode om leiers en bestuurders te help om hul werknemers te bemagtig deur hulle te help om hulle leierskapstyle te verander, beter persoonlike vaardighede aan te leer en om beter organisatoriese beplanning en uitvoering te fasiliteer. Die gebruik van bestuursafrigting leer bestuurders hoe om ander te mentor wat die tradisionele kultuur van bestuur vervang met een van samewerking en ondersteuning.

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Elbarouki, Sam. "Executive Banking Leaders and Risk-Management Strategies on Subprime Mortgage Lending." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2254.

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During 2000-2008, subprime mortgage loans were a profitable and popular commodity for banks and lenders alike. The majority of banks that offered this type of mortgage eventually suffered grave financial consequences, largely due to the lack of risk-mitigating processes within their mortgage portfolio. Guided by the stewardship theory, the purpose of this qualitative multiple case study was to explore the risk-mitigation protocols that 4 bank CEOs employed in Northern California used to mitigate the offering of this risky product. Semistructured interviews were used to elicit detailed narratives from these purposively selected bank CEOs on their experiences in risk mitigation. A review of company documents, core value policies, and member checking of initial interview transcripts aided in the overall reliability and validity of the final interpretations. After using Robert Yin's five steps of data analysis, six themes were derived from the final interpretations: risk management as a culture; leaders making prudent, calculated risks on their mortgage lending platform; risk committees set in place to oversee risk strategies; a fiduciary responsibility to grow responsibly; consistent guardrails implemented within the loan portfolio; and leaders using discipline, execution, and correct judgment. By implementing these risk-mitigation strategies, these specific banks were able to survive the mortgage recession with very little financial repercussion. These findings may influence social change by uncovering risk-mitigation strategies in an effort to alleviate this risky product being offered to consumers.

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Philipps, Armin F. "Leaders’ perceptions after a coaching intervention as part of their development journey." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97425.

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Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: The aim of this study was to gain insights into leaders’ perceptions of their coaching experiences. The study aimed to capture personal experiences after a coaching intervention and to reveal the individual’s views on such experiences. It furthermore aimed to provide insights on the change effect of coaching conversations. This purpose was supported by the following research objectives: - Objective 1: To identify which aspects of the coaching intervention had the desired impact for the coachee; - Objectives 2: To establish the aspect of the coaching process which supported the goals of the initial development journey of the participant; - Objective 3: To identify what other aspects the coachee became aware of during his/her journey of development; and - Objective 4: To establish what constituted a positive coaching experience. The research was based on a phenomenological and interpretive approach and included a sample of twelve individuals who had recently completed a coaching intervention, either in their personal capacity or as part of an organisational change intervention. All participants completed a semi-structured interview schedule which was utilised as the primary data source. The researcher developed themes and categories of data for analysis and interpretation and tested the research objectives against the data collected, as well as against literature reviewed. To create a unique experience for individual coaching participants, coachees, coaches and organisations are required to partner with each other as these are the key coaching elements outlined within the context of the coaching intervention. Motivation and perception may play a part in the creation of the coaching experience and probably influence the participants. The key coaching elements are three core relationships and are described in more detail herein. The researcher developed a coaching engagement model which is presented, discussed and adapted through the data feedback received.

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Beauchamp, Julie. "An exploration into the vision and visioning activity of leaders /." Thesis, McGill University, 2003. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=84469.

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The concepts of transformational and charismatic leadership have led to a variety of leadership behaviors and practices that seek to enhance followers' motivation to perform beyond expectations, by changing their values, goals, needs and aspirations at work. One such activity, which has gained momentum and interest in recent years, is the dissemination of a vision. This thesis is an attempt to investigate the nature of the visioning process in organizational leadership through theoretical analysis and empirical investigation.
An analysis of the visioning process yielded two important components: the visioning activity and the visioning product. Based on this analysis and a review of the existing literature, vision was defined as a product with content and the visioning activity a two-stage process involving vision formulation and vision articulation. Building on these definitions, a number of vision content characteristics and visioning behaviors were examined, leading to theoretical propositions and testable hypotheses.
The empirical test of the proposed theoretical framework was carried out in two studies. Study 1 investigated observers' perceptions of leader behaviors, vision content characteristics and related attributions of vision and visionary leadership. This study was conducted using analyses of biographical and autobiographical accounts. Study 2 sought to replicate the investigation with direct observations from followers of "real-life" organizational leaders.
The empirical test substantiated the importance of distinguishing between the various content characteristics of visions as they relate to attributions of vision and visionary leadership on the part of observers/followers. The empirical results also support the importance of distinguishing between the various components of the visioning activity of leaders as they relate to attributions of vision and visionary leadership on the part of observers/followers. Finally, the results suggest distinct relationships between the attributions of vision/visionary leadership and various effects of the visioning process on followers.
In light of these results, suggestions for future research and implications for leadership practice are discussed.

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Ramos, Polly Castro. "Employee Retention Strategies for Executive Operation Leaders in an Academic Nursing Environment." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7181.

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Employee attrition affects organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, business owners lost over $11 billion in tangible and intangible assets due to the inability to retain employees. Using the social exchange theory as the conceptual framework, the purpose of this multiple case study was to explore effective employee retention strategies used by business leaders in an academic nursing environment. The study encompassed participants from 3 of the United States: Texas, Kentucky, and Florida. Participants were purposefully selected because of their experience in implementing effective employee retention strategies. Data were collected via semistructured interviews with 4 business leaders. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged from the analysis of data: supportive leadership assisted in the retention of employees, growth and development opportunities for employees continued their commitment with the organization, and a robust and focused onboarding process was a critical component of creating the culture and commitment from the employee from the onset of their employment. This study might contribute to social change by providing business leaders in academic nursing environments with valuable insights related to employee retention that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.

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Bloxham, Thomas Raymond. "Leadership of public education : an exploration of executive leaders in education Queensland." Thesis, Queensland University of Technology, 2013. https://eprints.qut.edu.au/61601/1/Thomas_Bloxham_Thesis.pdf.

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Education reform aimed at achieving improved student learning is a demanding challenge for leaders at all levels of education across the globe. In Queensland, Australia, Assistant Regional Directors, School Performance (ARD-SP) of public schools are executive leaders at the forefront of this challenge, working with groups, clusters, or networks of schools and one-on-one with principals, focusing on the performance of their schools. The ARD-SP role was recently established to positively impact student learning across the entire public school system in Queensland. The proposed study aimed to capture how ARDs-SP conceptualise and enact their leadership role. The study utilised a micropolitical perspective of leadership to understand the way in which these leaders talked about their leadership practices, their challenges, and the wider contextual factors impacting upon their work. A case study methodology guided the study and allowed ARDs-SP to share their understandings and enactment of executive leadership. A conceptual framework drawing upon the micropolitical leadership framework of Blase and Anderson (1995) was employed to analyse the research data gathered. Data were collected from Education Queensland (EQ) (i.e. that sector of the Department of Education and Training in Queensland responsible for public schools) policy material and reports and two rounds of semi-structured interviews with 18 ARD-SP participants and two senior EQ executives. The findings of this study were initially presented as four themes: performance, supervision, professional challenge, and system sustainability. They were then considered in the light of the literature and explored through the macro, meso, and micro layers within the conceptual framework. The key findings of this study found that ARDs-SP referred to using two different leadership approaches (i.e. an adversarial approach and/or a facilitative approach) when supervising school principals and the approach employed depended primarily upon the perceived performance of the principal. It was also found that the notion of supervision embedded within the role was perceived by ARDs-SP as problematic. These findings imply opportunities to refine the role and in doing so harness other system improvement strategies for EQ. An important contribution of this study was a reconceptualised conceptual framework that showed leadership approaches used by ARDs-SP as falling upon a continuum.

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Davies, Malcolm Roy, and n/a. "Prediction of Transformational Leadership by Personality Constructs for Senior Australian Organisational Executive Leaders." Griffith University. School of Psychology, 2005. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20060220.142914.

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The purpose of this thesis was to investigate prediction of senior leader transformational leadership behaviour. Transformational leadership was identified as a major theory with substantial practical implications for economic prosperity. It was argued that a better understanding of what predicts transformational behaviour would assist in creating a lift in the effective application of the theory with attendant benefits for all organisational stakeholders. It was proposed that personality components would predict transformational behaviour. Personality was conceptualised in two ways: as components of the Five Factor Model of personality and as personality disorder components. Specifically, eight personality constructs were hypothesised as predictors. They were three Hogan Personality Inventory based Five Factor Model components and the five Hogan Development Survey personality disorder components. It was further proposed that self-subordinate rating agreement would moderate the prediction of transformational behaviour by the selected personality components. A survey research methodology was used to gather data from senior Australian organisational executive leaders. Two samples were accessed while subjects were attending training or strategy seminars. The samples incorporated a total of 462 individual senior leader subjects and 1,881 of their subordinates drawn from the top four levels of a range of large multi-level public and private Australian organisations. It was argued that the sample validly represent a senior executive cohort of organisational leaders. Subject leaders completed a brief demographic questionnaire, the leader version of the Multifactor Leadership Questionnaire, and either the Hogan Personality Inventory or the Hogan Development Survey. Subjects' subordinates completed the rater version of the Multifactor Leadership Questionnaire. Transformational behaviour was operationalised as charisma, which was calculated as the mean of two subordinate rated transformational components of the Multifactor Leadership Questionnaire, viz., idealised behaviour and inspirational motivation. This dependent variable was regressed on the various personality variables to assess predictive ability. Moderation of the prediction of transformational leadership behaviour by personality components was assessed by multiple regression of transformational leadership behaviour on the various personality components within self-subordinate rating agreement categories. There were eight specific original contributions from the findings of this thesis. The HPI component ambition was found to positively predict charisma. The HPI component prudence was found to negatively predict charisma. Self subordinate rating agreement operationalised as an absolute difference score was found to moderate the level of prediction by whole HPI regression model and some of the relationships and predictions of charisma by individual HPI components. It was found that prevalence of personality disorder components among senior executives varied from six percent to 34 percent of the sample cases. The HDS personality disorder components sceptical and cautious were found to negatively predict charisma; whereas the HDS component imaginative was found to positively predict charisma. Self subordinate rating agreement operationalised as a relative difference score was found to moderate the whole HDS regression model and some but not all of the relationships and predictions of charisma by individual HDS components. Theoretical and practical implications of the above findings, limitations of this research and recommendations for future research were discussed.

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Longueira, Manuel. "The value of emotional intelligence training for leaders at Goedgevonden Colliery." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97281.

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Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Emotional intelligence has been a much debated topic in leadership circles globally, since the idea was first conceived in the 1970s, and later made popular by Goleman in the 1990s (Goleman, 1995: 5). In an endeavour to effect a culture change at the Glencore SA operations, a process of emotional intelligence (EI) training has been rolled out to the leadership at the mining operations over the past four years. This has met with varying degrees of success, but it begs the question: What is the value of this training, and how effective is it expected to be? This research set out to assess the correlation between the results in productivity and safety, with that of the exposure of emotional intelligence to the leadership at the Goedgevonden (GGV) coal mining operation. To this end, this research sought to develop a view of the levels of emotional intelligence, or the lack thereof, prior to any form of intervention, and to draw comparisons with the present EI levels. The hypothesis being: EI training of the leadership team at the Goedgevonden operation has significantly improved performance. The research then tested a sample of the GGV leadership for their emotional intelligence quotient using a commercially available test. These test results have been included in the findings. The concept of group emotional intelligence (GEI) was studied in the course of the literature review, and it was further deemed pertinent to examine this concept as to its relevance at the Goedgevonden operation. Tests were conducted with two teams. A distinct disparity arose from the findings of the team emotional tests, which did not correlate with the similar training to which both teams had been exposed. The findings of the team emotional tests also correlated significantly with the performance of the two teams over the past three years. A ten percent discrepancy in performance exists, as with a very similar percentage in test scores. A strong sense of need for emotional intelligence training evolved from the interview process. More significantly, was the need for this training to be aimed at the lower levels of the organisation, as well as for this training to incorporate a strong element of team EI. These aspects are both articulated in the recommendations also.

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Connaghan, Karen M. "Essential entrepreneurial and innovation practices of executive leaders in California education service agencies." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133187.

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The role of entrepreneurship and innovation in K–12 education continues to evolve. As more reform efforts come and go, it is clear that little has changed despite billions of dollars invested in these efforts. Education leaders are being asked to leverage entrepreneurial and innovative solutions to transform the K–12 education environment to meet the needs of a modern society and workplace. Consequently, there is an urgent need to expand the boundaries of possibilities for improving public education. Identifying the essential practices of executive education leaders is of particular importance to K–12 education which is under increasing pressure to provide better equity of resources, do more with less, close the student achievement gap, and prepare students for a future where most jobs have yet to be defined. To meet this challenge, executive education leaders must leverage and implement key entrepreneurial and innovation practices. The purpose of the study was to identify and understand the practices of executive level leaders in California County Offices of Education. The study was designed using the Delphi method approach of identification, shared evaluation, re-evaluation, and finally consensus among the executives to identify the essential entrepreneurial and innovation practices of education leaders. At the conclusion of the process, 15 executives identified 13 opportunity recognition, leadership, and staff practices they believe to be essential to support entrepreneurship and innovation in education. The 2 opportunity recognition skills were: (a) collaboration, (b) future-focus. The 8 leadership practices were: (a) articulate vision, (b) promote healthy organization culture, (c) flexibility, (d) life-long learning, (e) relationship building, (f) actively seek opportunities, (g) decisive. The 3 staff practices were: (a) trust, (b) flexibility, (c) drive. A key finding of the study was the identification of 3 overarching practices spanning opportunity recognition, leadership, and staff: (a) collaboration, (b) flexibility, and (c) future-focused. The essential practices identified in this study assist leaders in strengthening and transforming education organizations. By focusing on the identified essential practices, leaders are able to meet the challenges and complexity evident in today’s K–12 education environment, and create organizations where entrepreneurship and innovation can thrive in support of student learning.

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Sidwell, Andrew J. "The Self Leadership Habits of Ultra-endurance, Executive Leaders| An Exploratory Case Study." Thesis, University of Charleston - Beckley, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10931152.

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The purpose of this study is to investigate how participation and racing in ultra-endurance events contribute to an executive's self-leadership habits. Some research indicates that physical fitness is a key component of an executive's program (e.g., Neck, Mitchell, Manz, Cooper and Thompson, 2000; Neck and Houghton, 2006; Lovelace, Manz, and Alves, 2007; Moore, 2015, Manz, 2015). However, much of this research reflects approximately one hour of physical fitness work per day, five to seven days a week. Scant research exists on how extreme levels of exercise (i.e., 18–30 hours per week) can contribute to successful self-leadership. Some research indicates that participation in ultra-endurance sports increases self-efficacy (e.g., Simpson et al., 2014). Likewise, a growing body of research (e.g., Baker, 2015; Simpson et al., 2014) shows that ultra-endurance athletes commonly apply constructive thought patterns, behavioral strategies and natural rewards strategies synonymous with the self-leadership literature without realizing it. This study will investigate how an ultra-endurance athlete develops self-leadership habits through the formative experience of ultra-endurance racing and how he/she applies these habits away from racing. Furthermore, this study intends to lay the foundation for the creation of a prescriptive theory of self-leadership habit building that other executive leaders can apply to their own lives.

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Carleton, Karen Anne. "The Lamplighter: Strategic Leaders' Views on Leadership." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27592.

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The vast quantity of leadership literature discusses factors that may contribute to leader development. However, strategic leaders—defined as those individuals in key positions at the organizational apex—are a subsection of the research that deserves more attention. In particular, what sets these leaders apart or enables them to excel is an area of particular interest and is explored in this dissertation. The purpose of this study was to understand the process of leadership development, specifically through the experience and beliefs of successful senior leaders. The study addressed the following questions: 1. How do strategic leaders for the federal government describe effective leadership? 2. How do they explain the development of effective strategic leadership? 3. How do the described behaviors of strategic leadership compare to the Executive Core Qualifications established for civilian federal government leaders by the Office of Personnel Management? To answer the research questions, the study employed grounded theory as the primary analytic procedure. The subjects interviewed were from areas of the federal government dealing with national security, predominantly Department of Defense. Both military and civilians subjects participated. Data were analyzed qualitatively and a conceptual model of strategic leadership behavior was developed. Finally, implications and suggestions as to how to foster the development of such capacities are offered. The findings show, as did earlier behavioral research, that the two aspects of task and relationship are important to successful leaders. In this case, both functioned predominantly in the leaders' behavior, but under the fabric of their contextual experience built on their own self-efficacy and relations with others. It follows that more attention paid to developing self-mastery and strong relationship skills are in order. Since studies on military leadership vice civilian federal service are more likely, the findings were examined in relation to the established qualifications for senior civilian leaders, revealing a gap. While the qualifications for senior executives are behavior oriented, the research indicates a need for stronger focus on personal development, growth as an individual, and contributions made to the development of others. The relationship aspect of leadership does not receive the proper emphasis.
Ph. D.

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Miller, Pamela A. "The role of the chief executive officer unlocking the full potential of women leaders." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1594995.

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This qualitative research study examined the role of the chief executive officer (CEO) in achieving an inclusive environment, specifically reviewing the messaging and actions of the CEO and how they impact executive women. Data were gathered from 15 executive women through interviews with predetermined, semi-structured questions. This study provides evidence that CEOs can create an inclusive environment by instilling an atmosphere of mutual respect, openly listening and valuing diverse perspectives, and encouraging healthy dialogue and debate. Internal competition, an imbalance of power, and perceived bias on the part of the CEO hindered participants from feeling like equal partners in the C-suite. Additional research studies using a larger sample size of female and male executives would be beneficial to determine if the preliminary findings hold true and to gain a comprehensive view of CEO behaviors from a diverse participant population.

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Bertrand, Heilet. "The role of executive education institutions in the training and development of future leaders." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/18185.

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Thesis (MPhil)--Stellenbosch University, 2010.
This research study considers how executive education institutions should be training leaders for the future. The research outlines possible future challenges facing leaders in order to determine the type of training offered by executive education institutions. The study also looks into the current training practices of executive education institutions and explores the challenges currently faced by such institutions. This study discusses the role executive education institutions perform and how learning partnerships between executive education institutions and organisations can influence the role of executive education institutions. This research study has a specific focus on the training processes used by the University of Stellenbosch Business School (USB) Executive Development Ltd as an example of an executive education institution and offers some recommendations for consideration. These recommendations, amongst others, include the inability of off-the-shelf training programmes in not being able to always address the training needs of a company and that a thorough needs analysis should therefore always be done prior to the training; that executive education institutions should strive to be more flexible; that a more solid interdisciplinary research methodology focusing on business-related problems should be employed; that the importance of recognised accreditation should not be negated; and lastly, that anticipatory action learning should be included as part of the training process.

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Калашнікова, С. А. "Theoretical and methodological foundations for professional development of executive leaders under current social transformations." Thesis, SHEI «University of Educational Management» NAPS of Ukraine, 2011. http://lib.iitta.gov.ua/8658/1/2011_C%D0%9A_doctoral_thesis_SK.pdf.

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Dissertation for obtaining the academic degree of a Doctor in Pedagogical Sciences іn specialty 13.00.06 – theory and methods of educational administration. – SHEI «Educational Management University» NAPS Ukraine. – Kyiv, 2011. The theoretical and methodological foundations for professional development of executive leaders in form of methodology which include regularities, principles, content, pedagogical technology, evaluation and conditions of leaders’ education effectiveness are defined in the dissertation. The leadership is presented as the highest – compared to administration and management – evolutional and qualitative level of governance, and its actualization in modern social transformations is verified. Dependency between governance levels (administration, management, leadership) and competencies levels (knowledge, skills, behavior competencies) is proved. The specificities and factors that provide for the effectiveness of leadership education programs are specified on basis of analysis of leading foreign and domestic experience in executive leaders’ professional development for business, public and education administration. The specific character of pedagogical technology and evaluation of the aforementioned education is clarified. The grounded methodology of executive leaders’ professional development was realized in the domestic practice of professional education for heads of educational institutions. Practical recommendations and perspective directions for further academic research are developed
У дисертації визначено теоретико-методологічні засади професійної підготовки управлінців-лідерів у вигляді методології, яка включає: закономірності, принципи, зміст, педагогічну технологію, оцінювання та умови ефективності навчання. Розкрито сутність лідерства як вищого у порівнянні з адмініструванням і менеджментом еволюційного та якісного рівня управління, а також висвітлено його актуалізацію в умовах сучасних суспільних трансформацій. Доведено залежність між рівнями управління (адміністрування, менеджмент, лідерство) та рівнями компетенцій (знаннєвими, вміннєвими, поведінковими). На підставі аналізу провідного зарубіжного і вітчизняного досвіду професійної підготовки управлінців-лідерів для сфер бізнес-управління, державного управління та управління освітою з’ясовано особливості та фактори, що забезпечують ефективність освітніх програм такого спрямування. Виявлено специфіку педагогічної технології та оцінювання зазначеної підготовки. Обґрунтована методологія професійної підготовки управлінців-лідерів реалізована у вітчизняній практиці професійної освіти керівників навчальних закладів. Сформульовано практичні рекомендації та перспективні напрями подальших наукових досліджень
В диссертационном исследовании предложен новый подход к профессиональной подготовке управленцев в условиях современных общественных трансформаций в соответствии с новой управленческой парадигмой – лидерством. Установлено, что в эволюционное развитие управления в сфере профессиональной деятельности характеризуется несколькими уровнями. Лидерство рассматривается как более высокий по сравнению с администрированием и менеджментом эволюционный и качественный уровень управления. Специфика каждого из уровней проявляется через идентификацию базовых параметров (субъекта, объекта, характера и цели) управленческого влияния. Лидерство определено как управление, которое реализуется путем влияния на последователей (их поведение), осуществляемое на основе личных качеств (лидерских компетенций) для достижения общественно значимых целей. Актуализация лидерства в контексте действующих общественных тенденций развития (глобализация, демократизация, информатизация / технологизация, возвышение роли личности) и общественных трансформаций (ценностной, организационной) порождает необходимость модернизации профессиональной подготовки управленцев путем формирования образовательной индустрии развития их лидерского потенциала. Цель диссертационного исследования – теоретическое обоснование и внедрение методологии профессиональной подготовки управленцев-лидеров в отечественную практику. Для ее достижения были проанализированы 65 программ профессиональной подготовки лидеров для сфер бизнес-управления, государственного управления и управления образованием, которые реализуются в Украине и зарубежных странах (Австрия, Великобритания, Германия, Дания, Ирландия, Канада, Нидерланды, США, Швеция и др.)

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16

Waggoner, Reneau. "Pipelines to Leadership: Aspirations of Executive-Level Community College Leaders to Ascend to the Presidency." UKnowledge, 2016. http://uknowledge.uky.edu/epe_etds/39.

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One of the challenges facing community colleges in the United States is the looming retirements of executive/senior-level leadership, particularly the president, on a wide scale. This study explored the career aspirations of executive-level leaders within the community college using Social Cognitive Career Theory as the conceptual framework. Within the context of a three-person collaborative dissertation project, a mixed methods case study approach was utilized for the research design. It first examined the perceived and preferred organizational culture(s) by administering the Organizational Culture Assessment Instrument (OCAI). Building upon results of the OCAI, interviews with executive-level leaders explored how personal and institutional factors impact their aspirations of to ascend to the community college presidency. The findings of the research indicate that affecting change, being asked, and the desire to help are personal factors of influence that motivate executive-level leaders to seek the role of community college president. On the other hand, age, family, and potential work-life imbalance might dissuade executive-level leaders from seeking this role. The study reveals that organizational culture (the “culture of caring”) and leadership development are positive factors of institutional influence. Institutional factors that dissuade executive-level leaders from seeking the community college presidency are politics, the state of the institution being led, and the unknown. This study advances the field of educational leadership in that a number of personal and institutional factors are adduced that influence the aspirations of executive-level leaders to progress to the community college presidency. The findings identify the need for research across multiple institutions and the need to expand Social Cognitive Career Theory to include personal-cognitive barriers of race and gender.

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17

Finn, Fran A. "Leadership development through executive coaching: The effects on leaders' psychological states and transformational leadership behaviour." Thesis, Queensland University of Technology, 2007. https://eprints.qut.edu.au/17001/1/Fran%20Finn%20Thesis.pdf.

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Executive coaching has been described as a multibillion dollar enterprise (Ennis, 2004) costing some organisations up to $15,000 (USD) a day (Berglas, 2002). Executive coaching has also been reported as the second fastest growth industry (Wasylyshyn, 2003). Despite these astounding figures, empirical executive coaching research is still limited, thus more randomised, controlled studies are required (Grant, 2005). There is a fundamental need for high quality research to demonstrate the effects of executive coaching and provide justification for the level of commitment expended. The current research program addressed this need through three studies which together provide empirical evidence as to the psychological and behavioural effects of executive coaching. In the first study, twenty-three leaders from a year long transformational leadership development program volunteered to participate in six sessions of executive coaching. The study examined the effects of executive coaching on leaders' psychological states, specifically, their self-efficacy, developmental support, positive affect, openness to new behaviours and developmental planning. The study had an experimental design with random assignment of leaders to training and control groups which provided a rigorous basis to distinguish the effects of executive coaching from the effects of other leadership interventions in the program. Comparison of the training group (after six executive coaching sessions) with the control group (who had not received coaching) revealed that the training group reported significantly higher levels of self-efficacy, developmental support, openness to new behaviours, and developmental planning compared with the control group. No significant effects were observed for positive affect. Further analysis, however, revealed that the significant differences between the training group and the control group were due to a decrease in the control group before they commenced executive coaching, rather than because the training group increased on the psychological measures after participating in executive coaching. It was proposed that this pattern of results occurred because the pre-coaching measures were obtained at the end of a two day training workshop, when the psychological measures may have already been relatively high. Thus, the effect of executive coaching was to sustain the impact of the workshop for the training group. A longitudinal analysis was also carried out in Study One to examine whether the effects of executive coaching on the psychological variables were sustained over time. The pattern of change was examined at three time points: time one, prior to the commencement of executive coaching, time two, after the completion of six coaching sessions, and time three, six months after the completion of the six coaching sessions. This analysis was also affected by the training group's high precoaching measures, but when the analyses were restricted to the control group (n=6) – who by this stage had received executive coaching, significant change over time was observed on all of the study measures, which was sustained up to six months after the completion of regular coaching sessions. However, because the control group sample was small, these findings were tested again in Study Two. The primary aim of Study Two though was to evaluate effects of executive coaching on transformational leadership behaviour, measured with self, supervisor and team member ratings. Twenty-seven leaders participated in this study. In the first instance, an experimental design was used to investigate whether leaders in the training group, who had been exposed to executive coaching, received higher ratings in transformational leadership behaviour compared with leaders in the control group. In the second instance this study examined whether there was change in transformational behaviour over time, observed in the area that was the focus of leaders' developmental efforts. Both approaches yielded similar findings in that the team member feedback identified significant improvement in leaders' transformational leadership behaviour after executive coaching. There were no significant changes in leaders' self or supervisor ratings after executive coaching. When the psychological effects of executive coaching were re-examined in Study Two, the expected differences were observed between the training and control groups. However, once again, the data from the training group failed to show the anticipated pattern of improvement over time. This failure was attributed to the small sample size and low statistical power. Consequently, a final analysis was conducted combining the data from leaders who participated in Study One and Study Two. This analysis measured change in leaders' psychological states from pre-to post-executive coaching and confirmed that after executive coaching leaders experienced effects in the five psychological states measured. Thus, overall, the data from the two studies supported the psychological impact of executive coaching. In Study Three a qualitative approach was employed to triangulate the quantitative results from Study One and Study Two. Eight leaders were randomly identified from the Study One and Study Two samples, and interviews were carried out with these leaders, their supervisors, two team members and their coaches (a total of 40 interviews). The interview data confirmed the effect of executive coaching on the previously investigated psychological variables and also identified coaching as providing leaders with a sense of greater control. In terms of transformational leadership behaviours, all participants in the study identified improvements in leaders' behaviour, particularly in communication, and the transformational leadership dimensions of intellectual stimulation, inspirational motivation and individualised consideration. One further aim of Study Three was to investigate the environmental conditions to determine the impact they had on the effectiveness of executive coaching. Constant change and high work load were most frequently identified as restricting participants' ability to benefit from executive coaching. Overall, this program of research has demonstrated leadership development through executive coaching. The studies revealed that executive coaching positively enhanced the psychological states of self-efficacy, developmental support, positive affect, openness to new behaviours, and developmental planning. Impressively, the results also showed that executive coaching had sustained effects on some of the psychological states, and on team members' perceptions of their leader's transformational leadership behaviour. Practically, these findings justify the use of executive coaching in organisational settings. Theoretically, these outcomes augment the limited body of knowledge in this area.

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18

Finn, Fran A. "Leadership development through executive coaching : the effects on leaders' psychological states and transformational leadership behaviour." Queensland University of Technology, 2007. http://eprints.qut.edu.au/17001/.

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Executive coaching has been described as a multibillion dollar enterprise (Ennis, 2004) costing some organisations up to $15,000 (USD) a day (Berglas, 2002). Executive coaching has also been reported as the second fastest growth industry (Wasylyshyn, 2003). Despite these astounding figures, empirical executive coaching research is still limited, thus more randomised, controlled studies are required (Grant, 2005). There is a fundamental need for high quality research to demonstrate the effects of executive coaching and provide justification for the level of commitment expended. The current research program addressed this need through three studies which together provide empirical evidence as to the psychological and behavioural effects of executive coaching. In the first study, twenty-three leaders from a year long transformational leadership development program volunteered to participate in six sessions of executive coaching. The study examined the effects of executive coaching on leaders’ psychological states, specifically, their self-efficacy, developmental support, positive affect, openness to new behaviours and developmental planning. The study had an experimental design with random assignment of leaders to training and control groups which provided a rigorous basis to distinguish the effects of executive coaching from the effects of other leadership interventions in the program. Comparison of the training group (after six executive coaching sessions) with the control group (who had not received coaching) revealed that the training group reported significantly higher levels of self-efficacy, developmental support, openness to new behaviours, and developmental planning compared with the control group. No significant effects were observed for positive affect. Further analysis, however, revealed that the significant differences between the training group and the control group were due to a decrease in the control group before they commenced executive coaching, rather than because the training group increased on the psychological measures after participating in executive coaching. It was proposed that this pattern of results occurred because the pre-coaching measures were obtained at the end of a two day training workshop, when the psychological measures may have already been relatively high. Thus, the effect of executive coaching was to sustain the impact of the workshop for the training group. A longitudinal analysis was also carried out in Study One to examine whether the effects of executive coaching on the psychological variables were sustained over time. The pattern of change was examined at three time points: time one, prior to the commencement of executive coaching, time two, after the completion of six coaching sessions, and time three, six months after the completion of the six coaching sessions. This analysis was also affected by the training group’s high precoaching measures, but when the analyses were restricted to the control group (n=6) – who by this stage had received executive coaching, significant change over time was observed on all of the study measures, which was sustained up to six months after the completion of regular coaching sessions. However, because the control group sample was small, these findings were tested again in Study Two. The primary aim of Study Two though was to evaluate effects of executive coaching on transformational leadership behaviour, measured with self, supervisor and team member ratings. Twenty-seven leaders participated in this study. In the first instance, an experimental design was used to investigate whether leaders in the training group, who had been exposed to executive coaching, received higher ratings in transformational leadership behaviour compared with leaders in the control group. In the second instance this study examined whether there was change in transformational behaviour over time, observed in the area that was the focus of leaders’ developmental efforts. Both approaches yielded similar findings in that the team member feedback identified significant improvement in leaders’ transformational leadership behaviour after executive coaching. There were no significant changes in leaders’ self or supervisor ratings after executive coaching. When the psychological effects of executive coaching were re-examined in Study Two, the expected differences were observed between the training and control groups. However, once again, the data from the training group failed to show the anticipated pattern of improvement over time. This failure was attributed to the small sample size and low statistical power. Consequently, a final analysis was conducted combining the data from leaders who participated in Study One and Study Two. This analysis measured change in leaders’ psychological states from pre-to post-executive coaching and confirmed that after executive coaching leaders experienced effects in the five psychological states measured. Thus, overall, the data from the two studies supported the psychological impact of executive coaching. In Study Three a qualitative approach was employed to triangulate the quantitative results from Study One and Study Two. Eight leaders were randomly identified from the Study One and Study Two samples, and interviews were carried out with these leaders, their supervisors, two team members and their coaches (a total of 40 interviews). The interview data confirmed the effect of executive coaching on the previously investigated psychological variables and also identified coaching as providing leaders with a sense of greater control. In terms of transformational leadership behaviours, all participants in the study identified improvements in leaders’ behaviour, particularly in communication, and the transformational leadership dimensions of intellectual stimulation, inspirational motivation and individualised consideration. One further aim of Study Three was to investigate the environmental conditions to determine the impact they had on the effectiveness of executive coaching. Constant change and high work load were most frequently identified as restricting participants’ ability to benefit from executive coaching. Overall, this program of research has demonstrated leadership development through executive coaching. The studies revealed that executive coaching positively enhanced the psychological states of self-efficacy, developmental support, positive affect, openness to new behaviours, and developmental planning. Impressively, the results also showed that executive coaching had sustained effects on some of the psychological states, and on team members’ perceptions of their leader’s transformational leadership behaviour. Practically, these findings justify the use of executive coaching in organisational settings. Theoretically, these outcomes augment the limited body of knowledge in this area.

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19

Martin, Christina. "Succession Planning and Development of Nurse Leaders." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5900.

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Health care organizations can provide comprehensive, formal learning opportunities to develop nurse leaders for advanced leadership roles. The purpose of this doctoral project was to create an evidence-based nursing leadership academy focused on development of advanced leadership skills and competencies to cultivate frontline and midlevel nurse leaders for executive nursing and health care leadership positions. The practice-focused question addressed how an advanced nursing leadership education program would affect the knowledge level and competencies of nurse leader participants. The American Organization of Nurse Executives' (AONE) 5 nurse executive competency domains served as the framework for this project. Data were collected from 10 nurse manager and nurse leader participants, selected based on their performance and desire to succeed into an advanced leadership role, who completed the AONE nurse executive competency assessment. Findings indicated that greatest improvement was observed in the knowledge of the health care environment domain, followed by the communication and relationship building domain. Findings may be used to provide advanced leadership education to frontline and midlevel nurse leaders to support succession planning and development of nurse leaders to advance into executive leadership positions.

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20

Corbin, Lesley Madeleine. "Transformational leadership behaviours and levels of psychological development : an exploratory study of UK senior executive business leaders." Thesis, University of Cambridge, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.613004.

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Mustain, Debra. "PLAYING NICE IN THE SANDBOX: EXPLORING THE BEHAVIORS OF EXECUTIVE AND OPERATIONAL LEADERS IN CROSS-SECTOR COLLABORATION." CSUSB ScholarWorks, 2019. https://scholarworks.lib.csusb.edu/etd/794.

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Educational attainment in the United States is at the highest levels since recording started, yet large numbers of students are not completing education at the secondary and postsecondary levels. This lack of education impacts their long-term prospects for living wage careers, stable housing and the ability to support both themselves and their families. A growing response to this crisis is the development of cross-sector collaborative partnerships to address educational attainment resulting in an educated and skilled workforce that will ultimately improve prosperity in a community or region. This collaborative work has expanded as a result of growing recognition that all sectors of the economy have a stake in education as a way to create strong communities and regional prosperity. While evidence of the challenges in educating all students abounds, evidence of success in collaborative partnership efforts to improve education is sparse. This constructivist grounded theory research study was developed to explore the collaborative behaviors leading to success in improving educational outcomes for all students. Leaders at the executive and operational levels of collaborative partnerships participated in this study through a three-phase process of semi-structured interviews. Data collection and analysis for this study used a process of constant comparison and occurred simultaneously with a comprehensive literature review. Participants in this research study represented collaborative partnerships from across the United States that are focused on improving educational attainment at the secondary and postsecondary levels. Four findings from this research study support an overarching substantive grounded theory that explicates the importance of moral purpose as the underpinning for achievement of collaborative outcomes. The findings further describe the behaviors necessary for success in crafting strong relationships, building trust, and communicating for impact. These interpersonal behaviors can be supported by the presence of psychological safety at the group level to maximize the efficacy of collaborative partnerships to achieve systems improvements in education. This study also encourages all collaborative partnerships to consider using a continuous improvement approach to their work grounded in intellectual humility. The study concludes with recommendations for future research to further explore the implications of psychological safety in the context of collaborative partnerships, noting that both intellectual humility and curiosity are aligned with the concepts of psychological safety and continuous improvement or improvement science.

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Ulrich, Neil. "The effects of life experiences under apartheid on shaping leadership styles of South African political leaders." Thesis, Unisa, 2005. http://hdl.handle.net/10500/152.

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The purpose of the research is to examine the effects that Apartheid had/has on the shaping of leadership styles of South African political leaders from all political affiliations and different backgrounds. The research phenemenon and tentative hypothesis is that these leaders were influenced in vastly different ways according to their positions as either advantaged, disadvantaged or unaffected by the system of Apartheid. The study will examine how these different experiences under the system of Apartheid shaped current leadership styles.
The system of apartheid, caused different life experiences for South Africans, and can be seen as a defining moment in the development of South Africa, its leaders and citizens. This study investigated how these different life experiences under apartheid influenced leadership styles of South African political leaders. After completion of a literature review, semi structured life history interviews were conducted with a representative sample of members of the South African Parliament, to generate qualitative data for analysis. Content analysis was applied to this data to generate a basis from which valid and reliable conclusions and recommendations were made. The research found support in both the literature review and qualitative life stories data collected for the following propositions: • Leadership is a complex construct, which is composed of many different characteristics and influences. • The life histories of individuals comprise of a combination of unique life experiences and subjective interpretations of those experiences. • Individual life histories influence leadership development. • Apartheid was a time line event that encompassed many different life experiences of individuals within the broad phenomenon, which phenomenon does not necessarily in itself have a significantly 7 homogeneous effect on the shaping of leadership styles. What is a more significant shaper of leadership style is the leader’s experiences in and attitude towards the event or phenomenon. • Life experiences under the phenomenon of apartheid influenced the leadership styles of South African political leaders differently in accordance with their unique life experiences itself, and their subjective interpretations thereof. The recordal of the life stories of South African political leaders presents an opportunity to learn at a broader interface from the experiences of the past, to shape a collective future for a free and democratic South Africa.

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Nkala, Elizabeth Oarabile. "The use of assessment centres as a selection and development tool for executive leaders in the Botswana public service." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/5814.

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Organisations worldwide are attempting to identify talent by using various assessment methods to evaluate competencies perceived to be core to the mandate of their organisations. In recent years recruitment and selection of individuals rely on assessment methods deemed to have high validity and reliability. One such assessment method used worldwide to evaluate top management is the assessment centre, commonly referred to as the AC. The main research problem of this study focussed on an evaluation of the extent to which the assessment centre method is effectively used for the selection and development of senior management employees in the public service of Botswana. The main research problem had eight sub-problems which were addressed through the following actions: A comprehensive literature study was conducted to define and establish the purpose of assessment centres. Moreover, the study aimed to establish the international best practice for the administration of the assessment centre as a tool for selection and talent development. Subsequent to the literature study an interview schedule and survey questionnaire were developed based on the literature. The interview schedule was used to obtain information from consultants who provide assessment centre services to the public service. The objective of the questionnaire was to obtain information from the recipients of the service and determine the extent to which that information compares with information obtained from the consultants. The questionnaire was distributed to a randomly selected population. The results of the empirical study were statistically analysed and interpreted and revealed that permanent and deputy permanent secretaries are more aware of the reasons for using the assessment centre method than directors and deputy directors. These senior management employees felt that the assessment centre is an effective tool for selection and development but the results from the assessment centre are not optimally used for development. The study revealed that generally the assessment centre process conducted in the Botswana public service is in line with international best practice of assessment centres. However, there are certain areas that need some improvement for the assessment centre to entirely conform to international best practice. These areas include the implementation of an assessment centre policy and the improvement of feedback and vital information provided to participants prior to the centre. The empirical study also revealed that senior management employees hold the view that many senior officers in the public service do not know the importance of the assessment centre method and are not comfortable to participate in such a centre. The assessment centre method has proven to be an effective tool for evaluating competencies. This is due to its use of multiple techniques, assessors, simulations and exercises. Theory has revealed that the assessment centre has higher validity and reliability than other assessment methods. However, due to the high costs of running assessment centres, some organisations take shortcuts and therefore jeopardise its validity.

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Penney, Kendal. "Gender equity leadership in Western Australia: Exploring the experiences of executive leaders driving gender equity in the workplace." Thesis, Penney, Kendal (2020) Gender equity leadership in Western Australia: Exploring the experiences of executive leaders driving gender equity in the workplace. Masters by Coursework thesis, Murdoch University, 2020. https://researchrepository.murdoch.edu.au/id/eprint/60670/.

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The status of women in society has improved remarkably in Australia since the early 1900s. This has seen a marked increase in the number of women in the workforce, yet adequate progress towards eradicating gender inequality from Australian workplaces remains to be seen. This lack of sustainable progress in Australia’s attempts to achieve gender equity highlights a need to better understand how organisations are tackling gender inequality in the workplace. A review of the literature reveals gaps in understanding the role leaders can play in achieving effective and sustainable outcomes in gender equity. A qualitative exploratory design using secondary archived audio recordings explores the lived experiences of fourteen WA executive leaders committed to driving gender equality in their organisations, in order to gain insight into the lived experience of leading gender equity in W.A. organisations; identify possible determinants of effective and impactful leadership in gender equity; and 3) lay the foundations for future research. Results from inductive thematic analysis identified three core themes; Internalizing Desire for Gender Equity Action, Create an Environment for Gender Equity Action; and Considerations for Designing Gender Equity Action. Implications of findings for further research and practice are discussed. Keywords: qualitative, secondary, archived, leadership, gender equity

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Johnson, Tracy Lynn. "Career Mobility Patterns of Aspiring Female Leaders at California Community Colleges." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3172.

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Many women struggle to move up the career ladder. Women aspiring to executive positions in community colleges within the United States may face gender barriers, family-work life barriers, and barriers regarding their leadership ability. The problem studied was a gap in knowledge of how women succeeded in attaining executive positions in community colleges. The purpose of this study was to examine ways that female leaders at Southern California community colleges assumed executive-level roles at their institutions and the barriers they faced to attain those positions . The theory of upward mobility and the concept of self-efficacy comprised the study's conceptual framework. The research questions in this qualitative case study focused on barriers to women's upward mobility and ways that women overcame these barriers. Face-to-face structured interviews were conducted with a purposeful sample of 12 women who held positions of vice president or above at 8 Southern California community colleges within 2 counties. Interview data were coded using clustering and classification and resulted in 3 themes per research question. The results suggested that executive leaders must demonstrate communication savviness to address difficult situations, engage in active information searching and empower others through helpful communication. Findings of the study suggest formal mentorship was crucial for women in their quest for leadership roles. Prospective female leaders in higher education may be able to use the study results in navigating their careers. Positive social change may result with the greater visibility of women in executive leadership roles, thereby leading to reduced gender disparities and women achieving their highest potential in the workplace.

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Trümpelmann, Inge. "Towards identifying effective leaders : the validity of the wheel as indicator of effective leadership behaviour during organisational change." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53193.

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Thesis (MA)--University of Stellenbosch, 2002.
ENGLISH ABSTRACT: On the basis of a literature review regarding effective leadership, coping with change and the assessment of effective leadership and coping, this study investigated the use of The Wheel, a free-format, projective technique, which lends itself to a qualitative and quantitative analysis. A group of (N=75) managers, within a large South African engineering organisation, were assessed during organisational change. Human Resource practitioners and supervisors evaluated participants' leadership effectiveness by using a six-point Lickert scale. Overall performance scores were calculated based on a gap analysis between perceived performance and required performance. High, Medium and Low performance groups were identified and compared in terms of The Wheel results. On a quantitative level significant differences were obtained with regards to Overall performance scores and the Number of Segments completed by participants. Furthermore, some of The Wheel constructs correlated with individual performance rating items and also appears to reflect the impact of organisational change on participants' Attitudes, Discrimination and Sense of Control towards key words "My Work". On a qualitative level, the contents of The Wheel profiles indicated themes that may be an indication of different approaches and lor problems experienced respectively by High and Low performance groups during organisational change. The Wheel may thus have predictive validity for assessing leadership effectiveness during organisational change, but due to limitations of this explorative study, further research is recommended.
AFRIKAANSE OPSOMMING: Op grond van 'n literatuurstudie van effektiewe leierskap, hantering van verandering en die meting van effektiewe leierskap en probleemhantering, word die gebruik van The Wheel, 'n projeksietegniek wat kwalitatiewe en kwantitatiewe interpretasie behels, ondersoek. Vervolgens is 'n groep (N=75) bestuurders, vanuit 'n groot Suid-Afrikaanse ingenieurs organisasie, tydens organisatoriese verandering en herstrukturering geëvalueer. Prestasie beoordelings vir elk van die deelnemers is deur menslike hulpbronpraktisyns en supervisors gedoen op grond van 'n ses-punt Lickert skaal. Algehele prestasietellings is vir elke deelnemer bereken op grond van 'n gapingsanalise tussen waargenome prestasie en vereiste prestasie. Hoë, Medium en Lae prestasiegroepe is geïdentifiseer en vergelyk in terme van die The Wheel resultate. Op 'n kwantitatiewe vlak was daar betekenisvolle verskille tussen verskillende prestasiegroepe en die Getal Segmente ingevul deur deelnemers. Sommige van die The Wheel konstrukte het ook betekenisvolle korrelasies getoon met van die prestasiebeoordelingsitems. Die The Wheel resultate het ook die situasionele impak van organisatoriese verandering en herstrukturerinq gereflekteer in terme van deelnemers se Houdings-, Diskriminasie- en Kontroletellings behaal vir sleutelwoorde "My Werk". Op 'n kwalitatiewe vlak dui die inhoud van die The Wheel profiele daarop dat Hoë en Lae prestasiegroepe onderskeidelik verskillende temas meld tydens die vrye assosiasie oefening. Die The Wheel mag belofte inhou vir die met1ng van effektiewe leierskap, maar as gevolg van beperkings in hierdie eksploratiewe-studie. word verdere navorsing aanbeveel.

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Katz-Buonincontro, Jennifer Leah. "Developing a model for promoting creativity in leaders based on a comparative case study of three arts-based executive institutes /." view abstract or download file of text, 2005. http://wwwlib.umi.com/cr/uoregon/fullcit?p3201687.

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Thesis (Ph. D.)--University of Oregon, 2005.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 256-269). Also available for download via the World Wide Web; free to University of Oregon users.

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Barkouli, Al. "Organizational Leaders’ Experience with Fear-Related Emotions: A Critical Incident Study." Antioch University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1432137751.

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Wiens, Kandi J. "Leading through burnout| The influence of emotional intelligence on the ability of executive level physician leaders to cope with occupational stress and burnout." Thesis, University of Pennsylvania, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10158565.

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Physician leadership has been endorsed as a critical component of successful healthcare transformation, and emerging evidence suggests that physician leaders offer a competitive advantage to their organizations. Healthcare executive level leadership roles are inherently stressful, and the transition from a clinical environment to an executive level administrative environment generates unique pressures and challenges for physician leaders that non-physician leaders may not experience. When proper coping skills are not present, occupational stress can have a negative impact on a physician leader’s ability to lead effectively and may impact their emotional and physical wellbeing. This mixed methods study explored the perceptions of 35 Chief Medical Officers (CMOs) regarding their experiences with occupational stress and the influence of emotional intelligence (EI) on their ability to cope with the demands and pressures of their role. The primary method of data collection focused on in-depth interviews, and the interviews were supported with quantitative data using the Maslach Burnout Inventory (MBI) to measure CMOs’ perceived level of stress, emotional exhaustion, cynicism, and professional efficacy. Qualitative data was analyzed using an inductive thematic analysis process as well as a deductive thematic analysis process using the Emotional and Social Competency Inventory (ESCI) model to code the data. Three key findings emerged from this study: 1) EI competencies serve as an effective personal resource that contributes to a CMO’s ability to deal with work-related stress and prevent burnout; 2) CMOs are experiencing high levels of stress, but it is not leading to burnout; and 3) self-efficacy serves as an effective personal resource that contributes to a CMO’s ability to deal with work-related stress and prevent burnout. This study offers an increased awareness of the sources of CMOs’ stress and contributes to an understanding of how emotional intelligence competencies and self-efficacy serve as effective personal resources in the stress appraisal and coping processes. Keywords: stress, occupational stress, coping, burnout, emotional intelligence

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Vikner, Frida, and Rebecca Bagge. "Vad motiverar en verkställande direktör? : En kvalitativ studie om vilka faktorer som motiverar en person att ha en ledande roll i ett företag." Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-158661.

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Bakgrund: Samhället behöver ledare inom många olika områden för att utvecklas och förändras. Dessa personer har visat sig ha gemensamma beteenden så som att sätta tydliga mål, finna ett inre syfte och ha passion i det som de gör. Då alla handlingar som utförs av en människa drivs av ett motiv är det intressant att studera vad som motiverar dessa personer. Denna studie har avgränsats till att studera verkställande direktörer. Syfte: Syftet med denna studie är att förstå hur svenska verkställande direktörer beskriver sin motivation utifrån sitt eget perspektiv och således bidra till ökad förståelse för vad som motiverar dessa. Genomförande: Studien är en kvalitativ flerfallstudie med en induktiv forskningsansats. Det empiriska materialet i denna studie är insamlad genom semistrukturerade intervjuer med fyra stycken verkställande direktörer i Sverige. Resultat: Resultatet av denna studie visar att de faktorer som motiverar de verkställande direktörerna, utifrån deras eget perspektiv, varierar. Studien visar tydligt att de verkställande direktörerna främst motiveras av någonting “extra” i deras arbete. Samtliga verkställande direktörer nämnde var för sig att de motiveras starkt av deras respektive företag, utveckling och förändring.
Background: The society need leaders in many different areas to be able to develop and change. These individuals have some common behaviour, such as setting clear goals, finding an inner purpose and having passion for what they do. Since all action by a human being are driven by a motive, it is interesting to study what motivates these people. This essay has been limited to study CEOs. Purpose: The purpose of this study is to understand how Swedish CEOs describe their motivation from their own perspective and contribute to increased understanding of what motivates them. Design: This study is a qualitative multi-case study with an inductive research approach. The empirical material in this study is collected through semi-structured interviews with four different executive directors in Sweden. Conclusion: The result of this study shows that the motivating factors varies between the CEOs. The CEOs are mainly motivated by something “extra” in their work. All of the CEOs separately mentioned that they are strongly motivated by their companies, by development and by change.

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Nelson, Audrea Maria. "Exploring the Lack of African Americans in the Department of Defense Senior Executive Service Corps." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1797.

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There is a lack of African American representation in the Department of Defense's (DoD's) Senior Executive Service (SES) Corps. In 2011, only 11.4% of the DoD's SES members were African American. This disparate representation is problematic because it contradicts the creation of a diverse workforce, which in turn limits opportunities for African Americans to join the elite DoD SES Corps. The purpose of this phenomenological study was to explore the perceptions of 9 African American SES members in the Office of the Secretary of Defense, Defense Agencies, and Defense Field Activities to determine factors contributing to their promotions into the SES Corps. The theoretical framework for this study included Burns and Bass conceptualization of transformational leadership, as well as the social learning theories of Bandura and Vygotsky. A snowball sampling technique was used to recruit the participants for face-to-face or telephone interviews. The interview questions focused on the attributes participants perceived as influencing their career progression into the SES. Upon transcribing interview data, an open coding process was used to categorize information collected followed by thematic analysis to facilitate further understanding. Findings indicate that professional qualities such as the ability to perform core executive functions, training, and education contributed to their SES progression. Furthermore, transformational leadership was perceived as being important in SES service. The implications for positive social change stemming from this study include direct recommendations to DoD human resource directors to capitalize on current African American leaders to serve as mentors to emerging leaders in a way that is consistent with transformational leadership.

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Houston, George Gregory. "Spirituality and Leadership: Integrating Spirituality as a Developmental Approach of Improving Overall Leader Effectiveness." Antioch University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1393592882.

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Hernandez, Belinda. "RISING ABOVE THE ADOBE CEILING: A HERMENEUTIC PHENOMENOLOGICAL STUDY OF MENTORING AND SOCIAL CAPITAL INFLUENCES AMONG CALIFORNIA LATINA NONPROFIT LEADERS." Scholarly Commons, 2020. https://scholarlycommons.pacific.edu/uop_etds/3714.

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Empirical research studies that focus on the experiences of Latinas in executive leadership are limited. In its entirety, workforce research has overlooked how social and cultural experiences influence this group’s leadership development. This gap in research has failed to uplift the Latina executive voice and their achievements. Addressing this gap has the potential to influence distinctive workforce practices and future scholarship. Utilizing an asset-based perspective, this study presents counter narratives that intentionally focus on exploring Latina leaders’ voices. The importance of intersectional experience and social identities illustrate non-monolithic, yet aligned, experiences among study participants. This foundational dissertation explored mentoring phenomena through a qualitative study with Latina, nonprofit, chief executive officers (CEO) in the State of California as protégés. The nonprofit racial leadership gap provided context for the high number of Latinas/os in California relative to the minimal number of Latinas holding executive positions. This context warranted a necessary exploration into how mentoring experiences positively influenced Latina leadership development (LLD) so that findings may be replicated for future practice. A hermeneutic phenomenological research design maintained participant engagement which explored two key research questions: 1. What are the salient characteristics of quality mentoring relationships for Latina nonprofit executive leaders in California 2. How have quality mentoring relationships influenced Latina leaders’ sense of self-efficacy and leadership development? Data were collected via demographic questionnaires, semi-structured interviews, and researcher field notes. Participants included 10 Latina CEOs of California nonprofit organizations. They represented all five regions of the state. Study findings demonstrated that:(a) mentoring relationship type evolved over time, b) a constellation of mentors were integral to leadership growth, c) mentors supported expressions of authenticity and LLD, d) mentor-protégé match suitability acted as a sphere of influence, and e) peer mentoring promoted a sense of openness and vulnerability. Findings revealed that quality mentoring relationships encouraged participant leadership development that positively impacted executive self-efficacy and retention. Recommendations are presented that further support Latina executive leaders’ development. Four recommendations are presented for formal and informal mentoring practices, and two proposals are offered for future mentoring research that extends the foundational work of this study. Furthermore, a researcher journal was maintained throughout the duration of this study. The journal led to the development of a researcher self-reflexivity process model. This model illustrated how researcher positionality evolved from insider-to-outsider, yet sustained researcher-participant engagement from pre-data collection through data analysis that reconciled pre-suppositions, interpretations, and meaning-making. This study represents the richness found in stories that have been minimally included in empirical literature. It offers implications for the value of uplifting voices to enhance leadership practice and future research.

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Taqi, Alawi. "A qualitative analysis of the current and future leadership development needs of third-line leaders in the oil and gas sector in Kuwait." Thesis, University of Stirling, 2016. http://hdl.handle.net/1893/24788.

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Whilst the topic of leadership has been widely studied it remains little understood, particularly at the first-level line of leadership, especially as it relates to developing countries such as Kuwait. This study critically analyses and presents the needs, skills and capabilities of frontline leaders working in the Kuwait’s Oil and Gas Sector companies. It also examines how such needs and competencies can be developed so as to make these leaders more effective in leading functional units (teams) and to improve organisational performance overall. The study produces a frontline leadership needs and skills development framework that contributes to a better understanding of leadership in a Middle Eastern country (Kuwait), taking into account important contextual factors that influence leadership. Influenced by a social constructivist philosophy and based on qualitative evidence gathered from 42 Team Leaders, the essential leadership needs neglected by previous literature (and possibly lacking in Kuwait) were: business knowledge, technical skills, leadership and managerial skills, communication skills, decision-making skills and change management skills. These leadership needs reflected what the third line leaders understood and personally believed to be essential leadership dimensions for them to be effective and to competently undertake their work. These leadership needs constituted the foundation for their present and future leadership development in order to enhance their leadership capabilities. However, no single methodology was identified as a ‘one size fits all’ solution to meeting the development needs of the Team Leaders. Nevertheless, on the job-training was considered to be the most effective approach to develop these skills and capabilities. It is recommended that top management, and in particular human resources departments within the Oil and Gas Sector companies should continuously identify the needs of third-line leaders and focus on developing skills and competencies considered to be lacking and the most important by these frontline leaders, rather than offering a raft of seemingly unconnected development activities.

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Stempel, Malin, and Gunnarsson Helen Tånghed. "Headhunting som strategiskt kompetensförsörjningsverktyg." Thesis, Högskolan Väst, Avd för företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-15539.

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Forskningen har visat kunskapsbrister när det gäller användningen och nyttan av headhunting som strategiskt kompetensförsörjningsverktyg. Studiens syfte var att undersöka vilka strategiska verksamhetsmål, behov och förutsättningar som utgör grunden för beslutet att framgångsrikt rekrytera chefer och andra affärskritiska roller via metoden headhunting. För att besvara forskningsfrågorna samlades data in med hjälp av kvalitativa semi-strukturerade intervjuer där fem respondenter var delaktiga. Studiens resultat tydde på att den strategiska kompetensförsörjningens omfattning samvarierar med företagens storlek. Studien visade även på att rationella, situationsberoende beslut är ytterligare en parameter som styr valet av rekryteringsmetod. De förutsättningar som studien visade ligger till grund för valet av headhunting som rekryteringsmetod är brist på intern kompetens, behov av specifika, komplexa kompetenser, affärskritisk roll samt riskminimering. Identifierade framgångsfaktorer är en tydlig kravprofil, ett gediget förarbete, intern rekryteringskompetens och god kommunikation.
The research has shown deficiencies in the use and utility of headhunting as a strategic competence tool. The purpose of the study was to investigate which strategic business goals, needs and conditions form the basis for the decision to successfully recruit managers and other business-critical roles via the headhunting method. In order to answer our research questions, data were collected by using qualitative semi-structured interviews in which five respondents participated. The results of the study indicated that the scope of strategic competence supply varies with the size of the companies. The study also showed that rational, situation-dependent decisions are another parameter that governs the choice of recruiting method. The prerequisites that the study shows are the basis for the choice of headhunting as a recruitment method is a lack of internal competence, need for specific, complex skills, business-critical role and risk minimization. Identified success factors are a clear requirement profile, solid preliminary work, internal recruitment skills and good communication.

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Osborne, Joan M. "The Career Development of Black Female Chief Nurse Executives." FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/208.

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This qualitative study was designed to explore the career development of Black female chief nurse executives. Although a small proportion of Black female nurses have achieved positions at the nurse executive level, there remains a paucity of Black female nurse executives in this crucial position which raised the question of what factors contributed to this lack of advancement, but, more important, what factors have contributed to the success of the few who have achieved such level of success in healthcare organizations. The purpose of the study was to explore the career paths of Black female chief nurse executives with a view of understanding the factors which both facilitate and hinder the career development of these leaders in healthcare organizations. The guiding research question was, How do Black female nurse executives in this sample describe their career development? The participants in this study were Black female chief nurse executives located throughout the United States who, for the most part, were raised in segregation with a strong family foundation. To collect data, semistructured telephone interviews were conducted with 10 Black female chief nurse executives throughout the United States. The transcripts from the interviews were transcribed, coded, and analyzed. Using Super’s (1990, 1996), and Gottfredson’s (1981, 1996, 2002, 2005) career development theories and critical race theory (Crenshaw, 1995; Delgado, 2000) as the theoretical framework, the researcher found that the participants’ career development was influenced by (a) strong support system, (b) guidance, (c) influence of diversity, and (d) servant leadership. The findings help us understand the factors that have contributed to their successes as Black chief nurse executives. With the increasingly diverse population and concurrent increasing diversity in nursing and concerns about healthcare disparities, it is imperative that organizations attract, hire, develop, retain, and advance qualified Black nurses. Future studies addressing not only the career development of Black nurses but nurses in general might be informed by the present study’s findings. Recommendations are offered for nursing practice, education, and organizational policy.

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Chauke, R. F. "Management training for professional leaders : myth or reality." Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/44455.

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“Attainment of competency in management and leadership is no longer an optional extra for doctors” (Clark & Armit, 2008). Is management training recognised as necessary and important by professionals who ascend into leadership positions? Are professionals prepared to undertake management training or are their professional qualifications adequate to allow them to be effective managers as leaders? There are three concepts involved here, namely  Management training.  Professionals.  Leadership. The aim of the study was therefore to gain an in depth understanding of whether or not professional leaders need to be managerially trained. The study also attempted to establish the type/aspects of management training that the leaders should be trained in, and whether other factors such as experience influence the need for management training. Ultimately, the success or failure of management training for professional leaders needs to be assessed against the performance of their organisations and the self. An in depth literature review of the concepts of the research was conducted. The Chief Executive Officers of various tertiary/central academic hospitals were selected to be interviewed for this qualitative study by means of the purposive, quota sampling technique. In depth semi-structured interviews were held with seven academic hospital CEOs, with interviews lasting on average 1 hour 36 minutes (see Appendix B). The CEOs were also requested to complete the long Minnesota Satisfaction Questionnaire. The information received was analysed using a mixture of content, constant comparative, phenomenological, narrative, and discourse analysis. The key findings revealed that management training was necessary as an entity and should be attained regardless of professional training, leadership, or management experience. It was also noted, interestingly, that although the CEOs person-organisation fit was a high 71% and turnover intent a low 14%, job satisfaction was only average in the region of 60%. The sample number was too small to make meaningful conclusions. It is hoped that the findings of this iii study will stir the need to include management training in the curriculum of professional trainings.
Dissertation (MBA)--University of Pretoria, 2014.
zkgibs2015
Gordon Institute of Business Science (GIBS)
Unrestricted

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Van, Oosten Ellen Brooks. "The Impact of Emotional Intelligence and Executive Coaching on Leader Effectiveness." Case Western Reserve University School of Graduate Studies / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=case1365117435.

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Allan, David John. "Executive coaching : investigating effects of leader-empowering behaviours and psychological empowerment." Thesis, Queensland University of Technology, 2011. https://eprints.qut.edu.au/45451/1/David_Allan_Thesis.pdf.

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Executive coaching is a rapidly expanding approach to leadership development which has grown at a rate that warrants extensive examination of its effects (Wasylyshyn, 2003). This thesis has therefore examined both behavioural and psychological effects based on a nine month executive coaching intervention within a large not-for-profit organisation. The intervention was a part of a larger ongoing integrated organisational strategy to create an organisational coaching culture. In order to examine the effectiveness of the nine month executive coaching intervention two studies were conducted. A quantitative study used a pre and post questionnaire to examine leaders and their team members‘ responses before and after the coaching intervention. The research examined leader-empowering behaviours, psychological empowerment, job satisfaction and affective commitment. Significant results were demonstrated from leaders‘ self-reports on leader-empowering behaviours and their team members‘ self-reports revealed a significant flow on effect of psychological empowerment. The second part of the investigation involved a qualitative study which explored the developmental nature of psychological empowerment through executive coaching. The examination dissected psychological empowerment into its widely accepted four facets of meaning, impact, competency and self-determination and investigated, through semi-structured interviews, leaders‘ perspectives of the effect of executive coaching upon them (Spreitzer, 1992). It was discovered that a number of the common practices within executive coaching, including goal-setting, accountability and action-reflection, contributed to the production of outcomes that developed higher levels of psychological empowerment. Careful attention was also given to organisational context and its influence upon the outcomes.

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Kollberg, Dahlström Jesper, and Axel Lindstedt. "Athletic and mindful leaders : A signaling perspective on self-improvement amongst Swedish executives." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-414040.

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Swedish executives are in the pursuit of self-improvement. During the last two decades, extreme athleticism, practices like meditation and visiting retreats have been an increasingly common context within this pursuit, despite being costly in terms of time or simply being perceived as extreme. In an attempt to further understand these pursuits, the study seeks to answer the research question: How are the leader’s pursuit of self-improvement influencing leadership and what does it signal? The theoretical point of departure is previous research on athleticism and mindfulness amongst executives, through the perspective of signaling theory and charismatic leadership theory. The study is qualitative in nature with an abductive approach and consists of interviews with ten executives as well as a discourse of Swedish printed press. The data have been coded using the Gioia-methodology. The empirical findings consist of nine aggregated dimensions explaining executive behavior. How they began with their practice, what health benefits they achieved, what attributes were strengthened, the positive effect on leadership, the costs of their practice, how identity is involved, their own awareness of their practice, how they believed it influenced leadership, and what their leadership aspirations were. After analysis of the pursuits, it is concluded that the pursuits signal certain underlying qualities and attributes, an identity, and competence to lead oneself and others. Through actions inspired by their pursuits, signaling is reinforced and become signals of the organization as well as the individual leader and his or her leadership.

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Parish, David Houston Jr. "Total quality management: A handbook for business leaders." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1415.

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Qiao, Xuejun. "Leadership development in China how the companies develop their leaders and what critical factors contribute to enhancing the effectiveness of leadership development practices /." online access from Digital Dissertation Consortium access full-text, 2006. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3231880.

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Halton, Anne Marie. "Intentional change theory, coaching and leader effectiveness." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115537/1/115537_9392718_halton_anne_thesis.pdf.

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This thesis uses mixed methods to explore how coaching informed by Intentional Change Theory Theory (ICT) (Boyatzis, 2006, 2008) can enhance leader effectiveness. With underpinnings in complexity theory, ICT is proposed as an evidence-based framework to guide the coaching, rendering it well-matched to the demands of the current complex environment in which leaders operate. Results indicate that coaching contributes to the development of inner resources such as self-efficacy, self-awareness, and psychological capital, and that an appetite for reflection, and increasing comfort with ambiguity and feelings of vulnerability are important for leader effectiveness, and can be enhanced through coaching.

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Barday, Mohammed Asief. "Contribution of coaching, as part of the blended leadership programme, towards a leader's development and leadership development." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97418.

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Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: The aim of this research assignment was to determine the contribution coaching has made, as part of a blended leadership development programme, towards the development of individual leaders and leadership development at Transnet Freight Rail. This was aimed at identifying ways in which the coaching component may be improved. The research was undertaken with a group of high-potential leaders, at an operating division of the parastatal company Transnet, in South Africa. A qualitative research methodology was used and, within that framework, a phenomenological case study design. The research data was gathered, using semi-structured interviews, from 13 participants who received external coaching as part of the blended programme. The findings confirm that coaching, combined with blended leadership development activities, has a synergistic and positive impact on the individual and the organisation, enhancing both the human and social capital at Transnet Freight Rail. The participants expressed a multitude of benefits from receiving coaching: improvements in various aspects of their personal, social and cognitive competence, as well as assisting in their learning, retention and application of the other modules of the blended programme. The coaching intervention has assisted participants in enhancing and applying their own coaching skills within the organisation. This was accomplished by their experience of having been coached, by using the example from the sessions and through the coaching course attended as part of the blended programme. The findings in this research assignment suggest that coaching is making a positive contribution to leadership development at TFR by strengthening the leadership capacity, developing a coaching culture, improving strategic thinking when problem-solving, improving decision-making, improving productivity, increasing employee morale, and improving the individual's performance thereby benefiting the organisation. Coaching has also resulted in greater teamwork, broader understanding of the business, retention of talented employees and has demonstrated to employees that the organisation is committed to developing its staff and helping them to improve their skills.

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Downs, Constance Denise. "From hero to leader : a leadership competency study for police chief executives /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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Rakoff, Simon. "Expanding Leader Capability: An Exploratory Study of the Effect of Daily Practices for Leader Development." [Yellow Springs, Ohio] : Antioch University, 2010. http://etd.ohiolink.edu/view.cgi?acc_num=antioch1267652992.

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Thesis (Ph.D.)--Antioch University, 2010.
Title from PDF t.p. (viewed March 26, 2010). Advisor: Al Guskin, Ph.D.. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy 2010."--from the title page. Includes bibliographical references (p. 258-265).

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Sargeant, Roland B. (Roland Basil) 1974. "Functional specifications of a manufacturing execution system." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/84352.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; in conjunction with the Leaders for Manufacturing Program at MIT, 2003.
Includes bibliographical references (p. 129-130).
by Roland B. Sargeant.
S.M.
M.B.A.

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Portugal, Manrique Rocío Margot. "Process Evolution of Women as Senior Executives and Influential Business Leaders in Peru: a Grounded Theory Approach." Pontificia Universidad Católica del Perú, 2021. http://hdl.handle.net/20.500.12404/19483.

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The purpose of this qualitative, grounded theory study was to understand why so few women have achieved CEO positions or similar high positions in large companies in Peru. Although a small number of women, about 12% in the executive committees and 17% on corporate boards, have achieved high or executive positions worldwide (McKinsey, 2019), those women who have achieved top senior leadership position are a phenomenon that deserves to be studied in order to understand the process involved. In this study, conducted using a grounded theory approach, 18 executives with the position of CEO, board member or senior partner in a large company in Peru were interviewed in depth. The interviews were semi-structured, and the data was analyzed using the constant comparative method suggested by Strauss & Corbin (1990) and supported by MAXQDA software for qualitative data analysis. The results identified a complex process in the career ascent of these women executives. Fourteen dimensions - endogenous, exogenous and interconnected theoretical categories - emerged in the process. These findings were elevated into a substantive theory called the process of the evolution of women executives into influential business leaders. This study’s findings form a basis that could be used to build upon until a firm theory is developed, which could help understand this phenomenon from within to help managers, and particularly women, to implement policies that give women equal opportunity to men to reach the upper echelon of company management structures.

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Zhang, Jiali (Connie). "Effects of executive-level leader's transformational leadership on talent retention in post merger and acquisition in China." Thesis, Nottingham Trent University, 2014. http://irep.ntu.ac.uk/id/eprint/290/.

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Talent retention, which can be defined as organizational practices aiming at maintaining the continued employment of high potential and high-performing incumbents to fill the key positions that have the potential to have an impact on the competitive advantage of an organization (Schneider, 1987; Coldwell et al., 2008; Zhang et al., 2014), has been identified by previous researchers (e.g. Lubatkin et al., 1999; Cooke, 2006; Hartmann et al., 2010; Makela et al., 2010) as a particularly important measure of post-merger and acquisition (M&A) performance in contemporary M&A situations in multinational organizations. Connected to this, research (e.g. Bass, 1985; Bycio et al., 1995; Ya-Anan and Bunchapattanasukda, 2011; Zhang et al., 2014) has shown that transformational leadership can be one of the most important factors in predicting talent retention, but little research has been conducted to understand the underlying mechanisms through which transformational leadership may influence retention strategies in post-M&A performance. The aim of this DBA study is to address this research gap by examining whether and how executive-level leaders‘ transformational leadership style influences talent retention in a post-M&A Chinese context. Three research questions guide this DBA study. Firstly, to what extent does executive-level leaders‘ transformational leadership exert direct influence on post-M&A talent retention in mainland China? Secondly, to what extent does executive-level leader‘s transformational leadership exert indirect influence on post-M&A talent retention in mainland China? Thirdly, what factors mediate the influence of transformational leadership on talent retention and why? In the first stage of this doctoral study it was identified that transformational leadership can exert direct influence on talent retention without any mediator (Bass, 1985; Bycio et al., 1995; Ya-Anan and Bunchapattanasukda, 2011), and among factors that mediate the indirect influence of transformational leadership on talent retention, job satisfaction (Locke, 1976; Petty et al., 2005; Mallol et al., 2007; Smith et al., 2011) and organizational commitment (Price and Mueller, 1981; Hom and Kinicki, 2001; Brown and Yoshioka, 2003; Mallol et al., 2007) are recognized by previous researchers as the most important two. A conceptual framework was therefore presented describing the relations of key variables. Allied to this 8 framework, and arising from the theoretical arguments for transf ormational leadership‘s influence on talent retention, are six propositions. To test these propositions and explain the associations among variables in the conceptual framework, a Chinese local company (known here as ‘FB’) located in Shenzhen city, acquired by a multinational corporation (known here as ‘FA’) in 2008, was chosen as the central study for this investigation as they have experienced post-M&A integration. A multi-method approach was taken to data collection and analysis. In the first phase, a fully-structured questionnaire was sent to 54 current employees recognized by the case company as talent, based on their performance, potential, and position. Correlation analysis and structural equation modeling enabled the relationship among variables to be examined. In the second phase, analysis of nine semi-structured interviews with talent was undertaken to map the relationships between different variables. Following this, a short, informal interview with the President of FB was conducted to gain information about his leadership style and FB‘s retention strategies. Results of this DBA study not only prove all six propositions but also indicate significant causal relationship among variables. Findings show that there are four approaches through which transformational leadership can influence talent retention: Transformational leadership directly exerts positive influence on talent retention. Transformational leadership‘s positive influence on talent retention can be mediated by job satisfaction of talent. Transformational leadership‘s positive influence on talent retention can be mediated by organizational commitment of talent. Transformational leadership‘s positive influence on talent retention can be mediated firstly by job satisfaction, and then by organizational commitment of talent. Results from survey and interviews indicate that executive-level leaders‘ transformational leadership style, especially their attributed charisma, idealized influence, and inspirational motivation, can directly exert positive influence on talent retention in the post-M&A Chinese context. Transformational leaders can also increase the rate of post-M&A talent retention through enhancing talent‘s satisfaction with regard to the job itself, learning and development opportunities, and some external job factors such as supervisor and co-worker relationship, organizational culture, and effectiveness of communication and working flow, or through enhancing talent‘s affective commitment. This DBA study contributes to the literature in several ways. Firstly, despite a significant degree of academic and practical interest, the topic of talent management remains under-investigated (Collings and Mellahi, 2009; Iles et al., 2010a; Zhang et al., 2014). This study increases this body of knowledge by defining talent and identifying critical factors that may affect the propensity of an individual to remain with or leave an organization. Furthermore, as Bass indicates in his works (1985; 1998), transformational leadership can be one of the most important factors to control talent turnover. However, although such association has been studied, it is surprising that little research has been conducted to understand the underlying mechanisms through which transformational leadership exerts its influence on talent retention. This study contributes an empirically-supported theoretical framework for relationships between transformational leadership and talent retention by describing four approaches through which transformational leadership can influence talent retention. It also contributes to this line of studies by recognizing transformational leadership‘s superior effectiveness in increasing the rate of talent retention over other leadership styles such as transactional and laissez-faire in Avolio and Bass‘ (1991) Full Range of Leadership Model. With regard to lessons for managerial practice, this DBA study recognizes the important role of executive-level leaders on talent retention strategies in the post -M&A context. Furthermore, although talent retention has been studied extensively in a western context, there are few studies addressing these issues with regard to Chinese companies (Cooke, 2008; Zhang et al., 2014). By using a case from mainland China, this study attempts to provide strategic guidance for multinational M&A practitioners who seek to increase their company’s rate of talent retention in the Chinese context. In addition, only a limited number of studies examine the underlying relationship between leadership styles and talent retention have been carried out in such a dynamic and unstable environment as post-M&A integration. Finally, the study attempts to provide a guidance for post-M&A executive-level leaders to adopt a suitable leadership style, or for multinational firms to select ‘the right leader’ for their acquisitions.

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Mongereau, Marine. "The decisive role of cognition in developing performing adaptive global leaders : an analysis of top executives' international assignments." Thesis, Lyon, 2017. http://www.theses.fr/2017LYSE3079/document.

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L’économie mondiale d’aujourd’hui se révèle pour les entreprises un environnement fluctuant, complexe, incertain et ambigu dans lequel il est difficile de maintenir une croissance internationale rentable. Dans ce contexte, les organisations doivent continuellement développer un portefeuille de cadres dirigeants capables de mener à bien les stratégies de développement assurant une croissance internationale durable. C’est un défi auquel les organisations font encore face même après un long historique dans la dotation en personnel de leurs activités mondiales. Notre recherche a été conçue pour mieux comprendre comment les cadres dirigeants globaux se développent, adaptent leurs compétences aux besoins si imprévisibles initiés par leurs différentes expériences internationales. La méthodologie déployée est particulièrement inductive, interprétative. Notre échantillon se compose de 25 cadres dirigeants expatriés dans des filiales de multinationales, hommes et femmes ayant une longue expérience de l’expatriation complété par une analyse longitudinale d’un cadre dirigeant expatrié sur une durée de deux ans et demi. Les objectifs de cette recherche sont, d’abord de générer une connaissance subjective du développement du cadre dirigeant international, enracinée dans la façon dont l’expérience est perçue par les cadres globaux eux-mêmes, présentée sous forme d’un modèle qualitatif de type « à la Gioia ». Le but sera ensuite de fournir aux praticiens des lignes directrices en vue d’améliorer les décisions de gestion relatives à la conception des programmes de formation et aux suivis des cadres dirigeants expatriés. Notre recherche aura montré le rôle décisif de la cognition (et du moi) pour assurer l’efficacité du processus de développement du cadre dirigeant international, qui, complété par une volonté constante d’apprendre, permet en finalité, de générer une sorte de “know how” dont se serviront les cadres dirigeants à chaque nouvelle expérience. Nous concluons en proposant deux recommandations aux praticiens : d’abord l’intégration de “key behaviours” dans la définition de fonction des personnes en charge du global talent management : les SCSC’s (Strategic, Credible, Supportive, Considerate). Puis, nous proposons la création d’une fiche d’identité du cadre dirigeant expatrié : la « ID expat profile », permettant, un meilleur suivi, recensement et échange d’information au sein d’une même société
Today’s global economy represents a volatile, complex, uncertain and ambiguous environment for firms to sustain a profitable international growth. Organizations must continuously develop a portfolio of leaders ready to push forward growth strategies. Despite this challenge, corporations often fail to offer the right learning organizational framework to their top executives proposing too often standardized models. Many firms are acknowledging the urgent need to transform their learning organizations, strategies and to rethink how to learn to lead. Our research is aiming to develop a deep understanding of how global executives are developing, adjusting competencies to the unpredictable needs initiated by their different expatriations. The methodology used is highly inductive and interpretivist. The qualitative sample is composed of 25 top executives, expatriated in MNC’s subsidiaries, men and women. This sample is complemented by the transversal follow up of one top executive, expatriated, for over a period of 2, 5 years. The research objectives are to generate subjective knowledge grounded in the way global executives experience their development during expatriation, translated into a model “à la Gioia” and to provide guidelines for practitioners. We found out that the concept of cognition and self was decisive for an effective development process abroad, this combined with an ongoing willingness and ability to learn, leading to the generation of a sort of “know how” (practical intelligence). We conclude giving two recommendations to corporations; one on the role of HR corporate in charge, advising four key behaviours to improve efficiency: the SCSC’s (Strategic, Credible, Supportive, Considerate) and the second on the top executives follow-up, more precisely we recommend the creation of an expat ID profile; “the expat ID” that will help enhance the global talent management of such an individual

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