東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back to Search results for [ null ]

Switch To: Labeled | MARC Mode | ISBD

The Identification of Common Leaders...

Magada, Tshilidzi,

Linked to FindBook

Google Book

Amazon

博客來

The Identification of Common Leadership Competencies for Engineering Managers /

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Identification of Common Leadership Competencies for Engineering Managers // Tshilidzi Magada.
Author:	Magada, Tshilidzi,
Description:	1 electronic resource (134 pages)
Notes:	Source: Masters Abstracts International, Volume: 83-02.
Contained By:	Masters Abstracts International83-02.
Subject:	Behavior. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28284109
ISBN:	9798738655258

The Identification of Common Leadership Competencies for Engineering Managers /
Magada, Tshilidzi,

The Identification of Common Leadership Competencies for Engineering Managers /Tshilidzi Magada. - 1 electronic resource (134 pages)

Source: Masters Abstracts International, Volume: 83-02.

The rate of techno-globalization remains one of the aspects forcing organizations to evaluate their leadership competencies. Organizations now seek leaders who are excellent in the art of leadership and also have the technical acumen to lead the organization in the age of technology. This is even more so in developing countries such as South Africa where technology will play a major role in improving the economic outlook. This global shift has seen the emergence and rise to prominence of degrees such as engineering management and technology management to equip generally technical people with management skills. Engineering management is a discipline that includes the efficient allocation and management of organizational resources to ensure organizational efficiency and competitiveness. It aims to equip engineers with management and leadership skills to act in a leadership role. Engineering managers equipped with adequate leadership competencies assist organizations to greatly increase performance. This study focus area is in the science and art of leadership for engineering managers.In general, the career path of engineers may lead to management activities as a leader of a unit or project. The promotion of an engineer to a management role is primarily driven by their technical performance. This is even truer in the age where technology has become so pervasive and central to organizational competitiveness. However, many engineers struggle to transition to the new role of management due to their penchant need for logical thinking and high dependency on evidence. This study focused on the leadership competencies engineering managers must harness and their importance as perceived by those involved within the engineering related industries. Research has shown that lack of leadership competencies appear to be one common cause of failure when it comes to engineers transitioning into leadership roles.Even though there is a vast literature on the leadership competencies engineers must acquire to be effective leaders, empirical evidence on specific leadership competencies is very limited. This study investigated the 18 specific leadership competencies grouped into three categories; individual (i.e. innate), engineer (i.e.learned through academic training) and engineering manager (i.e. gained through work experience). The deductive approach with a decrsiptive purpose for the study was undertaken. Through the use of surveys together with a quantitative approach, data was collected and descriptive and inferential statistics were performed. The study found that "individual" and "engineering manager" leadership competencies are lacking while "engineer" ones are exhibited by engineering managers. It was also established that these leadership competencies are perceived to be important for engineering managers to be effective.The implications of the findings are that employers, academic institutions and engineers alike must ensure that these competencies are acquired and harnessed. It is not good enough for engineers to be technically astute and lack the ability to lead and work with teams. The current global demands engineers to be versatile enough to lead effectively. Now that it is clear which leadership competencies and what level, this will enable employers, academic institutions and engineers to focus on enhancing those competencies that are lacking but expected from engineering managers.

English

ISBN: 9798738655258Subjects--Topical Terms:

532476
Behavior.

The Identification of Common Leadership Competencies for Engineering Managers /
LDR:04792nmm a22004213i 4500 001 2427543
005 20260911085200.5
006 m o d
007 cr|nu|||||||||
008 260929s2019 miu||||||m |||||||eng d
020 $a 9798738655258
035 $a (MiAaPQD)AAI28284109
035 $a (MiAaPQD)Johannesburg32424
035 $a AAI28284109
040 $a MiAaPQD $b eng $c MiAaPQD $e rda
100 1 $a Magada, Tshilidzi, $e author. $3 3814451
245 1 0 $a The Identification of Common Leadership Competencies for Engineering Managers / $c Tshilidzi Magada.
264 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 1 electronic resource (134 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Masters Abstracts International, Volume: 83-02.
500 $a Advisors: Marnewick, A.; Malatji, M.
502 $b M.Phil. $c University of Johannesburg (South Africa) $d 2019.
520 $a The rate of techno-globalization remains one of the aspects forcing organizations to evaluate their leadership competencies. Organizations now seek leaders who are excellent in the art of leadership and also have the technical acumen to lead the organization in the age of technology. This is even more so in developing countries such as South Africa where technology will play a major role in improving the economic outlook. This global shift has seen the emergence and rise to prominence of degrees such as engineering management and technology management to equip generally technical people with management skills. Engineering management is a discipline that includes the efficient allocation and management of organizational resources to ensure organizational efficiency and competitiveness. It aims to equip engineers with management and leadership skills to act in a leadership role. Engineering managers equipped with adequate leadership competencies assist organizations to greatly increase performance. This study focus area is in the science and art of leadership for engineering managers.In general, the career path of engineers may lead to management activities as a leader of a unit or project. The promotion of an engineer to a management role is primarily driven by their technical performance. This is even truer in the age where technology has become so pervasive and central to organizational competitiveness. However, many engineers struggle to transition to the new role of management due to their penchant need for logical thinking and high dependency on evidence. This study focused on the leadership competencies engineering managers must harness and their importance as perceived by those involved within the engineering related industries. Research has shown that lack of leadership competencies appear to be one common cause of failure when it comes to engineers transitioning into leadership roles.Even though there is a vast literature on the leadership competencies engineers must acquire to be effective leaders, empirical evidence on specific leadership competencies is very limited. This study investigated the 18 specific leadership competencies grouped into three categories; individual (i.e. innate), engineer (i.e.learned through academic training) and engineering manager (i.e. gained through work experience). The deductive approach with a decrsiptive purpose for the study was undertaken. Through the use of surveys together with a quantitative approach, data was collected and descriptive and inferential statistics were performed. The study found that "individual" and "engineering manager" leadership competencies are lacking while "engineer" ones are exhibited by engineering managers. It was also established that these leadership competencies are perceived to be important for engineering managers to be effective.The implications of the findings are that employers, academic institutions and engineers alike must ensure that these competencies are acquired and harnessed. It is not good enough for engineers to be technically astute and lack the ability to lead and work with teams. The current global demands engineers to be versatile enough to lead effectively. Now that it is clear which leadership competencies and what level, this will enable employers, academic institutions and engineers to focus on enhancing those competencies that are lacking but expected from engineering managers.
546 $a English
590 $a School code: 2140
650 4 $a Behavior. $3 532476
650 4 $a Managers. $2 gtt $3 1457937
650 4 $a Discipline. $3 581360
650 4 $a Ethics. $3 517264
650 4 $a Cognitive ability. $3 3560491
650 4 $a Mechanical engineering. $3 649730
650 4 $a Engineers. $3 681868
650 4 $a Motivation. $3 532704
650 4 $a Planning. $3 552734
650 4 $a Society. $3 700566
650 4 $a Engineering research. $3 3690201
650 4 $a Engineering. $3 586835
650 4 $a Philosophy. $3 516511
650 4 $a Cognitive psychology. $3 523881
690 $a 0633
690 $a 0537
690 $a 0394
690 $a 0548
690 $a 0422
710 2 $a University of Johannesburg (South Africa). $e degree granting institution. $3 3759059
720 1 $a Marnewick, A. $e degree supervisor.
720 1 $a Malatji, M. $e degree supervisor.
773 0 $t Masters Abstracts International $g 83-02.
790 $a 2140
791 $a M.Phil.
792 $a 2019
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28284109