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

Examining the Leader Development Pro...

Hawkins, Nicole D.

Linked to FindBook

Google Book

Amazon

博客來

Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model./
Author:	Hawkins, Nicole D.
Description:	147 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.
Contained By:	Dissertation Abstracts International76-11A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3712405
ISBN:	9781321892079

Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model.
Hawkins, Nicole D.

Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model. - 147 p.

Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.

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

The premise of the study was to maximize the capacity of human capital and social capital relationships in organizational leaders through a multistage educational model. Traditional leader development efforts have tended to focus on the collective unit of leadership within an organization, that is, how leaders and followers interact for the greater good of the group or organization. The model suggested in this research encompasses individual leader development and interpersonal content. This research operationalized a framework for a multistage leader development model for developing individual leaders, maximizing leadership capacity, and gaining insight into the evolving process of leader development. The nascent literature of leader development theory and the multidimensional and ever-evolving construct of leader development was also examined. Utilizing Kegan's (1980) framework of constructive-developmental theory as validated by McCauley, Drath, Palus, O'Conner, and Baker (2006), the current research operationalized Day, Fleenor, Atwater, Sturm, and McKee (2014) identified content areas for leader development (the dimensions of intrapersonal and interpersonal development) into an applicable model that can be utilized to guide leader development in organizations. A mixed-method approach was utilized to determine validity of the proposed model by conducting a single data collection from two groups (identified as subject matter experts and practitioners). The first group involved a qualitative process by interviewing five subject matter experts. The second data group consisted of 57 practitioners from industry and academia who participated via a quantitative survey. Findings indicate support of the suggested model and the emergence of the evolved leadership capital development model.

ISBN: 9781321892079Subjects--Topical Terms:

516664
Management.

Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model.
LDR:02739nmm a2200289 4500 001 2070413
005 20160606115813.5
008 170521s2015 eng d
020 $a 9781321892079
035 $a (MiAaPQ)AAI3712405
035 $a AAI3712405
040 $a MiAaPQ $c MiAaPQ
100 1 $a Hawkins, Nicole D. $3 3185464
245 1 0 $a Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model.
300 $a 147 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.
500 $a Adviser: Dail Fields.
502 $a Thesis (Ph.D.)--Regent University, 2015.
520 $a The premise of the study was to maximize the capacity of human capital and social capital relationships in organizational leaders through a multistage educational model. Traditional leader development efforts have tended to focus on the collective unit of leadership within an organization, that is, how leaders and followers interact for the greater good of the group or organization. The model suggested in this research encompasses individual leader development and interpersonal content. This research operationalized a framework for a multistage leader development model for developing individual leaders, maximizing leadership capacity, and gaining insight into the evolving process of leader development. The nascent literature of leader development theory and the multidimensional and ever-evolving construct of leader development was also examined. Utilizing Kegan's (1980) framework of constructive-developmental theory as validated by McCauley, Drath, Palus, O'Conner, and Baker (2006), the current research operationalized Day, Fleenor, Atwater, Sturm, and McKee (2014) identified content areas for leader development (the dimensions of intrapersonal and interpersonal development) into an applicable model that can be utilized to guide leader development in organizations. A mixed-method approach was utilized to determine validity of the proposed model by conducting a single data collection from two groups (identified as subject matter experts and practitioners). The first group involved a qualitative process by interviewing five subject matter experts. The second data group consisted of 57 practitioners from industry and academia who participated via a quantitative survey. Findings indicate support of the suggested model and the emergence of the evolved leadership capital development model.
590 $a School code: 1058.
650 4 $a Management. $3 516664
650 4 $a Organizational behavior. $3 516683
650 4 $a Adult education. $3 543202
690 $a 0454
690 $a 0703
690 $a 0516
710 2 0 $a Regent University. $b Business and Leadership. $3 3185465
773 0 $t Dissertation Abstracts International $g 76-11A(E).
790 $a 1058
791 $a Ph.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3712405