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

FindBook

Google Book

Amazon

博客來

Transformational Leadership and Taking Charge Behaviors.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Transformational Leadership and Taking Charge Behaviors./
作者:	McDonald, Jackie L., II.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
面頁冊數:	126 p.
附註:	Source: Dissertations Abstracts International, Volume: 81-07, Section: B.
Contained By:	Dissertations Abstracts International81-07B.
標題:	Business administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27672564
ISBN:	9781392343531

Transformational Leadership and Taking Charge Behaviors.
McDonald, Jackie L., II.

Transformational Leadership and Taking Charge Behaviors. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 126 p.

Source: Dissertations Abstracts International, Volume: 81-07, Section: B.

Thesis (D.B.A.)--Capella University, 2019.

This item must not be sold to any third party vendors.

Employees who take charge in the absence of leadership are important to both civilian and miltary organizations. Leaders who lead by example are willing to communicate the task to the point that it is clearly understood, supervised, and accomplished contributes to a desire of subordinates to take charge when their leaders are not present. Due to considerable interest in certain areas of transformational leadership, and to a lesser extent, taking-charge behaviors (TCBs), this research study was instituted to fill a gap in the literature regarding the relationship between the two topic areas. The specific problem is that limited support exists regarding how transformational leadership influences TCB; therefore, a gap exists regarding whether or not a specific leadership style increases TCB on behalf of employees. The purpose of this study was to determine whether transformational leaders influence employee TCBs. A qualitative study that examined the relationships among 10 employees of a popular hotel was implemented to produce findings that add to the existing literature of the topics. Transcription and analysis were conducted by utilizing QSR NVivo 12 software. Two topics were reviewed in this study, leadership and taking charge. Leaders that ensure tasks are understood and accomplished, while offering room to learn and grow, tend to increase the iniative among subordinates, which results in the desire to take charge when leadership is not present. This study is significant for both profit and nonprofit organizations that seek cost-effective methods to manage their available resources.

ISBN: 9781392343531Subjects--Topical Terms:

3168311
Business administration.
Subjects--Index Terms:

Charismatic

Transformational Leadership and Taking Charge Behaviors.
LDR:02779nmm a2200385 4500 001 2345248
005 20230119153200.5
008 241004s2019 ||||||||||||||||| ||eng d
020 $a 9781392343531
035 $a (MiAaPQ)AAI27672564
035 $a AAI27672564
040 $a MiAaPQ $c MiAaPQ
100 1 $a McDonald, Jackie L., II. $3 3684160
245 1 0 $a Transformational Leadership and Taking Charge Behaviors.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 126 p.
500 $a Source: Dissertations Abstracts International, Volume: 81-07, Section: B.
500 $a Advisor: Mays, Daniel.
502 $a Thesis (D.B.A.)--Capella University, 2019.
506 $a This item must not be sold to any third party vendors.
520 $a Employees who take charge in the absence of leadership are important to both civilian and miltary organizations. Leaders who lead by example are willing to communicate the task to the point that it is clearly understood, supervised, and accomplished contributes to a desire of subordinates to take charge when their leaders are not present. Due to considerable interest in certain areas of transformational leadership, and to a lesser extent, taking-charge behaviors (TCBs), this research study was instituted to fill a gap in the literature regarding the relationship between the two topic areas. The specific problem is that limited support exists regarding how transformational leadership influences TCB; therefore, a gap exists regarding whether or not a specific leadership style increases TCB on behalf of employees. The purpose of this study was to determine whether transformational leaders influence employee TCBs. A qualitative study that examined the relationships among 10 employees of a popular hotel was implemented to produce findings that add to the existing literature of the topics. Transcription and analysis were conducted by utilizing QSR NVivo 12 software. Two topics were reviewed in this study, leadership and taking charge. Leaders that ensure tasks are understood and accomplished, while offering room to learn and grow, tend to increase the iniative among subordinates, which results in the desire to take charge when leadership is not present. This study is significant for both profit and nonprofit organizations that seek cost-effective methods to manage their available resources.
590 $a School code: 1351.
650 4 $a Business administration. $3 3168311
650 4 $a Behavioral psychology. $3 2122788
650 4 $a Occupational psychology. $3 2122852
653 $a Charismatic
653 $a Engaged
653 $a Hands-on
653 $a Motivation
653 $a Taking charge behaviors
653 $a Transformational Leadership Theory
690 $a 0310
690 $a 0624
690 $a 0384
710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertations Abstracts International $g 81-07B.
790 $a 1351
791 $a D.B.A.
792 $a 2019
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27672564