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The development of social perspectiv...

Van Rossum, Zachary Johannes.

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The development of social perspective taking and leadership decision-making in city government managers.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The development of social perspective taking and leadership decision-making in city government managers./
作者:	Van Rossum, Zachary Johannes.
面頁冊數:	285 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-12(E), Section: B.
Contained By:	Dissertation Abstracts International74-12B(E).
標題:	Developmental psychology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3590572
ISBN:	9781303303586

The development of social perspective taking and leadership decision-making in city government managers.
Van Rossum, Zachary Johannes.

The development of social perspective taking and leadership decision-making in city government managers. - 285 p.

Source: Dissertation Abstracts International, Volume: 74-12(E), Section: B.

Thesis (Ed.D.)--Teachers College, Columbia University, 2013.

This item must not be sold to any third party vendors.

I examined the role of social perspective taking in leadership decision-making by investigating how a group of 70 leaders made sense of a hypothetical workplace dilemma in order to understand how they used their capacity for social perspective taking as part of their decision-making process. The majority of these leaders work in North America, are Caucasian, speak English as their primary language, are between 20-60 years old and are mid-level managers working for a large city government. My purpose was to understand how these leaders incorporated social perspective taking into their decision-making process, and what this process looked like at three different levels of psychological development, as measured by the Lectical Assessment System.

ISBN: 9781303303586Subjects--Topical Terms:

516948
Developmental psychology.

The development of social perspective taking and leadership decision-making in city government managers.
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245 1 4 $a The development of social perspective taking and leadership decision-making in city government managers.
300 $a 285 p.
500 $a Source: Dissertation Abstracts International, Volume: 74-12(E), Section: B.
500 $a Advisers: Eleanor Drago-Severson; Victoria J. Marsick.
502 $a Thesis (Ed.D.)--Teachers College, Columbia University, 2013.
506 $a This item must not be sold to any third party vendors.
520 $a I examined the role of social perspective taking in leadership decision-making by investigating how a group of 70 leaders made sense of a hypothetical workplace dilemma in order to understand how they used their capacity for social perspective taking as part of their decision-making process. The majority of these leaders work in North America, are Caucasian, speak English as their primary language, are between 20-60 years old and are mid-level managers working for a large city government. My purpose was to understand how these leaders incorporated social perspective taking into their decision-making process, and what this process looked like at three different levels of psychological development, as measured by the Lectical Assessment System.
520 $a Data I analyzed were short essays written by this group of leaders in response to a dilemma as part of an online assessment. My inquiry was guided by two research questions: 1) How, if at all, does this group of leaders use social perspective taking as part of their decision-making process, and 2) what are the similarities within and differences across three levels of psychological development? I employed an educational research methodology, developmental maieutics, which enabled me to describe the sequence of psychological development around social perspective taking and decision-making.
520 $a Findings from my first research question suggest that: a) these leaders did use social perspective taking as part of their decision-making process; b) this involved three distinct processes 1) perspective taking, 2) perspective seeking, and 3) decision-making; c) these three processes included a total of twelve themes. Findings from my second research question suggest that: a) there are important similarities within and differences across three levels of psychological development; b) these similarities and differences can be organized according to these three processes and twelve themes; and c) variances across developmental levels can be viewed both in terms of 1) the deeper structure of how these leaders described their social perspective taking and decision-making process and 2) the content of what these leaders discussed in their essays. Based on these findings I make several recommendations for how educators might shape learning initiatives to better support leaders in developing their capacity for social perspective taking and decision-making.
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