Tesis sobre el tema "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/.
Texto completoDe, 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.
Texto completoENGLISH 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.
Elbarouki, Sam. "Executive Banking Leaders and Risk-Management Strategies on Subprime Mortgage Lending". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2254.
Texto completoPhilipps, 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.
Texto completoENGLISH 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.
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.
Texto completoAn 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.
Ramos, Polly Castro. "Employee Retention Strategies for Executive Operation Leaders in an Academic Nursing Environment". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7181.
Texto completoBloxham, 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.
Texto completoDavies, Malcolm Roy y 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.
Texto completoLongueira, Manuel. "The value of emotional intelligence training for leaders at Goedgevonden Colliery". Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97281.
Texto completoENGLISH 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.
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.
Texto completoThe 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.
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.
Texto completoThe 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.
Carleton, Karen Anne. "The Lamplighter: Strategic Leaders' Views on Leadership". Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27592.
Texto completoPh. D.
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.
Texto completoThis 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.
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.
Texto completoThis 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.
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.
Texto completoУ 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.)
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.
Texto completoFinn, 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.
Texto completoFinn, 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/.
Texto completoMartin, Christina. "Succession Planning and Development of Nurse Leaders". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5900.
Texto completoCorbin, 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.
Texto completoMustain, 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.
Texto completoUlrich, 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.
Texto completoThe 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.
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.
Texto completoPenney, 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/.
Texto completoJohnson, Tracy Lynn. "Career Mobility Patterns of Aspiring Female Leaders at California Community Colleges". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3172.
Texto completoTrümpelmann, 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.
Texto completoENGLISH 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.
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.
Texto completoTypescript. 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.
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.
Texto completoWiens, 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.
Texto completoPhysician 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
Vikner, Frida y 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.
Texto completoBackground: 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.
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.
Texto completoHouston, 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.
Texto completoHernandez, 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.
Texto completoTaqi, 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.
Texto completoStempel, Malin y 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.
Texto completoThe 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.
Osborne, Joan M. "The Career Development of Black Female Chief Nurse Executives". FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/208.
Texto completoChauke, R. F. "Management training for professional leaders : myth or reality". Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/44455.
Texto completoDissertation (MBA)--University of Pretoria, 2014.
zkgibs2015
Gordon Institute of Business Science (GIBS)
Unrestricted
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.
Texto completoAllan, 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.
Texto completoKollberg, Dahlström Jesper y 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.
Texto completoParish, David Houston Jr. "Total quality management: A handbook for business leaders". CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1415.
Texto completoQiao, 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.
Texto completoHalton, 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.
Texto completoBarday, 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.
Texto completoENGLISH 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.
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.
Texto completoRakoff, 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.
Texto completoTitle 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).
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.
Texto completoIncludes bibliographical references (p. 129-130).
by Roland B. Sargeant.
S.M.
M.B.A.
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.
Texto completoZhang, 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/.
Texto completoMongereau, 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.
Texto completoToday’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