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A mixed-methods exploration of leade...

Scanlon, Patrice Marie.

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A mixed-methods exploration of leaders' sensemaking actions and outcomes in a national college sorority.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A mixed-methods exploration of leaders' sensemaking actions and outcomes in a national college sorority./
作者:	Scanlon, Patrice Marie.
面頁冊數:	350 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0253.
Contained By:	Dissertation Abstracts International66-01A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3161597
ISBN:	0496954121

A mixed-methods exploration of leaders' sensemaking actions and outcomes in a national college sorority.
Scanlon, Patrice Marie.

A mixed-methods exploration of leaders' sensemaking actions and outcomes in a national college sorority. - 350 p.

Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0253.

Thesis (Ed.D.)--The George Washington University, 2005.

This study identified the top visionary leaders in a national college sorority and investigated what they did to influence member sensemaking in order to transform organizational culture. A two-phased, mixed-methods design, using both quantitative and qualitative methods, was used to determine (1) the top chapter presidents, (2) chapter members' attitudes toward the sorority's alcohol policy and use, (3) what transactional and transformational leadership actions and behaviors influenced member sensemaking, (4) what leadership behaviors and characteristics connected member sensemaking and organizational culture, and (5) what leaders contributed to transform the organizational culture.

ISBN: 0496954121Subjects--Topical Terms:

626628
Business Administration, Management.

A mixed-methods exploration of leaders' sensemaking actions and outcomes in a national college sorority.
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500 $a Chairperson: Marshall Sashkin.
502 $a Thesis (Ed.D.)--The George Washington University, 2005.
520 $a This study identified the top visionary leaders in a national college sorority and investigated what they did to influence member sensemaking in order to transform organizational culture. A two-phased, mixed-methods design, using both quantitative and qualitative methods, was used to determine (1) the top chapter presidents, (2) chapter members' attitudes toward the sorority's alcohol policy and use, (3) what transactional and transformational leadership actions and behaviors influenced member sensemaking, (4) what leadership behaviors and characteristics connected member sensemaking and organizational culture, and (5) what leaders contributed to transform the organizational culture.
520 $a The quantitative phase of this study used three criteria to determine the top leaders: (1) results from Sashkin and Rosenbach's (1995) The Leadership Profile (TLP) self- and other-reports, administered on-line to the chapter presidents and five of their chapter members; (2) application of Atwater and Yammarino's (1992) "in agreement" methodology between self- and other-reports; and (3) results from the Opinions and Attitudes Toward Alcohol Survey, developed by the researcher, which all chapter members were asked to complete on-line. Four of the six presidents identified as the top leaders participated in the qualitative portion of the study.
520 $a In-depth interviews were conducted with four presidents and two of their chapter members-one chapter executive board member and another chapter member. Interviews were audiotaped and transcribed. Secondary methods of qualitative data collection, including observation and examination of key documents and artifacts, were used to triangulate (Lincoln & Guba, 1985) interview data. Content analysis (Miles & Huberman, 1994) was used to analyze qualitative data.
520 $a Results revealed that the presidents provided for members' needs, communicated, led by example, empowered others, and showed both concern for others and vision. With sensemaking related to family, information sharing, collective leadership roles, and adapting to/incorporating the alcohol policies, these leaders were able to build organizational culture through communicative and embedding actions. The presidents' actions enhanced members' construction of organizational identity, provided cues that reinforced the organization's values and beliefs, encouraged member interaction, and enacted a sensible environment.
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