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Self-leadership and effective leader...

Brown, Ronald Thomas.

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Self-leadership and effective leadership behaviors, as observed by subordinates.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Self-leadership and effective leadership behaviors, as observed by subordinates./
作者:	Brown, Ronald Thomas.
面頁冊數:	125 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1327.
Contained By:	Dissertation Abstracts International64-04A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3087145

Self-leadership and effective leadership behaviors, as observed by subordinates.
Brown, Ronald Thomas.

Self-leadership and effective leadership behaviors, as observed by subordinates. - 125 p.

Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1327.

Thesis (Ph.D.)--Regent University, 2003.

Self-leadership is the process of influencing oneself to establish the self-direction and self-motivation needed to perform. The main purpose of this study was to examine the relationship between the use of alternative self-leadership strategies and the leadership behaviors exhibited by Executive Directors within the national youth ministry of Youth for Christ. The specific research objective was to study the question: Do leaders who more frequently practice the three different types of self-leadership strategies rate higher on certain dimensions of the Leadership Practices Inventory, as reported by subordinates? The findings indicate that, though the strategies of self-leadership may help one be an effective leader as perceived by their subordinates, these competencies are not critical for a leader to be viewed as effective in the eyes of their subordinates.Subjects--Topical Terms:

626628
Business Administration, Management.

Self-leadership and effective leadership behaviors, as observed by subordinates.
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520 $a Self-leadership is the process of influencing oneself to establish the self-direction and self-motivation needed to perform. The main purpose of this study was to examine the relationship between the use of alternative self-leadership strategies and the leadership behaviors exhibited by Executive Directors within the national youth ministry of Youth for Christ. The specific research objective was to study the question: Do leaders who more frequently practice the three different types of self-leadership strategies rate higher on certain dimensions of the Leadership Practices Inventory, as reported by subordinates? The findings indicate that, though the strategies of self-leadership may help one be an effective leader as perceived by their subordinates, these competencies are not critical for a leader to be viewed as effective in the eyes of their subordinates.
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