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

Developing the Next Generation of Le...

Daher-Armache, Gladys F.

FindBook

Google Book

Amazon

博客來

Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards./
作者:	Daher-Armache, Gladys F.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2023,
面頁冊數:	175 p.
附註:	Source: Dissertations Abstracts International, Volume: 84-10, Section: A.
Contained By:	Dissertations Abstracts International84-10A.
標題:	Educational leadership. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30420846
ISBN:	9798379424657

Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards.
Daher-Armache, Gladys F.

Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards. - Ann Arbor : ProQuest Dissertations & Theses, 2023 - 175 p.

Source: Dissertations Abstracts International, Volume: 84-10, Section: A.

Thesis (Ph.D.)--St. Thomas University, 2023.

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

Through a basic qualitative research design, I sought to explore interpersonal leadership and its main functions. The individual opinions of 18 directors of leadership were solicited to explore how leaders are developing the next generation of leaders, their practices used to accomplish this, and how they facilitated development. I further sought to explore how leaders have been encouraging innovative thinking and nurturing it, and at the same time, how leaders have been rewarding and recognizing the next generation of leaders, along with the importance of rewards and recognitions, from the perspectives of directors of leadership at U.S. institutions of higher education (HEDs).Based on the Global Leadership Forecast of year 2021, "Developing new leaders and finding and upskilling current leaders with the potential to grow is crucial to future success" (Development Dimensions International [DDI], 2021, p. 11). Therefore, directors of leadership from various HEDs were identified and interviewed about their perspectives and practices pertaining to this topic. Data collected from directors provide narratives that expand the body of literature. The research underscored those three functions (i.e., the trios) that are vital for institutions to strive to gain a competitive advantage and for leaders to be effective and succeed: (a) developing the next generation of leaders, (b) encouraging innovative thinking, and (c) rewarding and recognizing the next generation of leaders. As Yukl and Gardner (2020) stated, the success of leaders in the 21st century necessitates upskilling and new competencies to effectively face the new challenges of the external environment, technology, innovation, and competition. In a continuously changing world, learning and development are lifelong processes in which higher education institutions can play a major role in upskilling and cultivating the next generation of leaders by encouraging critical thinking, reasoning, and problem solving, while reinforcing positive actions with appreciation. Effective interpersonal leaders in higher education are those who value the trios. By using them effectively for the positive impact they have, current leaders can build and sustain the human infrastructure of the next generation of leaders-without them, HEDs would cease to exist, prosper, and gain competitive advantage.

ISBN: 9798379424657Subjects--Topical Terms:

529436
Educational leadership.
Subjects--Index Terms:

Leadership

Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards.
LDR:03742nmm a2200421 4500 001 2397879
005 20240711091432.5
006 m o d
007 cr#unu||||||||
008 251215s2023 ||||||||||||||||| ||eng d
020 $a 9798379424657
035 $a (MiAaPQ)AAI30420846
035 $a AAI30420846
040 $a MiAaPQ $c MiAaPQ
100 1 $a Daher-Armache, Gladys F. $3 3767783
245 1 0 $a Developing the Next Generation of Leaders in U.S. Institutions of Higher Education: Exploring Interpersonal Leadership and the Role of Innovation, Recognition and Rewards.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2023
300 $a 175 p.
500 $a Source: Dissertations Abstracts International, Volume: 84-10, Section: A.
500 $a Advisor: Komanski, Carolynn Nath.
502 $a Thesis (Ph.D.)--St. Thomas University, 2023.
506 $a This item must not be sold to any third party vendors.
520 $a Through a basic qualitative research design, I sought to explore interpersonal leadership and its main functions. The individual opinions of 18 directors of leadership were solicited to explore how leaders are developing the next generation of leaders, their practices used to accomplish this, and how they facilitated development. I further sought to explore how leaders have been encouraging innovative thinking and nurturing it, and at the same time, how leaders have been rewarding and recognizing the next generation of leaders, along with the importance of rewards and recognitions, from the perspectives of directors of leadership at U.S. institutions of higher education (HEDs).Based on the Global Leadership Forecast of year 2021, "Developing new leaders and finding and upskilling current leaders with the potential to grow is crucial to future success" (Development Dimensions International [DDI], 2021, p. 11). Therefore, directors of leadership from various HEDs were identified and interviewed about their perspectives and practices pertaining to this topic. Data collected from directors provide narratives that expand the body of literature. The research underscored those three functions (i.e., the trios) that are vital for institutions to strive to gain a competitive advantage and for leaders to be effective and succeed: (a) developing the next generation of leaders, (b) encouraging innovative thinking, and (c) rewarding and recognizing the next generation of leaders. As Yukl and Gardner (2020) stated, the success of leaders in the 21st century necessitates upskilling and new competencies to effectively face the new challenges of the external environment, technology, innovation, and competition. In a continuously changing world, learning and development are lifelong processes in which higher education institutions can play a major role in upskilling and cultivating the next generation of leaders by encouraging critical thinking, reasoning, and problem solving, while reinforcing positive actions with appreciation. Effective interpersonal leaders in higher education are those who value the trios. By using them effectively for the positive impact they have, current leaders can build and sustain the human infrastructure of the next generation of leaders-without them, HEDs would cease to exist, prosper, and gain competitive advantage.
590 $a School code: 0552.
650 4 $a Educational leadership. $3 529436
650 4 $a Higher education administration. $3 2122863
650 4 $a American studies. $3 2122720
653 $a Leadership
653 $a Interpersonal leadership
653 $a Leadership development
653 $a Higher Education
653 $a Recognition
653 $a Rewards
690 $a 0449
690 $a 0310
690 $a 0446
690 $a 0323
710 2 $a St. Thomas University. $b Ethical Leadership. $3 3701324
773 0 $t Dissertations Abstracts International $g 84-10A.
790 $a 0552
791 $a Ph.D.
792 $a 2023
793 $a English
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30420846