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Tesis sobre el tema "Transformational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Taylor, Anne. "Mentorship for First Year Principals Leading Transformational Change." Thesis, Brandman University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689611.

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<p> The purpose of this qualitative study was to understand the perceptions that first year K—12 principals had about their mentorship relationship while leading their school through transformational change. The transformational change from the 1997 California Content Standards to the Common Core State Standards (CCSS) caused a significant shift in the focus of educational leaders in California. Along with this challenge, there are many other new experiences that a first year principal will encounter. Mentorship is one way to support new principals to effectively navigate these new exper

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2

Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.

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The purpose of this quantitative correlational study was to examine the relationship between transformational leadership and organizational change effectiveness. The theoretical framework for the study was transformational leadership. Midlevel managers who successfully implemented 1 or more organizational change initiatives in any large organization in the United States (n = 107) were conveniently selected to participate in the study. The Multifactor Leadership Questionnaire (MLQ) Form 5X-Short was used to measure transformational leadership and the Project Implementation Profile (PIP) was use

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3

Aitchison, Bridget Mary. "Transformational drama: theatre for community and social change." Thesis, Faculty of Creative Arts, 2001. https://ro.uow.edu.au/theses/943.

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Transformational Drama is theatre which acts as a catalyst for change in communities and in society. It addresses issues of social importance and changes people's perceptions, attitudes and reactions to those issues. This thesis explores the foundational theory behind transformational drama, including the use of drama as an applied art as found in the work of Jacob Moreno (the founder of psychodrama), Richard Scheckner and Augusto Boal. It then examines the reclamation of the transformational properties of drama from the behavioural sciences back into the conventional theatre by looking at the

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4

Lundström, Elin, and Yusuf Filsan Mohamed. "Is There a Perfect Leader in Change? : Transformational and Servant Leadership in Agile Transformation." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-296935.

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The current environment of the automotive industry is affected by new technologies, growing market dynamics, increasing demands from customers, and regulations such as sustainability requirements. To handle rapid changes many firms are leaning towards a more agile and flexible way of working. Such transformations have a tremendous effect on how organizations are managed and led. This leads to challenges for the leadership that should be able to lead the organization and the people through changing environments. Transformational and servant leadership have been explored in the context of change

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5

Sheh, Seow Wah. "Behavioural attributes of the transformational Chinese leader." access full-text online access from Digital dissertation consortium online access from ProQuest databases, 2002. http://libweb.cityu.edu.hk/cgi-bin/er/db/pqdiss.pl?3047749.

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6

Van, Tuyl Graham. "From engineer to co-creative catalyst : an inclusional and transformational journey." Thesis, University of Bath, 2009. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.524061.

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7

Samara, Abdelhamid. "The Role of Transformational Leadership in Organization Change Success." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1182.

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<p>The purpose of this thesis is to gain better understanding of leading transformation in terms of effective change process models, transformational leaders characteristics and the impact of organization culture on change process. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The thesis has a qualitative approach and the empirical data was gathered through telephone interviews and a webinar (Web-based seminar) with company‟s works in the field of consultancy namely EMERGE International ® and The Leadership Trust ®. I choose to focus on theorie

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8

Kirumira, Mark Tonny. "The Change Process : An Insight in Transformational Leader's Competencies." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-486.

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<p>Purpose — this thesis aims at finding out the extent to which transformational leaders exercise the required competencies during the process of change within an organization. It’s simply meant to highlight the pros and cons that are evidenced within transformational leaders during the change process.</p><p>Design/ methodology/approach — the thesis relies on two cases involving mergers, notably HP-Compaq merger, and Volvo-Renault merger are used for the analysis. The reliance on models and concepts is employed, to test the empirical findings.</p><p>Findings — this paper illustrates that alth

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9

Blume, Richard, Miriam Karell, and Andrew Outhwaite. "Strategic partnerships for transformational change towards a sustainable society." Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3705.

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Today, global socio-ecological problems are too complex and urgent for isolated actions, and cross-sector collaboration is increasingly required to generate transformational change towards a sustainable future. Partnerships between businesses and civil society organisations (CSOs) in particular have the potential to achieve the required change for sustainability. However, the ‘backcasting’ approach used in this study highlights a gap between current approaches and what partnerships might look like in a sustainable future. Research draws on literature, eighteen interviews and an action research

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10

Yu, Huen. "Transformational leadership and Hong Kong teachers' commitment to change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0019/NQ53883.pdf.

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11

Dey, Ken. "The effectiveness of social media in advancing transformational change." Thesis, Gonzaga University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1537849.

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<p> The goal of this study is to determine the effectiveness of social media in advancing transformational change. Successfully implementing transformational change in an organization is heavily dependent on the support of key stakeholders. But engaging those stakeholders requires effective communication. Transformational efforts often fail because of the lack of credible communication or a failure to define a vision that can be easily communicated (Kotter, 2007). </p><p> Researchers say that the key to successful transformational change is embracing a communication based in the realm of c

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12

Little, Francis Melville. "Structural Change, Industry Transformation and Economic Development in the Philippines: An Evolutionary Appraisal." Thesis, Griffith University, 2013. http://hdl.handle.net/10072/365231.

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The aim of this thesis is to show that Philippine’s economic development grows and develops by a process of structural change that is brought about by the introduction of innovation and technology transfer into an industry. Theoretical Chapters 1 - 3, in accordance with the overwhelming body of economic theory, innovation will be used as the driver of structural change. However, when applying the theory to Philippine telecommunications, Chapters 4 - 8, the term technology transfer will be used. Innovation and technology transfer transform an industry’s pattern of inputs by reducing the primary

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13

Mayner, Stephen W. "Transformational leadership and organizational change during agile and devops initiatives." Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10257668.

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<p> Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in the context of Agile and DevOps implementations as the catalyst for change. The purpose of this quantitative, correlational study was to determine the extent to which a relationship exists between transformational leadership behaviors of front-lin

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14

Warwick, Laura Elizabeth. "Can design effect transformational change in the voluntary community sector?" Thesis, Northumbria University, 2015. http://nrl.northumbria.ac.uk/24459/.

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This qualitative, exploratory investigation provides insight into the relevance and applicability of adopting a Design for Service (DfS) approach to effect transformation in Voluntary Community Sector (VCS) contexts. Using Action Research and a case study structure, the DfS approach was introduced and applied within three VCS organisations in succession. In each organisation, data on the impact and perceived value of the approach to a range of stakeholders was captured during, immediately after, and in the year following the engagement. An inductive analysis process was then employed to build

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15

Fundukova, L. "Leadership of transformational change : the assessment and development of change practice in a UN agency." Thesis, University of Liverpool, 2018. http://livrepository.liverpool.ac.uk/3026679/.

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The study is focused on Leadership of transformational change. It was undertaken in 2016-2018 in the International Fund for Agricultural Development (IFAD), a specialized UN agency. It aimed at producing actionable knowledge for improvement of management practices in the organization. The study was grounded in Action Research framework (AR) with two parallel processes, research and action, taking place at every step of study implementation. Using organizational ethnography as a research methodology, the study reconstructed the context of leadership of changes from the views and reflections of

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16

Schlebusch, Juliet Claire. "Managing change - how educational leaders manage transformational change within a framework of control and constraints." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52330.

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Thesis (MPhil)--University of Stellenbosch, 2001.<br>ENGLISH ABSTRACT: There are many new developments in the field of schooling. Some of these developments - school based management, new curriculum developments and devolution of control to the school level have brought with it policy changes. Many educational leaders are struggling to keep pace with these changes that are taking place in the management of education. Others are struggling against the changes, while possibly not fully understanding the dynamics of these changes. In a time of rapid political and social change, the need f

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17

Flack, Elizabeth F. "The differential characteristics between transformational change experiences and volitional change in recovering substance dependent individuals." View electronic thesis, 2008. http://dl.uncw.edu/etd/2008-1/flacke/elizabethflack.pdf.

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18

Pretorius, Werner. "Organizational factors influencing the transformational process of a financial institution." Thesis, Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03162004-131828.

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19

Bi, Shen, and Yingqi Ni. "Transformational Leadership in Chinese Context." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43661.

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In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in

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20

Mann, Ronald Jackson. "Transformational leadership theory: creative advance or theoretical desperation." Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/53640.

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Transformational leadership is held by its theorists to consist of charisma (mission articulation, empowerment, and confidence in followers), intellectual stimulation, and individualized consideration. lt is alleged to result from flexible structure, crisis, and high socio-economic status (except for charisma in connection with the latter) and to produce a favorable organizational climate, identification with the organization, expectation of success, and, most of all, extra effort. The present research, however, discloses serious problems with the model based upon theory: the inability of a pr

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21

Pillay, John. "Corporate turnaround as knowledge subversion : a dialogic perspective on transformational change." Thesis, Cranfield University, 2013. http://dspace.lib.cranfield.ac.uk/handle/1826/7952.

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This research presents a knowledge-based perspective on corporate turnaround. In this research it is proposed that subverting existing knowledge is as much a part of the corporate turnaround process as other change management activities, a concept termed “dialogic knowledge subversion”. Conceptual development was supported by a literature review into change, knowledge, discourse and Bakhtinian theories. This theoretical investigation was further developed using two empirical studies. The first empirical work focused on the case study of an organisation which had turned itself around. Findings

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22

Wisell, Diana L. Dulaney. "To change or not to change a case study of one urban high school's technological transformational process /." Morgantown, W. Va. : [West Virginia University Libraries], 1999. http://etd.wvu.edu/templates/showETD.cfm?recnum=1205.

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Thesis (Ed. D.)--West Virginia University, 1999.<br>Title from document title page. Document formatted into pages; contains vi, 117 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 74-77).

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23

Smith, Gary. "The church as a transformational community hindrances and energizers to transformation through the local church, in light of Ephesians 4:11-16 /." Theological Research Exchange Network (TREN), 2008. http://www.tren.com/search.cfm?p002-0828.

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24

Leonard, Anné. "Communicating affirmative action during transformational change a South African case study perspective /." Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-09282005-135714.

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25

Davis, Barbara Jeane. "Three case studies of female transformational elementary school administrators who facilitate change." Scholarly Commons, 1994. https://scholarlycommons.pacific.edu/uop_etds/2736.

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This study provided case studies of three female elementary school principals, identified by their supervisors and administration of the Multifactor Leadership Questionnaire as transformational. Data collected included the Organizational Culture Inventory, principal and teacher interviews, observations, and artifacts. Qualitative data were analyzed utilizing the computer program, HyperQual2. The data were used to determine how these principals articulated their vision, shared leadership, empowered their teachers, and demonstrated transformational behaviors. The principal behaviors were consist

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26

Wylson, Avonlie. "The use of mindfulness in dealing with ambiguity during transformational organizational change." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1603650.

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<p> The present mixed-methods study examined how 19 experienced change leaders cope with ambiguity during transformational organizational change and whether mindfulness helps them do that. Study findings indicated that practitioners react in varying ways to ambiguity and employees generally react negatively. Change leaders rely on personal coping and project initiation strategies, ongoing guidance and support, agile and action-oriented approaches, courageous and bold leadership, and trust in their process to manage ambiguity for themselves. To help others deal with ambiguity, change leaders re

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27

Mason, Cassandra. "Narratives of Elementary and Secondary Teacher Leaders as Agents of Transformational Change." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2453.

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Historically, being self-reflective has not been evidenced as critical to the career advancement of teachers aspiring to leadership roles. Five teacher leaders in a southwestern school district participated in a district Teacher Leadership Certificate Program (TLCP), which included self-reflective practices to broaden their understanding of the tools necessary to be an effective leader in 21st century schools. Theories of change suggest that teachers must acquire new knowledge and apply this new knowledge in practice. The theoretical framework for this project study was Mezirow's transformativ

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28

Thompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16425/.

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In the face of knowledge deficits in and poor outcome assessments of Organisation Transformation (OT), there is a need for a better understanding of the relationship between change leader interventions and qualitative organisational schema change, the collective knowledge structures that must be replaced or significantly elaborated if OT is to be realised. Previous research on this relationship has (a) focused on imposed structural interventions and given little attention to large-scale human process interventions, (b) given little attention to the radical structural interventions frequ

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29

Thompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16425/1/Robert_Thompson_Thesis.pdf.

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In the face of knowledge deficits in and poor outcome assessments of Organisation Transformation (OT), there is a need for a better understanding of the relationship between change leader interventions and qualitative organisational schema change, the collective knowledge structures that must be replaced or significantly elaborated if OT is to be realised. Previous research on this relationship has (a) focused on imposed structural interventions and given little attention to large-scale human process interventions, (b) given little attention to the radical structural interventions frequ

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30

Liu, Yi. "When change leadership impacts commitment to change and when it doesn't: a multi-level multi-dimensional investigation." Diss., Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/33856.

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Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior

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31

Bergman, Amanda, and Mastaneh Mashouri. "Influencing Change : Organizational Change and the Implementation of Self-Managing Teams." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-326340.

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Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the manager and the organizational context when implementing SMTs? The purpose of the study is to increase

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32

Nayudu, Jasaswi. "Transformational Leadership in an Era of Change: An Evaluation of Theory and Literature." Scholarship @ Claremont, 2013. http://scholarship.claremont.edu/cmc_theses/657.

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This paper will evaluate transformational leadership theory and literature, in order to reconsider it in the context of today’s world, and to make it more pertinent to the creation of positive change in today’s society. This analysis is divided into five main sections. Section 1 presents new models of transformational leadership. Section 2 presents new methods of measurement of the theory. Section 3 provides insight into transformational leaders’ roles in combating pressing social problems. Section 4 presents a review and analysis of women’s unique style of leadership. Section 5 presents a cas

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33

MUHAMMED, MONIR. "The importance of addressing culture in large transformational change programs in public organisations." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-170092.

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34

Cornell, Revonda Leota. "A study of transformational change at three schools of nursing implementing healthcare informatics." [Tampa, Fla] : University of South Florida, 2009. http://purl.fcla.edu/usf/dc/et/SFE0002800.

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35

Johannes, Arnold Marius. "My living theory of the transformational potential of my educational leadership." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4079.

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In democratic South Africa, policies place much emphasis on the need for transformational leadership. This challenges school leaders to ensure that their practice is in line with the democratic and inclusive values espoused therein. This thesis is an account of my journey of learning about educational leadership and how I attempted to influence transformation at my own school. The development of my living theory of educational management is grounded in my desire to make a positive change to the quality of teaching and learning at my school, by embodying and exemplifying such values in my leade

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36

Mohamad, Mouazen Ali. "Transactional and transformational leadership styles: bibliometric review , relationship with adkar and kotter change models." Doctoral thesis, Universitat Rovira i Virgili, 2019. http://hdl.handle.net/10803/668375.

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la seva tesi va tractar dos temes, el primer va incloure una revisió bibliomètrica detallada sobre publicacions d’estils de lideratge transaccional i transformatiu des del 2007 fins al 2018. Aquesta revisió va incloure informació actualitzada sobre l’evolució d’aquest tema de recerca, els estudiosos i afiliacions més productius, els països i els continents més productius, la col·laboració entre afiliacions entre països, articles més citats i nombre de cites, articles quàntil i factor d’impacte, diferència de quàntils entre revistes i revistes més productives. A més, aquesta investigació també

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37

Williams, Timothy M. Sr. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3624749.

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<p> Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and the

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38

García, Sánchez Miguel, and Maarten Warnshuis. "Transitioning towards Sustainable Agriculture in the European Union through Change Management and Transformational Leadership." Thesis, Malmö universitet, Institutionen för Urbana Studier (US), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-43625.

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This paper examined how Change Management and Transformational Leadership can be effective tools in transitioning towards sustainable agriculture in Europe. This paper starts with providing empirical evidence for climate change and shows that Northern and Southern Europe are impacted differently by climate change. Then this paper examined how climate change affects farmers in the different parts of Europe and what Societal, Environmental, Leadership and Organisational changes have to be made to transition towards sustainable agriculture in Europe. The qualitative analysis shows that, according

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Rafique, Muhammad Tahir. "The role of coaching and mentoring in transformational change, focusing on housing association mergers." Thesis, Oxford Brookes University, 2014. https://radar.brookes.ac.uk/radar/items/33cbbc0d-f689-4c08-83fc-7248a66d8875/1.

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Coaching and mentoring have grown rapidly in the last twenty years, reflecting increased level of interest in these fields. The widespread popularity, however, has been largely attributed to the anecdotal feedback about their effectiveness due to considerable gaps in the empirical research base. The aim of this study was to explore the role of coaching and mentoring in relation to transformational changes with particular reference to housing association mergers in the UK. As a result of constant merger activity, the largest twenty housing associations own 30% of the market share and the trend

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Williams, Sr Timothy M. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1138.

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Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their a

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41

Malherbe, Johann. "Investigating the relationship between transformational leadership style and organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5534.

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Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy

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42

Abrell-Vogel, Carolin [Verfasser], Jens [Akademischer Betreuer] Rowold, and Hartmut H. [Gutachter] Holzmüller. "Transformational leadership’s effectiveness in organizational change : Three empirical studies deepening the understanding of the relationship between transformational leadership and employees’ commitment to change / Carolin Abrell-Vogel. Betreuer: Jens Rowold. Gutachter: Hartmut H. Holzmüller." Dortmund : Universitätsbibliothek Dortmund, 2012. http://d-nb.info/1112267042/34.

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Noseworthy, Selby. "Transformational leadership and information technology : implications for secondary school leaders /." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ36158.pdf.

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Toribio, Toribio Carlos, and Hernández Raúl García. "Coping with Resistance to Change in Organizations." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12850.

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Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After review

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45

Prater, Michael E. "The relative impact of principal managerial, instructional, and transformational leadership on student achievement /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3137738.

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Robblee, Susan. "Transformational change, perceptions of process and outcomes by nursing staff in a health care facility." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape4/PQDD_0018/MQ57177.pdf.

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Cech, John E. "A phenomenological study of leader experiences and reactions to transformational change in a multicampus system." ScholarWorks, 2010. https://scholarworks.waldenu.edu/dissertations/818.

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Research on organizational change theory confirms the importance of leaders' ability to establish a sense of urgency, create institutional support for change, develop a vision, communicate the vision, empower others toward action, generate results, and ultimately create change in the organizational culture. Organizational change in nested systems, in which CEOs of individual units report upward through a state, regional, or corporate hierarchy, has not been extensively studied. To address this gap in the literature, this phenomenological study explored perceptions of college leaders who in 200

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Gårlin, Karl, and Mathias Kostet. "Change Through Transformation : An exploratory case study on leadership in contrasting organisational contexts of IKEA Sweden." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-123230.

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As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence

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Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.

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Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and

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Davids, Bradley. "Fostering change through effective leadership: a case study of the City of Cape Town." University of the Western Cape, 2015. http://hdl.handle.net/11394/4674.

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Philosophiae Doctor - PhD<br>Despite the fact that local government is nothing like it was several decades ago in terms of the numerous reform changes it has undergone, within the South African context we find that many of the elements of bureaucracy still represent local government institutions. In this regard bureaucratic structures were designed to have compliant employees who make decisions according to specified behaviours and rules. This feature of bureaucracy ensures that its leaders are not encouraged to take risks. In a bureaucracy it is preferable to stick to the tried and tested hab

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