Business Commons^™

Assessment Of Factors Affecting Dropout Intentions During The First Year In A Modeling School, Mauro Echeverri

FIU Electronic Theses and Dissertations

To date, there has been little research done on student dropout rates in modeling schools. This quantitative study utilizes applied research methods to analyze 138 female students in STAGE, a modeling school, where most students are between the ages of 11 and 18 years old. This study aims to examine why students drop out during their first year of study. The model utilized in this research integrates variables derived from Vincent Tito’s theory of departure, in addition to other variables not included in this theory like the parental support impact on extracurricular activities. Correlations analyses were used to assess the …

Authentic Servant-Leadership Exemplified By Early Childhood Educator David Lawrence Jr.: A Case Study, Blanca Correa-Cespedes

FIU Electronic Theses and Dissertations

Advocacy and leadership style are essential concepts in education. This qualitative case study was undertaken to demonstrate how Robert K. Greenleaf’s servant-leadership framework could be a useful framework to adopt by educational leaders and child advocates. Servant-leadership identifies the needs of others as a primary goal of leadership. The study contributes to understanding the value of exemplary servant-leadership and advocacy in public education as demonstrated by David Lawrence Jr. The researcher addressed questions regarding how Lawrence embodies servant-leadership traits and explored how a servant-leader has been positively influencing early childhood public educational policy in Florida to benefit all children.

There …

How Employees With Different National Identities Experience A Geocentric Organizational Culture Of A Global Corporation: A Phenomenological Study, Maria S. Plakhotnik

FIU Electronic Theses and Dissertations

A global corporation values both profitability and social acceptance; its units mutually negotiate governance and represent a highly interdependent network where centers of excellence and high-potential employees are identified regardless of geographic locations. These companies try to build geocentric, or “world oriented” (Marquardt, 1999, p. 20), organizational cultures. Such culture “transcends cultural differences and establishes ‘beacons’ – values and attitudes – that are comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) for all employees, regardless of their national origins. Creating a geocentric organizational culture involves transforming each employee’s mindset, beliefs, and behaviors so that he/she can become …