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Artykuły w czasopismach na temat "Leadership legitimacy"
Fraser, John. "Leadership Legitimacy". Curator: The Museum Journal 64, nr 2 (kwiecień 2021): 213–17. http://dx.doi.org/10.1111/cura.12425.
Pełny tekst źródłaBurchill, C. S. "Leadership, legitimacy and conflict in China". International Affairs 61, nr 1 (styczeń 1985): 178–79. http://dx.doi.org/10.2307/2619834.
Pełny tekst źródłaSingh, Gurbeer. "The Institution of the Akal Takht: The Transformation of Authority in Sikh History". Religions 12, nr 6 (27.05.2021): 390. http://dx.doi.org/10.3390/rel12060390.
Pełny tekst źródłaThude, Bettina Ravnborg, Egon Stenager, Christian von Plessen i Erik Hollnagel. "Leadership set-up: wishful thinking or reality?" Leadership in Health Services 32, nr 1 (24.01.2019): 98–112. http://dx.doi.org/10.1108/lhs-08-2017-0052.
Pełny tekst źródłaVoegtlin, Christian, i Ina Kaufmann. "Leading Towards Legitimacy: Emphasizing the role of leadership in legitimacy discourses". Academy of Management Proceedings 2012, nr 1 (lipiec 2012): 13703. http://dx.doi.org/10.5465/ambpp.2012.13703abstract.
Pełny tekst źródłaDenham, Andrew, i Kieron O'Hara. "Cameron's ‘Mandate’: Democracy, Legitimacy and Conservative Leadership". Parliamentary Affairs 60, nr 3 (1.01.2007): 409–23. http://dx.doi.org/10.1093/pa/gsm027.
Pełny tekst źródłaStolzenberg, Philipp, i Panagiotis Getimis. "Fiscal Consolidation in German and Greek Municipalities: The Interplay of Leadership and Legitimacy". Lex localis - Journal of Local Self-Government 14, nr 4 (31.10.2016): 893–916. http://dx.doi.org/10.4335/14.4.893-916(2016).
Pełny tekst źródłaShi, Yifan. "Editing Legitimacy". Communist and Post-Communist Studies 55, nr 2 (1.06.2022): 120–29. http://dx.doi.org/10.1525/j.postcomstud.2022.55.2.120.
Pełny tekst źródłaFuller, LaJuan Perronoski. "Normative Legitimacy Management and the Expansion of Purpose-Driven Workforces through Organizational Identity". International Business Research 15, nr 6 (12.05.2022): 1. http://dx.doi.org/10.5539/ibr.v15n6p1.
Pełny tekst źródłaEti-Tofinga, Buriata, Heather Douglas i Gurmeet Singh. "Influence of evolving culture on leadership: a study of Fijian cooperatives". European Business Review 29, nr 5 (14.08.2017): 534–50. http://dx.doi.org/10.1108/ebr-10-2015-0122.
Pełny tekst źródłaRozprawy doktorskie na temat "Leadership legitimacy"
Zhang, Li. "International Branch Campuses in China| Quest for Legitimacy". Thesis, State University of New York at Albany, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10107769.
Pełny tekst źródłaA new organization often encounters the “liability of newness” that increases its chance of failing as a start-up enterprise (Freeman et al, 1983). New organizations located in a foreign country also face the “liability of foreignness” (Zaheer & Mosakowski, 1997). By gaining legitimacy, organizations can obtain the resources they need to become sustainable. The liabilities of newness and foreignness aptly describe the international branch campuses that have been set up in China.
Scott’s (1995) institutional legitimacy pillars and Suchman’s (1995) legitimacy theory are combined to form a new conceptual legitimacy framework to understand legitimacy issues in China. This qualitative study selects seven cases to answer this research question: What strategies do the international branch campuses use to gain social support from different constituencies? The institutions studied are: The University of Nottingham Ningbo China, Xi’an Jiaotong Liverpool University, New York University Shanghai, United International College Shenzhen, Dongbei University of Economy and Finance Surrey International Institute, Southeast University-Monash University Joint Graduate School (Suzhou), and The Johns Hopkins University-Nanjing University Center for Chinese and American Studies.
Fifty-two interviews were conducted with senior institutional leaders, faculty, staff, students, parents, scholars, and employers. The research found that these international institutions did face the twin liabilities of newness and foreignness. However, being new and foreign could actually give these institutions legitimacy as well. The international institutions used all four strategies identified in the literature to gain the four pillars of legitimacy. An important caveat of the study is that the environment is significant in institutions gaining legitimacy, but the primary factor in acquiring legitimacy is the quality of their product.
This study has several limitations, including one missing case, fewer foreign interviewees, the uneven amount of information available at each institution, translation difficulties between two very different languages and cultures, and data provided by the institutions might be self-serving. The results indicate four avenues for further research. They are legitimacy thresholds; legitimacy from the perspective of the home institutions; the failed international branch campuses; education quality at these IBCs; and the evolving political dynamics in China.
Overland, Indra Nobl. "Politics and culture among the Russian Sami : leadership representation and legitimacy". Thesis, University of Cambridge, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368620.
Pełny tekst źródłaLoomis, Andrew Joseph. "Leveraging legitimacy in securing U.S. leadership normative dimensions of hegemonic authority /". Connect to Electronic Thesis (ProQuest) Connect to Electronic Thesis (CONTENTdm), 2008. http://worldcat.org/oclc/436297268/viewonline.
Pełny tekst źródłaProst, Emilien. "Legitimacy and incentives in a hierarchical relationship". Thesis, Université de Lorraine, 2019. http://www.theses.fr/2019LORR0121.
Pełny tekst źródłaThe general purpose of our thesis is, on the one hand, to study the influence of legitimacy of the manager on the motivation of his employee to exert effort and, on the other hand, to analyze how the manager integrates this potential influence into his behavior in order to bolster his authority. Finally, we are interested in strategies that the firm can design to bolster the legitimacy of its managers by choosing between several procedures of selection. Our approach is both theoretical, based on game theory, and empirical using experimental economics.First, we define a procedural legitimacy that consists in considering an executive as legitimate if he was promoted through a competition with no unfair treatment. Then, we define a meritocratic legitimacy that is the ability to master the operational task exerted by the employee. Finally, we define an aristocratic legitimacy, which is the ability of an individual to master managerial tasks.In a first chapter, we show that the future leader's effort during the competition is not necessarily a good way to bolster a procedural legitimacy because a very strong performance can just betray the fact that he has benefited from an advantage. Moreover, we show that the loser of the competition will always be a "bad loser" because his belief that he was disadvantaged during the competition will always be reinforced if he behaves with Bayesian rationality. The stake for the firm is then to delegate to an external entity the management of the selection of leaders to ensure that any unfair treatment presupposed during the competition does not provide any information regarding a potential unfair treatment in the future. In a second chapter, we show that to select on managerial abilities allows to increase the salary of executives even though these skills are less difficult to master. The reason is that it neutralizes the problems of rivalry between employees and executives and thus preserves the self-confidence of the one who has failed to be promoted (thus making it less costly to incentivize). The third chapter is an experimental work that aims to show that a meritocratic procedure incites the losers to actually ask for higher wage to compensate their discouragements following their failure
Grulke, David Andrew. "Legitimacy, authority and transition in the public office of the ministry in the Lutheran Church of Australia -- 2 vols". Thesis, Australian Catholic University, 2007. https://acuresearchbank.acu.edu.au/download/a30cf1e4f6f07032e752d2b1ee03c2d6776c87a95ffea9ae3517b9ddf746077a/3332364/64894_downloaded_stream_119.pdf.
Pełny tekst źródłaMurzaeva, Dinara. "Transition To Democracy In Post-soviet Kyrgyzstan:leaders, Citizens And Perceptions Of Political Legitimacy". Phd thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613317/index.pdf.
Pełny tekst źródłaLuís, Arsénio de Matos. "Liderança-que relação de poder?: comportamentos de liderança dos instrutores do DIT". Master's thesis, Universidade de Évora, 2005. http://hdl.handle.net/10174/15788.
Pełny tekst źródłaRolls, David. "The emergence of the 'Jiang Zemin Era': legitimacy and the development of the political theory of 'Neo-Conservatism' -- 1989-1995". University of Southern Queensland, Faculty of Arts, 2004. http://eprints.usq.edu.au/archive/00001500/.
Pełny tekst źródłaHedman, Linnéa, i Sonia Ghanbari. "Metoo och förändringen". Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22421.
Pełny tekst źródłaThe Metoo movement has created a greater need for transparency and a deeperunderstanding of sexual harassment. A taboo subject that for centuries has consisted of aculture of silence, has entered the light and made visible. The decisive factor in themovement is that the recognition factor is extensive. The Metoo movement is run by people,it had an impact on all levels of society and will continue as long as the problem persists.The purpose of the research is to elucidate how the phenomenon of metoo has had an impacton the preventive work against sexual harassment in organizations in Sweden, but also howthese changes have been established. The intention is also to contribute a greaterunderstanding of preventive work against sexual harassment in the workplaces.This qualitative study is based on twelve qualitative semi-structured interviews, from threeorganizations in the Skåne region. The interviews were directed to four role-holders in eachorganization. These are in independent order: Leaders, employees, HR representative andtrade union representative. We believe that Metoo has contributed to change, in some cases ithas been noticeable, in other cases the movement has led to major changes. The concretechanges we have noticed are updated governance documents, clearer information on zerotolerance, annual employee surveys and reviews of workplace meetings. We perceive thatthere is still a large unrecorded number and that the problem is still high on the workplaces.
WHITMORE, Margaret, i whittys2002@yahoo com au. "The search for character: servant-leadership in an Australian organisation". Edith Cowan University. Business And Public Management: School Of Business And Law, 2004. http://adt.ecu.edu.au/adt-public/adt-ECU2006.0003.html.
Pełny tekst źródłaKsiążki na temat "Leadership legitimacy"
Kane, John. Political legitimacy in Asia: New leadership challenges. New York: Palgrave Macmillan, 2011.
Znajdź pełny tekst źródłaMigration and politics: Leadership and legitimacy in Austria. Oxford: P. Lang, 2008.
Znajdź pełny tekst źródłaDenhardt, Janet Vinzant. Street-level leadership: Discretion and legitimacy in front-line public service. Washington, D.C: Georgetown University Press, 1998.
Znajdź pełny tekst źródłaExcellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2002.
Znajdź pełny tekst źródłaSaeroun lidŏsip, punyŏl esŏ sotʻong ŭro: Kim Man-hŭm ŭi chŏngchʻi pʻyŏngnon. Kyŏnggi-do Pʻaju-si: Hanul, 2007.
Znajdź pełny tekst źródłaHenry, Bienen, red. Voices of power: World leaders speak. Hopewell, N.J: Ecco Press, 1995.
Znajdź pełny tekst źródłaHerrschaft in Südosteuropa: Kultur- und sozialwissenschaftliche Perspektiven. Göttingen: V&R unipress, 2012.
Znajdź pełny tekst źródłaFabricating the people: Politics and administration in the biopolitical state. Tuscaloosa: University of Alabama Press, 2007.
Znajdź pełny tekst źródłaAfsaruddin, Asma. Excellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2001.
Znajdź pełny tekst źródłaGreenleaf, Robert K. Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press, 1991.
Znajdź pełny tekst źródłaCzęści książek na temat "Leadership legitimacy"
Charteris-Black, Jonathan. "Persuasion, Legitimacy and Leadership". W Politicians and Rhetoric, 1–31. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501706_1.
Pełny tekst źródłaSløk, Camilla. "Guilt, Responsibility, and Leadership". W Handbook of Business Legitimacy, 1–17. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-68845-9_117-1.
Pełny tekst źródłaSløk, Camilla. "Guilt, Responsibility, and Leadership". W Handbook of Business Legitimacy, 141–57. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-14622-1_117.
Pełny tekst źródłaHuls, Nick. "Introduction: from Legitimacy to Leadership". W The Legitimacy of Highest Courts’ Rulings, 3–30. The Hague: T.M.C. Asser Press, 2009. http://dx.doi.org/10.1007/978-90-6704-519-3_1.
Pełny tekst źródłaSedgwick, Mark. "Leadership and legitimacy in MENA". W The Routledge Handbook to the Middle East and North African State and States System, 98–112. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429342486-7.
Pełny tekst źródłaHough, Mike. "Policing, New Public Management and Legitimacy". W The New Public Leadership Challenge, 70–84. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230277953_5.
Pełny tekst źródłaRasmussen, Mette Apollo. "Practicing Legitimate Leadership in Territories of Interactions in Greenland". W Handbook of Business Legitimacy, 1–16. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-68845-9_105-1.
Pełny tekst źródłaRasmussen, Mette Apollo. "Practicing Legitimate Leadership in Territories of Interactions in Greenland". W Handbook of Business Legitimacy, 1479–94. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-14622-1_105.
Pełny tekst źródłaBerg, Ivar. "Managing in Crises: “Legitimacy” in Business and Academic Corporations". W Education, Leadership and Business Ethics, 183–204. Dordrecht: Springer Netherlands, 1998. http://dx.doi.org/10.1007/978-0-585-27624-3_16.
Pełny tekst źródłaHamidi, Sidra. "Who Recognizes? U.S. Nuclear Diplomacy and the Conferral of Legitimacy". W U.S. Leadership in a World of Uncertainties, 173–91. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10260-8_10.
Pełny tekst źródłaStreszczenia konferencji na temat "Leadership legitimacy"
Ribič, Timotej, i Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim". W Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.
Pełny tekst źródłaRaporty organizacyjne na temat "Leadership legitimacy"
Herbert, Siân, i Heather Marquette. COVID-19, Governance, and Conflict: Emerging Impacts and Future Evidence Needs. Institute of Development Studies (IDS), marzec 2021. http://dx.doi.org/10.19088/k4d.2021.029.
Pełny tekst źródłaPhillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.
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