東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Learning through failure: A descript...

Mulqueen, Catherine.

Linked to FindBook

Google Book

Amazon

博客來

Learning through failure: A descriptive analysis of leader behavior.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Learning through failure: A descriptive analysis of leader behavior./
Author:	Mulqueen, Catherine.
Description:	263 p.
Notes:	Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2076.
Contained By:	Dissertation Abstracts International66-06A.
Subject:	Education, Business. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3178209
ISBN:	0542180421

Learning through failure: A descriptive analysis of leader behavior.
Mulqueen, Catherine.

Learning through failure: A descriptive analysis of leader behavior. - 263 p.

Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2076.

Thesis (Ph.D.)--The University of New Mexico, 2005.

Due to the increased cost of employee turnover, learning from failure is becoming more important as organizations seek to differentiate among themselves in the economic marketplace. Leadership developers, consultants, executives, educators, trainers and coaches should be versed in the skills and behaviors necessary to address the development of learning from failure. Yet current literature does not clearly show the actual behaviors that leaders use to learn from failure in their organizational settings.

ISBN: 0542180421Subjects--Topical Terms:

1017515
Education, Business.

Learning through failure: A descriptive analysis of leader behavior.
LDR:03331nmm 2200325 4500 001 1813505
005 20060503131729.5
008 130610s2005 eng d
020 $a 0542180421
035 $a (UnM)AAI3178209
035 $a AAI3178209
040 $a UnM $c UnM
100 1 $a Mulqueen, Catherine. $3 1903005
245 1 0 $a Learning through failure: A descriptive analysis of leader behavior.
300 $a 263 p.
500 $a Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2076.
500 $a Chair: Hallie Preskill.
502 $a Thesis (Ph.D.)--The University of New Mexico, 2005.
520 $a Due to the increased cost of employee turnover, learning from failure is becoming more important as organizations seek to differentiate among themselves in the economic marketplace. Leadership developers, consultants, executives, educators, trainers and coaches should be versed in the skills and behaviors necessary to address the development of learning from failure. Yet current literature does not clearly show the actual behaviors that leaders use to learn from failure in their organizational settings.
520 $a This study provides in-depth research into the behaviors of leaders through an examination of vignettes which detail the behaviors leaders use to learn from their own failures, behaviors they use to teach others to learn from failure and the organizational effects of that learning. The conceptual framework for this study is based on various levels of analysis with a qualitative inquiry using a phenomenological success case study approach.
520 $a Nine findings frame the results of the research. First, leaders learn from their own failures through the behaviors of reflection, internal locus of control, continual learning and using failure as opportunity. Leaders teach others in their organizations to learn from failure by acting with an internal locus of control, modeling behavior and institutionalizing learning practices. Positive organizational effects resulting from this learning include: increased profit and productivity, enhanced communication and improved organizational climate. Negative effects include: decreased profit, productivity, and communication, hindered organizational climate and in one case, death.
520 $a The recommendations for use of this research emerge from two areas. The first is areas for future research and the second is areas for practical application of these findings in the fields of leadership development, employee training, adult and child education, and consulting. Leadership research, both qualitative and quantitative, particularly in learning organizations, needs to be continued to expand the work that began in the early 1990's. The best methods of developing the leadership skills and behaviors of reflection, role modeling and learning needs further study. Consultants, coaches and educators need to add learning from failure to their methods, practices and curriculums, in order to develop this important skill in all learners.
590 $a School code: 0142.
650 4 $a Education, Business. $3 1017515
650 4 $a Education, Adult and Continuing. $3 626632
650 4 $a Business Administration, Management. $3 626628
690 $a 0688
690 $a 0516
690 $a 0454
710 2 0 $a The University of New Mexico. $3 1018024
773 0 $t Dissertation Abstracts International $g 66-06A.
790 1 0 $a Preskill, Hallie, $e advisor
790 $a 0142
791 $a Ph.D.
792 $a 2005
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3178209