Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 3 of 3
Full-Text Articles in Entire DC Network
Simple Rules Leaders Use To Guide Their Organizations During Times Of Rapid Change, Kristine Quade
Simple Rules Leaders Use To Guide Their Organizations During Times Of Rapid Change, Kristine Quade
Theses and Dissertations
Few leaders would refer to their organization as a complex adaptive system (CAS)--one that is irreversible and unpredictable. They might say their organization contains diverse elements and is constantly learning--the other two aspects of a CAS. Few top leaders rarely are able to identify the self-organizing patterns as they emerge. This study involved 58 senior leaders in five 5 market sectors who were guiding their organizations during times of rapid change. Using a Delphi method, the intent was to identify what simple rules the leaders used to shape the speed, direction and outcomes of self-organizing patterns. A simple rule expands …
Building And Leading A Culture Of Collaboration: An Analysis Of The Influence Of A Company's Social Networking Tools On Employee Collaboration, Sheri Lynn Nugent
Building And Leading A Culture Of Collaboration: An Analysis Of The Influence Of A Company's Social Networking Tools On Employee Collaboration, Sheri Lynn Nugent
Theses and Dissertations
The purpose of this study is to examine the influence of a specific company's intranet social networking tools on building and leading a culture of collaboration in a corporate environment. The problem is the implementation of knowledge management and networking tools by a company for the purpose of collaborating, learning and replicating information across the enterprise without measurement of the receptivity of the corporate culture to use the tools effectively. This study focused on assessing the effective use of social networking tools to enable collaboration success in virtual on-line teams rather than physically co-located teams. A validated survey, the Wilder …
An Autoethnographic Case Study Of A Manager Experiencing Professional Transition, Jean Ann Larson
An Autoethnographic Case Study Of A Manager Experiencing Professional Transition, Jean Ann Larson
Theses and Dissertations
This autoethnographic case study explores how one manager navigated a period of significant professional transition as a senior healthcare executive. The intent is to study how managerial leaders, which is Peter Vaill's (1996) definition of managers of people and organizations, can transition and develop behaviors and ways of thinking and being, in order to stay effective and learn and grow while experiencing significant changes. The study focuses on behaviors, practices and conditions that can be employed during times of transition in order to enable learning and professional development from the experience of transition. Using an autoethnographic approach, the case study …