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Artykuły w czasopismach na temat "Transformational change"
Liebermann, Susanne Christina, Katharina Blenckner, Jan-Hendrik Diehl, Joschka Feilke, Christina Frei, Sophie Grikscheit, Swantje Hünsch i in. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis". Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, nr 4 (październik 2021): 258–66. http://dx.doi.org/10.1026/0932-4089/a000367.
Pełny tekst źródłaLimerick, David, Ron Passfield i Bert Cunnington. "Transformational Change". Learning Organization 1, nr 2 (sierpień 1994): 29–40. http://dx.doi.org/10.1108/09696479410060973.
Pełny tekst źródłaBambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid i Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management". Jurnal Prajaiswara 3, nr 2 (24.11.2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.
Pełny tekst źródłaNutt, Paul C., i Robert W. Backoff. "Facilitating Transformational Change". Journal of Applied Behavioral Science 33, nr 4 (grudzień 1997): 490–508. http://dx.doi.org/10.1177/0021886397334005.
Pełny tekst źródłaHarb, Bissane, i Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector". Problems and Perspectives in Management 17, nr 2 (21.05.2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.
Pełny tekst źródłaFragouli, Evangelia, i Theodora Tourlaki. "Leading Change and Crisis: How Transformational Changes Can Be Successful Nowadays?" Global Research in Higher Education 3, nr 3 (2.09.2020): p22. http://dx.doi.org/10.22158/grhe.v3n3p22.
Pełny tekst źródłaYang, Yi-Feng. "Leadership and Satisfaction in Change Commitment". Psychological Reports 108, nr 3 (czerwiec 2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.
Pełny tekst źródłaFitrianna, Nurma, i Tri Siwi Agustina. "Transformational Leadership dan Commitment to Change: Dimediasi oleh Readiness for Change Studi Pada Karyawan PT. Telkom Divisi Regional V Surabaya". Jurnal Manajemen dan Bisnis Indonesia 2, nr 2 (1.02.2015): 154–67. http://dx.doi.org/10.31843/jmbi.v2i2.47.
Pełny tekst źródłaWindasari, Windasari, Erny Roesminingsih i Syunu Trihantoyo. "Pengaruh Kepemimpinan Transformasional Kepala Sekolah Terhadap Perubahan Organisasi Sekolah Dasar". Kelola: Jurnal Manajemen Pendidikan 9, nr 1 (22.06.2022): 99–110. http://dx.doi.org/10.24246/j.jk.2022.v9.i1.p99-110.
Pełny tekst źródłaGunawan, Michael, Retno Wijayanti, Febri Nila Chrisanty, Budi W. Soetjipto, Ani Wahyu Rachmawati i Santi Rahmawati. "Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank". F1000Research 10 (3.09.2021): 887. http://dx.doi.org/10.12688/f1000research.52480.1.
Pełny tekst źródłaRozprawy doktorskie na temat "Transformational change"
Taylor, Anne. "Mentorship for First Year Principals Leading Transformational Change". Thesis, Brandman University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689611.
Pełny tekst źródłaThe 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 experiences.
The target population was first year K–12 principals in Fresno County during 2013–2014 who were involved in a formal mentoring relationship. The homogeneous sample included one high school, two middle, and three elementary principals. The interview protocol was created by the researcher to address the four research questions. Semi-structured interviews were used to collect the data, which were, then, transcribed into NVivo for coding using the grounded theory approach to data analysis.
Each of the four research questions produced key findings in order to contribute to the overall conclusion of the study, which was that the mentor was more important to the success of the mentorship relationship than the design of the program and that the person chosen to be a mentor needs to (a) believe in their mentee's ability to lead change, (b) have a similar mindset as their mentee in how to lead change, (c) be familiar enough with the current system of their mentee in order to help him/her navigate through the change, and (d) build a trusting relationship with their mentee.
Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.
Pełny tekst źródłaLundström, Elin, i 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.
Pełny tekst źródłaTraditionella tillverkningsföretag möter utmaningar med ny teknik, förändrad marknadsdynamik, ökade krav från kunder och hållbarhetskrav. Dessa förändringar har en stor effekt på hur organisationer hanteras och leds. Detta leder till utmaningar för ledare som ska kunna leda organisationen och människorna genom förändrade miljöer. Transformativt och tjänande ledarskap har utforskats under förändringar. Tidigare studier visar dock motstridiga åsikter om lämpliga ledarskapsmetoder för företag som står inför förändring. Denna studie försöker därför undersöka transformativt och tjänande ledarskap i agila förändringar. Syftet med detta examensarbete är att finna rekommendationer för ledare inom traditionella företag som står inför agila organisatoriska förändringar. En kvalitativ fallstudie genomfördes och avgränsas till hårdvaruutveckling inom en FoU-organisation i ett traditionellt tillverkningsföretag. Avdelningschefer, sektionschefer, projektledare och gruppchefer intervjuades för att fördjupa förståelsen för de utmaningar som företaget står inför. Resultaten visar indikationer på att det är viktigt för ledare att hantera utmaningar som till exempel att möta motstånd i förändringsarbetet, överväga en ny roll som ledare och att skapa trygghet. De två ledarskapsmodellerna; transformativt och tjänande ledarskap, förväntades bidra till en smidigare förändringsprocess. Trygghet ansågs vara viktig i denna förändring och därför hade ledarna en inställning att uppmuntra medarbetare att ta risker genom att ledarna främjade autonomi och uppmuntrar medarbetarna att testa och prova. Tjänande ledare stöder agila principer och transformativa ledare strävar efter att uppmuntra förändringsinitiativ. Dessa ledarskapsstrategier kan därför förbättra och stödja organisatoriska insatser för att arbeta mer agilt. Det kan dock inte dras någon slutsats om vilken ledarskapsmodell som är mest lämplig för förändring. Transformativt och tjänande ledarskap visar indikationer på vilka ledarskapsattribut som är önskvärda i en förändring. Ledare måste därför utvärdera förändringssituationer och medarbetarnas behov för att bestämma lämpliga ledarskapsstrategier.
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.
Pełny tekst źródłaVan, 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.
Pełny tekst źródłaSamara, 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.
Pełny tekst źródłaThe 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 theories and conduct a review of several studies addressed the positive aspects of change and transformational leadership as part of organization change management practice. The main findings from this thesis is that, the approach taken to manage change mirrors the leader mindset and his ability to lead transformation and manage resistance based on becoming more aware of the dynamics of transformation in both human and process level. Further on, the leader needs to be competent in the process of transforming organization in term of his role as a change agent who facilitate, coach and consolidate the short-term wins achievements to ensure that individuals within the organization accept the changes and make progress towards the longer term goals. Moreover, the leader should ensure to design a change process that demonstrates the desired organization culture. Finally, the thesis recommended a model could be used by leaders to guide a transformation process at the organization. The methodology used is based on the scope of change and the degree of employee involvement.
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.
Pełny tekst źródłaPurpose — 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.
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.
Findings — this paper illustrates that although transformational leaders competently fulfil their, there is a certain level of incompetence that arise during the process of change.
Originality/Value — this paper provides a detailed analysis of the transformational leader’s virtue and short comings during the process of change.
Blume, Richard, Miriam Karell i 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.
Pełny tekst źródłaAndrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com
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.
Pełny tekst źródłaDey, Ken. "The effectiveness of social media in advancing transformational change". Thesis, Gonzaga University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1537849.
Pełny tekst źródłaThe 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).
Researchers say that the key to successful transformational change is embracing a communication based in the realm of conversation where there is genuine two-way dialogue that is focused on listening and probing for more information (Dobbs, 2010). Creating conversations is a key component of social media: a platform of online tools designed to connect people and easily share information (Jue, Marr & Kassotakis, 2010). Social media has the potential to achieve employee engagement, enhance productivity and increase collaboration (Ou, C. J., Davison, R. M., Zhong, X., & Liang, Y.,2010).
To determine the effectiveness of social media at driving transformational change a study of existing literature related to transformational change and social media was coupled with a qualitative and quantitative study of organizational users of social media and stakeholders of those organizations. The study employed both a questionnaire and interviews. Results showed a clear preference for the use of social media as an effective form of relationship development and effective communication, but a challenge remains on how organizations can best use social media to create and sustain the relationships required to accomplish transformational change.
Książki na temat "Transformational change"
Transformational leadership. New Delhi: Macmillan India, 2003.
Znajdź pełny tekst źródłaClimate change and philosophy: Transformational possibilities. London: Continuum Intl Pub Group, 2010.
Znajdź pełny tekst źródłaMadan, Poornima, Shruti Tripathi, Fehmina Khalique i Geetika Puri. Re-envisioning Organizations through Transformational Change. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003267751.
Pełny tekst źródłaAchieving transformational change in academic libraries. Oxford: Chandos Publishing, 2013.
Znajdź pełny tekst źródłaS, Bujak Joseph, red. Leading transformational change: The physician-executive partnership. Chicago, Ill: Health Administration Press, 2001.
Znajdź pełny tekst źródłaUitto, Juha I., i Geeta Batra, red. Transformational Change for People and the Planet. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78853-7.
Pełny tekst źródłaGazley, Beth, i Katha Kissman, red. Transformational Governance: How Boards Achieve Extraordinary Change. Hoboken, New Jersey: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119160540.
Pełny tekst źródłaDobbs, Randy. Transformational leadership: A blueprint for real organizational change. Little Rock: Parkhurst Brothers, Inc., 2010.
Znajdź pełny tekst źródłaM, Bass Bernard. Transformational leadership: Industrial, military, and educational impact. Mahwah, N.J: Lawrence Erlbaum Associates, 1998.
Znajdź pełny tekst źródłaYoung, Mike. Transformational Change in Environmental and Natural Resource Management. London ; New York : Routledge is an imprint of the Taylor: Routledge, 2016. http://dx.doi.org/10.4324/9781315715919.
Pełny tekst źródłaCzęści książek na temat "Transformational change"
Demers, Guylaine, Cari Din i Penny Werthner. "Transformational Change". W Improving Gender Equity in Sports Coaching, 53–69. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003028642-6.
Pełny tekst źródłaBatra, Geeta, Juha I. Uitto i Osvaldo Feinstein. "Toward transformational change". W Environmental Evaluation and Global Development Institutions, 93–114. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003207979-6.
Pełny tekst źródłaKotler, Philip, Marian Dingena i Waldemar Pfoertsch. "Driving Change with Strategic Customers". W Transformational Sales, 9–39. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-20606-6_2.
Pełny tekst źródłaSingh, Riann, i Shalini Ramdeo. "Strategic Interventions: Transformational Change". W Leading Organizational Development and Change, 319–42. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39123-2_15.
Pełny tekst źródłaBain, Alan, i Lucia Zundans-Fraser. "Engaging with Transformational Change". W SpringerBriefs in Education, 73–75. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-10-0261-8_11.
Pełny tekst źródłaBrazer, S. David, Scott C. Bauer i Bob L. Johnson. "Transformational Leadership and Change". W Leading Schools to Learn, Grow, and Thrive, 149–80. New York : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315176123-8.
Pełny tekst źródłaWood, Meena Kumari, i Nick Haddon. "Transformational levers for change". W Secondary Curriculum Transformed, 7–13. Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003022534-3.
Pełny tekst źródłaKelly, Anthony. "Transformational theory and change". W Dynamic Management and Leadership in Education, 238–44. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003217220-24.
Pełny tekst źródłaButler, Michael J. R., Suncan Pavlovic, Anastasia Pavlovic i Bahar Ali Kazmi. "Transformational change in Africa". W Routledge Handbook of Organizational Change in Africa, 225–44. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315630113-14.
Pełny tekst źródłaDoyle, Mike. "Selecting Managers for Transformational Change". W The Principles and Practice of Change, 205–21. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-16511-4_13.
Pełny tekst źródłaStreszczenia konferencji na temat "Transformational change"
Bruce, G., D. Eltringham i G. French. "Managing Transformational Change in Shipbuilding & Shiprepairing Operations". W Newbuild 2000. RINA, 1995. http://dx.doi.org/10.3940/rina.newbd.1995.18.
Pełny tekst źródłaLam, Chung H. "Invited tutorial: Phase Change Memory: Replacement or transformational". W 2012 IEEE Workshop on Microelectronics and Electron Devices (WMED). IEEE, 2012. http://dx.doi.org/10.1109/wmed.2012.6202604.
Pełny tekst źródła"Organizational Knowledge and Change: The Role of Transformational HRIS". W 2nd International Workshop on Human Resource Information Systems. SciTePress - Science and and Technology Publications, 2008. http://dx.doi.org/10.5220/0001744001110123.
Pełny tekst źródłaBuchan, Rob. "Safety Can't Wait: A Global Campaign for Transformational Change". W SPE/IADC Drilling Conference. Society of Petroleum Engineers, 1999. http://dx.doi.org/10.2118/52797-ms.
Pełny tekst źródłaShalavin, Courtney, i Elaine Huber. "Sustainable learning design in large transformational teaching and learning initiatives". W ASCILITE 2021: Back to the Future – ASCILITE ‘21. University of New England, Armidale, 2021. http://dx.doi.org/10.14742/ascilite2021.0147.
Pełny tekst źródłaCHIȘ-MANOLACHE, Diana. "THE IMPORTANCE OF TRANSFORMATIONAL LEADERSHIP IN ORGANISATIONS". W SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE. Publishing House of "Henri Coanda" Air Force Academy, 2022. http://dx.doi.org/10.19062/2247-3173.2022.23.19.
Pełny tekst źródłaPrice, Louise. "P-62 Epaccs implementation: achieving clinical engagement through bottom-up transformational change". W People, Partnerships and Potential, 16 – 18 November 2016, Liverpool. British Medical Journal Publishing Group, 2016. http://dx.doi.org/10.1136/bmjspcare-2016-001245.86.
Pełny tekst źródłaBai, Zhiyu, Boyi Liu i Kevin Lee. "Piggy Banksy: A Transformational Playground for Social Change Through Playful Co-Creation". W CHI PLAY '19: The Annual Symposium on Computer-Human Interaction in Play. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3341215.3356254.
Pełny tekst źródłaMeadati, Pavan, i Parminder K. Juneja. "Transformational Change: BIM-Led Indoor Environments for Public Universities in the United States". W International Conference on Construction and Real Estate Management 2016. Reston, VA: American Society of Civil Engineers, 2017. http://dx.doi.org/10.1061/9780784480274.003.
Pełny tekst źródłaRodríguez, Judith. "Transformational Change through Leadership: Lessons from the First Electric Metro Line in Lima". W International Conference on Sustainable Infrastructure 2019. Reston, VA: American Society of Civil Engineers, 2019. http://dx.doi.org/10.1061/9780784482650.069.
Pełny tekst źródłaRaporty organizacyjne na temat "Transformational change"
Dinwoodie, David, Corey Criswell, Rich Tallman, Phil Wilburn, Nick Petrie i Laura Quinn. Transformational change: An ecosystem approach. Center for Creative Leadership, sierpień 2014. http://dx.doi.org/10.35613/ccl.2014.1020.
Pełny tekst źródłaHuse, Thomas D. Transformational Leadership in the Era of Change. Fort Belvoir, VA: Defense Technical Information Center, maj 2003. http://dx.doi.org/10.21236/ada416126.
Pełny tekst źródłaCooper, Rachel, i Roz Price. Water Security and Climate Change. Institute of Development Studies (IDS), lipiec 2021. http://dx.doi.org/10.19088/k4d.2021.116.
Pełny tekst źródłaElliott, Kerry, Hilary Hollingsworth, Aiden Thornton, Liz Gillies i Katherine Henderson. School leadership that cultivates collective efficacy: Emerging insights 2022. Australian Council for Educational Research, listopad 2022. http://dx.doi.org/10.37517/978-1-74286-694-9.
Pełny tekst źródłaFutch Ehrlich, Valerie A. Leadership Development as a Lever for Social Change: An Evaluation Framework and Impact Storytelling Approach. Center for Creative Leadeship, 2022. http://dx.doi.org/10.35613/ccl.2022.2050.
Pełny tekst źródłaSchneuwly, Sonja, i Caroline Chandler. Evaluation of transformational R&I policy: Lessons learned based on a retrospective review of food systems R&I investment in the EU. Fteval - Austrian Platform for Research and Technology Policy Evaluation, kwiecień 2022. http://dx.doi.org/10.22163/fteval.2022.549.
Pełny tekst źródłaDoesburg, John C. Vision and Revolutionary Change Transformation. Fort Belvoir, VA: Defense Technical Information Center, lipiec 2001. http://dx.doi.org/10.21236/ada385905.
Pełny tekst źródłaKing, Rick T. Army Transformation: A Cultural Change. Fort Belvoir, VA: Defense Technical Information Center, marzec 2008. http://dx.doi.org/10.21236/ada478330.
Pełny tekst źródłaStephenson-Tetu, Karen. The Defense Civilian Workforce - Transformational Changes. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 2003. http://dx.doi.org/10.21236/ada415778.
Pełny tekst źródłaWright, Kenneth L. Transformation and Change Management for Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 2002. http://dx.doi.org/10.21236/ada404197.
Pełny tekst źródła