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Integrating leadership activities wi...

Hockin, Ronald S.

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Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation./
作者:	Hockin, Ronald S.
面頁冊數:	127 p.
附註:	Adviser: John Machnic.
Contained By:	Dissertation Abstracts International68-05A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3266268
ISBN:	9780549047025

Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation.
Hockin, Ronald S.

Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation. - 127 p.

Adviser: John Machnic.

Thesis (Ph.D.)--Capella University, 2007.

The primary research focus is an exploration and investigation of executive leadership perceptions of their decision making activities within hospital organizations throughout two states: Michigan and Kentucky. Ethically, transformational and transactional executive leaders (Burns, 1978; Bass, 1999a, 1999b) may entrust stakeholder integrity with effective and efficient teamwork (Srivastra, 1988). For example, during collaborative communication processes (Wiio, 1978), leaders can facilitate stakeholder teams in contributing to strategic planning (O'Shannassy, 2003). Furthermore, leaders may empower and delegate (Spreitzer & Quinn, 2001) these stakeholders to accept accountability. The secondary research focus includes exploration of what leadership activities impact hospital organizations encountering systemic change. Survivability can depend upon a successful transformation from leadership change management (Nadler & Nadler, 1998; Ackerman-Anderson & Anderson, 2001a; Anderson & Ackerman-Anderson, 2001b) toward stakeholder knowledge creation within a learning organization (Montouri, 2000). Positive results from the aforementioned activities, therefore, may enrich quality improvement initiatives (Leonard & McAdam, 2002, 2003). The presence of power and political activities (Provan, 1989, 1991), however, can evolve from financial challenges. Lastly, this comprehensive analysis of integrated leadership activities with organizational survivability supports a mixed methodology triangulation approach (Miles & Huberman, 1994; Tashakkori & Teddlie, 1998; Creswell, 2003) to discover a new grounded theory (Strauss & Corbin, 1998) toward a real theory of healthcare transformation.

ISBN: 9780549047025Subjects--Topical Terms:

626628
Business Administration, Management.

Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation.
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502 $a Thesis (Ph.D.)--Capella University, 2007.
520 $a The primary research focus is an exploration and investigation of executive leadership perceptions of their decision making activities within hospital organizations throughout two states: Michigan and Kentucky. Ethically, transformational and transactional executive leaders (Burns, 1978; Bass, 1999a, 1999b) may entrust stakeholder integrity with effective and efficient teamwork (Srivastra, 1988). For example, during collaborative communication processes (Wiio, 1978), leaders can facilitate stakeholder teams in contributing to strategic planning (O'Shannassy, 2003). Furthermore, leaders may empower and delegate (Spreitzer & Quinn, 2001) these stakeholders to accept accountability. The secondary research focus includes exploration of what leadership activities impact hospital organizations encountering systemic change. Survivability can depend upon a successful transformation from leadership change management (Nadler & Nadler, 1998; Ackerman-Anderson & Anderson, 2001a; Anderson & Ackerman-Anderson, 2001b) toward stakeholder knowledge creation within a learning organization (Montouri, 2000). Positive results from the aforementioned activities, therefore, may enrich quality improvement initiatives (Leonard & McAdam, 2002, 2003). The presence of power and political activities (Provan, 1989, 1991), however, can evolve from financial challenges. Lastly, this comprehensive analysis of integrated leadership activities with organizational survivability supports a mixed methodology triangulation approach (Miles & Huberman, 1994; Tashakkori & Teddlie, 1998; Creswell, 2003) to discover a new grounded theory (Strauss & Corbin, 1998) toward a real theory of healthcare transformation.
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