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An empirical investigation of leader...

Augustin, Debbie Ann.

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An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts./
作者:	Augustin, Debbie Ann.
面頁冊數:	211 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0768.
Contained By:	Dissertation Abstracts International64-03A.
標題:	Education, Business. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3083789

An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts.
Augustin, Debbie Ann.

An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts. - 211 p.

Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0768.

Thesis (Ed.D.)--The George Washington University, 2003.

This study investigated how individuals enhanced their visionary leadership skills, behaviors and characteristics, and how such enhancements resulted in meaningful changes in valued outcomes. A mixed-methodology design, utilizing both quantitative and qualitative methods, was employed to determine: (a) whether training for leadership development affected the leadership characteristics and behaviors of emerging leaders, as assessed by a 360-degree feedback instrument, and (b) to describe the nature of those changes as they occurred within the organizational context over time via interviews with leadership development program participants and their colleagues. Individuals who took part in a leadership development program within two branches of a state government agency in the Mid-Atlantic region of the United States comprised the study population.Subjects--Topical Terms:

1017515
Education, Business.

An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts.
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245 1 3 $a An empirical investigation of leadership development training with respect to the leadership characteristics and behaviors of emerging leaders within their organizational contexts.
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500 $a Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0768.
500 $a Chair: Marshall Sashkin.
502 $a Thesis (Ed.D.)--The George Washington University, 2003.
520 $a This study investigated how individuals enhanced their visionary leadership skills, behaviors and characteristics, and how such enhancements resulted in meaningful changes in valued outcomes. A mixed-methodology design, utilizing both quantitative and qualitative methods, was employed to determine: (a) whether training for leadership development affected the leadership characteristics and behaviors of emerging leaders, as assessed by a 360-degree feedback instrument, and (b) to describe the nature of those changes as they occurred within the organizational context over time via interviews with leadership development program participants and their colleagues. Individuals who took part in a leadership development program within two branches of a state government agency in the Mid-Atlantic region of the United States comprised the study population.
520 $a For the quantitative phase of this study, archival data from a validated 360-degree feedback leadership instrument administered to participants in the program both before and after the training intervention were analyzed using SPSS. This instrument, entitled The Leadership Profile (Sashkin & Rosenbach, 1995), provided participants with quantitative feedback regarding their skills as leaders. Criterion sampling was then used to select individuals for follow-up. In-depth qualitative interviews were conducted with 10 program participants whose scores on The Leadership Profile increased from pretest to posttest, and whose self-perceptions were determined to be congruent with the perceptions of others based on the classification scheme developed by Atwater and Yammarino (1992), and 20 of their colleagues. The purpose of these interviews was to discuss effects of the leadership development program implemented at the agency. Interviews were audiotaped, and then transcribed. Secondary methods of qualitative data collection, such as observation and document review, were used to supplement the interview data. Thematic analysis (Boyatzis, 1998) was used to analyze all qualitative data.
520 $a Results from the quantitative analysis of data from The Leadership Profile supported the hypothesis that significant changes in the leadership skills, behaviors, and characteristics of participants would be found from pretest to posttest. Thematic analysis of the qualitative interview data revealed 12 themes related to changes in leadership behaviors and characteristics perceived by leadership development program participants and observed by colleagues and supervisors, which supported the remaining assertions.
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