東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

A case study on leadership in transf...

Anderson, Lynn Denise.

FindBook

Google Book

Amazon

博客來

A case study on leadership in transforming nonprofit certification organizations.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A case study on leadership in transforming nonprofit certification organizations./
作者:	Anderson, Lynn Denise.
面頁冊數:	197 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0376.
Contained By:	Dissertation Abstracts International64-02A.
標題:	Education, Business. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3080114

A case study on leadership in transforming nonprofit certification organizations.
Anderson, Lynn Denise.

A case study on leadership in transforming nonprofit certification organizations. - 197 p.

Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0376.

Thesis (Ph.D.)--University of Minnesota, 2003.

This multiple case study explored the experiences of three levels of leaders and was organized by topics relating to nonprofit and certification; management and leadership; and change and transformation, as specifically related to nonprofit organizations. The research questions guiding this study can be categorized into four main areas: forces driving change in the organization; processes used to implement change and transformation; leadership qualities, behaviors, and attributes; and guiding leadership principles.Subjects--Topical Terms:

1017515
Education, Business.

A case study on leadership in transforming nonprofit certification organizations.
LDR:03270nmm 2200289 4500 001 1860844
005 20041108065451.5
008 130614s2003 eng d
035 $a (UnM)AAI3080114
035 $a AAI3080114
040 $a UnM $c UnM
100 1 $a Anderson, Lynn Denise. $3 1948469
245 1 2 $a A case study on leadership in transforming nonprofit certification organizations.
300 $a 197 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0376.
500 $a Advisers: Gary Warren Leske; Richard M. Joerger.
502 $a Thesis (Ph.D.)--University of Minnesota, 2003.
520 $a This multiple case study explored the experiences of three levels of leaders and was organized by topics relating to nonprofit and certification; management and leadership; and change and transformation, as specifically related to nonprofit organizations. The research questions guiding this study can be categorized into four main areas: forces driving change in the organization; processes used to implement change and transformation; leadership qualities, behaviors, and attributes; and guiding leadership principles.
520 $a In-depth interviews were conducted with eight individuals who served in leadership capacities and were intricately involved in changing and transforming the organizations. The individuals with leadership roles included three chief volunteers, three chief executive officers, and two subordinate staff members. Taped interviews were transcribed and analyzed for common themes. Documents describing the organizational mission, values, the problems, and the decision-making processes were also reviewed. Multiple case studies, interview replication, and triangulation of data were used to validate the findings. Reliability was established through the review and feedback to the content of the written transcripts and reports by the eight participants.
520 $a Major themes emerged from the analysis of the findings that related to the major external and internal forces that were driving change within the nonprofit organizations. These findings included new testing technology implementation, financial problems, staffing turnover, changing markets, and changes in the structure and culture of the organization. Findings regarding processes used to implement change included an absence of well-articulated plans. However, a common action model emerged. Findings relating to leadership qualities, behaviors, attributes, and guiding principles revealed that individuals within all leadership levels were passionate in their roles. They built relationships with a high level of trust across hierarchical lines, and were committed to the organization, the changes needed, and the impending risks. Implications of the study are discussed in terms of the insights gained into how leadership brings about change to transform the nonprofit certification organization through education of leaders, volunteers, and staff.
590 $a School code: 0130.
650 4 $a Education, Business. $3 1017515
690 $a 0688
710 2 0 $a University of Minnesota. $3 676231
773 0 $t Dissertation Abstracts International $g 64-02A.
790 1 0 $a Leske, Gary Warren, $e advisor
790 1 0 $a Joerger, Richard M., $e advisor
790 $a 0130
791 $a Ph.D.
792 $a 2003
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3080114