東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

A quantitative examination of employ...

Goode, Antwain T.

Linked to FindBook

Google Book

Amazon

博客來

A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing./
Author:	Goode, Antwain T.
Description:	142 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.
Contained By:	Dissertation Abstracts International76-07A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3682575
ISBN:	9781321561500

A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing.
Goode, Antwain T.

A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing. - 142 p.

Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

U.S. manufacturing organizations are under scrunity, as employee development programs have not been created to strengthen leader decision making toward ethical dilemmas. Because corporations have not fully explored leadership constructs that examine authenticity or moral judgment, subordinates do not have confidence in organizational strategic plans or corporate missions. Authentic leadership and moral potency are emergent leadership constructs, which provide insight for leaders to recognize shortcomings and provide outlines for individual self-reflection. Current research has examined authentic leadership and moral potency separately; however research has not explored the gap that exists between leader moral consciousness when making decisions and the factors that contribute to individual honesty and self-worth. The purpose of this research is to examine the differences between what managers and subordinates believe about authenticity and moral judgment. This research study adds to the Organization and Management body of understanding by providing a stage to address the gap in the literature regarding the relationship between a leader's knowledge of what is right and what is wrong and a leader's self-awareness about ethical decision making. The participants selected were managers and entry level subordinates working in U.S. manufacturing organizations. The results of this dual quantitative study revealed that no statistical significance was found between these constructs, therefore U.S. manufacturing managers and subordinates have differences of perspective toward authenticity and moral potency. Several recommendations for the U.S. manufacturing sector have surfaced which include pairing the Authentic Leadership Questionnaire (ALQ) and Moral Potency Questionnaire (MPQ) to view one-on-one manager/entry level subordinate feedback, in-depth evaluation of manager/entry level worker collegiate training on ethical dilemmas, and the evaluation of global multi-site manager/subordinate decision making. The findings aid U.S. executive suite leaders by providing a platform to create leader development programs that evaluate ethical decision making, self-regulation, and the dynamics of leader identity.

ISBN: 9781321561500Subjects--Topical Terms:

516664
Management.

A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing.
LDR:03166nmm a2200289 4500 001 2070312
005 20160606115757.5
008 170521s2015 eng d
020 $a 9781321561500
035 $a (MiAaPQ)AAI3682575
035 $a AAI3682575
040 $a MiAaPQ $c MiAaPQ
100 1 $a Goode, Antwain T. $3 3185360
245 1 2 $a A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing.
300 $a 142 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.
500 $a Adviser: John C. Hannon.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a U.S. manufacturing organizations are under scrunity, as employee development programs have not been created to strengthen leader decision making toward ethical dilemmas. Because corporations have not fully explored leadership constructs that examine authenticity or moral judgment, subordinates do not have confidence in organizational strategic plans or corporate missions. Authentic leadership and moral potency are emergent leadership constructs, which provide insight for leaders to recognize shortcomings and provide outlines for individual self-reflection. Current research has examined authentic leadership and moral potency separately; however research has not explored the gap that exists between leader moral consciousness when making decisions and the factors that contribute to individual honesty and self-worth. The purpose of this research is to examine the differences between what managers and subordinates believe about authenticity and moral judgment. This research study adds to the Organization and Management body of understanding by providing a stage to address the gap in the literature regarding the relationship between a leader's knowledge of what is right and what is wrong and a leader's self-awareness about ethical decision making. The participants selected were managers and entry level subordinates working in U.S. manufacturing organizations. The results of this dual quantitative study revealed that no statistical significance was found between these constructs, therefore U.S. manufacturing managers and subordinates have differences of perspective toward authenticity and moral potency. Several recommendations for the U.S. manufacturing sector have surfaced which include pairing the Authentic Leadership Questionnaire (ALQ) and Moral Potency Questionnaire (MPQ) to view one-on-one manager/entry level subordinate feedback, in-depth evaluation of manager/entry level worker collegiate training on ethical dilemmas, and the evaluation of global multi-site manager/subordinate decision making. The findings aid U.S. executive suite leaders by providing a platform to create leader development programs that evaluate ethical decision making, self-regulation, and the dynamics of leader identity.
590 $a School code: 1351.
650 4 $a Management. $3 516664
650 4 $a Organization theory. $3 2122787
650 4 $a Organizational behavior. $3 516683
690 $a 0454
690 $a 0635
690 $a 0703
710 2 0 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 76-07A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3682575