東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Strategic leadership development in ...

Goff, Leonard G.

FindBook

Google Book

Amazon

博客來

Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals./
作者:	Goff, Leonard G.
面頁冊數:	212 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1001.
Contained By:	Dissertation Abstracts International71-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3396506
ISBN:	9781109643008

Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals.
Goff, Leonard G.

Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals. - 212 p.

Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1001.

Thesis (Ph.D.)--Capella University, 2010.

Since 2002, the United States Navy has conducted targeted executive or strategic leadership development for newly promoted Admirals to aid their transition from supervisory leader to strategic leadership. The U.S. Navy built their development program on corporate models; however, the leadership context of the Navy is dissimilar from the corporate sector. To gain an understanding of how Navy leaders make sense of their strategic leadership development, a phenomenological study of 14 representative Rear Admirals, was conducted. This qualitative study revealed that this group of Rear Admirals believed they had transitioned to occupy limited strategic leadership roles while valuing most their ability to learn from job experiences. As a group, the junior Admirals did not value highly the Navy's targeted strategic leadership development course. Additionally, most bemoaned a lack of meaningful feedback, described a lack of engaged mentorship, had no individual development plans, and felt uncertainty about their futures in the Navy. They shared a belief that their ability to stay in the Navy was dependent on continued promotion based primarily on success in operationally focused assignments, which emphasized their supervisory leadership competencies. The acceptance of only a limited strategic role and continued self and organizational emphasis on supervisory leadership roles may have precluded the corporately derived, strategic leadership development program from being embraced fully by this group of Navy executives.

ISBN: 9781109643008Subjects--Topical Terms:

626628
Business Administration, Management.

Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals.
LDR:02533nam 2200301 4500 001 1404676
005 20111130125230.5
008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781109643008
035 $a (UMI)AAI3396506
035 $a AAI3396506
040 $a UMI $c UMI
100 1 $a Goff, Leonard G. $3 1684018
245 1 0 $a Strategic leadership development in the U.S. Navy: A phenomenological study of Navy Rear Admirals.
300 $a 212 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1001.
500 $a Adviser: Robert Rowden.
502 $a Thesis (Ph.D.)--Capella University, 2010.
520 $a Since 2002, the United States Navy has conducted targeted executive or strategic leadership development for newly promoted Admirals to aid their transition from supervisory leader to strategic leadership. The U.S. Navy built their development program on corporate models; however, the leadership context of the Navy is dissimilar from the corporate sector. To gain an understanding of how Navy leaders make sense of their strategic leadership development, a phenomenological study of 14 representative Rear Admirals, was conducted. This qualitative study revealed that this group of Rear Admirals believed they had transitioned to occupy limited strategic leadership roles while valuing most their ability to learn from job experiences. As a group, the junior Admirals did not value highly the Navy's targeted strategic leadership development course. Additionally, most bemoaned a lack of meaningful feedback, described a lack of engaged mentorship, had no individual development plans, and felt uncertainty about their futures in the Navy. They shared a belief that their ability to stay in the Navy was dependent on continued promotion based primarily on success in operationally focused assignments, which emphasized their supervisory leadership competencies. The acceptance of only a limited strategic role and continued self and organizational emphasis on supervisory leadership roles may have precluded the corporately derived, strategic leadership development program from being embraced fully by this group of Navy executives.
590 $a School code: 1351.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Military Studies. $3 1017606
690 $a 0454
690 $a 0750
710 2 $a Capella University. $b School of Business. $3 1018437
773 0 $t Dissertation Abstracts International $g 71-03A.
790 1 0 $a Rowden, Robert, $e advisor
790 1 0 $a Bigelow, Robert $e committee member
790 1 0 $a Hall, Brian $e committee member
790 $a 1351
791 $a Ph.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3396506