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An analysis of leadership training i...

Carter, Margaret A.

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An analysis of leadership training in large corporations.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	An analysis of leadership training in large corporations./
作者:	Carter, Margaret A.
面頁冊數:	197 p.
附註:	Adviser: Diana Hiatt-Michael.
Contained By:	Dissertation Abstracts International68-03A.
標題:	Education, Business. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3256096

An analysis of leadership training in large corporations.
Carter, Margaret A.

An analysis of leadership training in large corporations. - 197 p.

Adviser: Diana Hiatt-Michael.

Thesis (Ed.D.)--Pepperdine University, 2007.

The purpose of this descriptive research was to determine how top revenue producing corporations provide leadership training to employees. This study provides current information about corporate learning and leadership development in corporations.Subjects--Topical Terms:

1017515
Education, Business.

An analysis of leadership training in large corporations.
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245 1 3 $a An analysis of leadership training in large corporations.
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500 $a Source: Dissertation Abstracts International, Volume: 68-03, Section: A, page: 0848.
502 $a Thesis (Ed.D.)--Pepperdine University, 2007.
520 $a The purpose of this descriptive research was to determine how top revenue producing corporations provide leadership training to employees. This study provides current information about corporate learning and leadership development in corporations.
520 $a There were 2 instruments---a structured questionnaire and open-ended interview schedule developed based on literature review and validated by a panel of experts to collect data for this study. Data was collected in 3 phases to complete this study in order to reveal how leaders are developed in corporations. Phase 1 began with a look at 150 corporations to determine participants of this study. The study revealed that 116 of 150 (77%) corporations have leadership development programs and learning centers, dedicated classrooms, or leased facilities to conduct training throughout the United States. Phase 2 examined 30 corporate study participants to describe how corporations develop leaders. Phase 3 validates responses by revealing data collected from interviews and secondary sources of 5 model corporations who created dedicated training facilities of the 30 study participants. The major findings are the following: (1) Leadership development programs vary across the 30 corporate participants of this study. There is no universal definition of organizational learning amongst corporations. (2) Leaders in corporations promote diversity by focusing on team building in an open corporate culture. (3) Participants selected for leadership development include employees and instructors, both internal and external to the company but may not include younger new hires. Middle managers are most likely selected to participate in leadership training. Leaders of corporations are often selected as instructors of leadership training. (4) Corporations consider various factors in determining the content for developing leaders. A management team model that moves individuals through a progressive series of management positions is one factor considered by curricula designers. Eighty percent aligned business goals and objectives with leadership development. Some organizations utilize action, blended or collaborative learning approaches in developing leaders. (5) Findings of the study revealed no evidence of consistency or wide scale experience in evaluating leadership development programs.
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