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Leadership Learning: Building On Grounded Theory To Explore The Role Of Critical Reflection In Leadership Learning, George K. Kriflik, Lynda S. Kriflik
Leadership Learning: Building On Grounded Theory To Explore The Role Of Critical Reflection In Leadership Learning, George K. Kriflik, Lynda S. Kriflik
Faculty of Commerce - Papers (Archive)
A study of eight senior managers from different organisations has combined Critical Theory and Grounded Theory approaches. This study builds on the findings of a previous substantive study (Kriflik 2002) which identified the most successful leadership strategies, as perceived by participants. The most successful strategies are those in which leaders focussed on their own behaviours, attitudes and actions. Building on these findings this study explores leadership competencies and the mechanisms which enhance, or enable, leaders’ ability to learn such competencies. Interviews were conducted and transcribed, then analysed, and became the basis for the choice of subsequent participants. The study identified …
Women's Leadership Journeys In Family Firms: Preliminary Results From A Qualitative Study, Mary Barrett, Ken Moores
Women's Leadership Journeys In Family Firms: Preliminary Results From A Qualitative Study, Mary Barrett, Ken Moores
Faculty of Commerce - Papers (Archive)
The family business literature has thus far not devoted much attention to understanding female vantage points in family firms (e.g. Dumas, 1998; Sharma, 2004). Poza and Messer (2001) and Curimbaba (2002) describe the varying roles that women adopt, but without explaining why they adopt such roles. Our research examines the career progression of women leaders in family businesses, specifically how various roles allow them to progressively learn skills and competencies.In an earlier book (Moores and Barrett, 2002) we found that successful family firm CEOs encountered a series of unique paradoxes. Exploring, understanding and perhaps managing these paradoxes took them on …