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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.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation./
Author:	Hockin, Ronald S.
Description:	127 p.
Notes:	Adviser: John Machnic.
Contained By:	Dissertation Abstracts International68-05A.
Subject:	Business Administration, Management. -
Online resource:	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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035 $a (UMI)AAI3266268
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100 1 $a Hockin, Ronald S. $3 1271067
245 1 0 $a Integrating leadership activities with organizational survivability: Toward a theory of healthcare transformation.
300 $a 127 p.
500 $a Adviser: John Machnic.
500 $a Source: Dissertation Abstracts International, Volume: 68-05, Section: A, page: 2045.
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.
590 $a School code: 1351.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Health Sciences, Health Care Management. $3 1017922
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
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710 2 $a Capella University. $b School of Business. $3 1018437
773 0 $t Dissertation Abstracts International $g 68-05A.
790 $a 1351
790 1 0 $a Flor, Richard $e committee member
790 1 0 $a Machnic, John, $e advisor
790 1 0 $a Whitlock, John $e committee member
791 $a Ph.D.
792 $a 2007
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3266268