Leadership Commons^™

The Influence Of Organisational Culture And Job Satisfaction On Emotional Intelligence And Organisational Performance Of Malaysian Administrative And Diplomatic Officers, Supramaniam Suganthi

Student Works (2020-2029)

As a natural instinct of survival in a competitive environment, organisations inherently aim to achieve high organisational performance. Due to constant global challenges and the volatile environment, organisations are accosted with various challenges. An analysis of Malaysia’s ranking in the IMD World Competitiveness report secured a 12th position in 2014, which dropped to the 24th position in 2017. As public servants play a pivotal part in meeting the competitiveness challenge of a country, this highlights a potential issue in the performance of the public service in improving the nation’s productivity. Hence, this thesis explores the effects of emotional intelligence on …

The Mediation Of Self-Efficacy Between Antecedents And Organisational Citizenship Behaviour In The Public Sector, Abdullah Meor Rashydan

Student Works (2020-2029)

Organisational citizenship behaviour (OCB) has become popular among scholars in organisational behaviour, psychology, and management studies since it significantly contributes to the success of an organisation. Organisational citizenship behaviour plays an important role in organisational settings for its effectiveness and the efficiency of the services or operation provided. Empirical studies on OCB in recent years were mostly conducted in a Western context. However, there is a limit of providing extensive information and in-depth understanding of employee’s citizenship behaviour in Malaysia settings. This study attempts to narrow the gap in the past literature. In the public sector, OCB is highly valued …

Ua35/3 Memoranda, Wku Provost

WKU Administration Documents

2020 memoranda issued by the WKU Provost to faculty & staff via email.

• Center for Innovative Teaching & Learning January Workshops
• Fall to Fall Retention of All FFY as of Census by Selected Categories
• Updates fromt the Provost
• COVID-19
• COVID-19 or Coronavirus Update
• COVID-19 Update from the Provost's Office
• Announcing the 2020 College Faculty Award Winners
• WKU Announces New Associate Provost for Research & Graduate Education
• Budget Communication
• Summer School Updates from the Provost
• Amendment to PDF Policy
• FY2020-21 Budget Executive Committee Recommendations
• Provost's Message

Experiential Organizing: Pursuing Relational And Bureaucratic Goals Through Symbolically And Experientially Oriented Work, Keimei Sugiyama, John Paul Stephens

Faculty Scholarship

Current scholarship on organizational practices that foster a sense of care and collaboration in work relationships has yet to fully account for the potential misalignment between the goals of a given practice and how it is actually experienced. To address this issue, we develop a theoretical framework of experiential organizing, which we define as an iterative process through which positive relational and bureaucratic goals of a practice are pursued via symbolically and experientially oriented work. We offer theory to explain how organizations move through the experiential organizing process, what different types of work are required, and how the different parts …

Not For You, Not For Me, But For Us, A Case Study That Examines The Battersea Arts Centre's Co-Creation Models And How This Generates Symiosis Between Their Community And Organisational Resilience., Katharine Marchingo

Staff Scholarship - Australia & Dubai

There is much to learn from the Battersea Arts Centre (BAC) who remains at

the forefront of international arts practice despite the temporary loss of capital

infrastructure due to a tragic fire. This resilience is in part due to BAC’s

organisational model and investment strategy; but these aspects are only as strong

as organisational culture and community support allow them to be, these are

much harder to design and more nuanced in application

(Jubb Personal Interview 23 March 2018).

This report makes use of: action research, qualitative research, data that

was made available by the organisation and relevant literature to …

Nsu Ed.D. In Organizational Leadership 2018, Nova Southeastern University

Abraham S. Fischler College of Education and School of Criminal Justice College Archive

No abstract provided.

Beyond Greening: The Challenges To Adopting Sustainability In Higher Education., Catherine Hooey, Alicia Mason, James Triplett

Faculty Submissions

It is common for colleges and universities to include sustainability in their mission statements and strategic plans. On many campuses, however, sustainability is associated with green practices only, rather than the comprehensive integration of social equity, economic, and environmental principles on which the concept was founded. Here, Hooey et al examine the obstacles to the comprehensive adoption of sustainability in institutions of higher education, in general, and to suggest a conceptual framework of a sustainability culture as one most appropriate for the more effective incorporation of comprehensive practices.

Pilots’ Perceptions Of Justice And Job Identification, Robert A. Goehlich, Ralf Bebenroth

Publications

This article sheds light on pilots’ perceptions of justice and their job identification. The research investigates pilots’ perceptions of the fairness with which they are treated, how these perceptions might influence their identification with their jobs and whether this identification influences operational safety. The methodological approach integrates the pilot-organisational behavioural model introduced in this research into two commonly known models of the human factor in aviation: the ‘Software-Hardware-Environment-Liveware (pilot)-Liveware (team)’ – or SHELL – model and the ‘Swiss cheese’ model. The article includes an outline regarding aviation safety and recommendations for applying our approach toother transportation industries.

The Threat Of Innovation: Tactics To Improve Small Team Creative Outcomes In Risk-Averse Organizations, Paul Gaylo

Creativity and Change Leadership Graduate Student Master's Projects

This project explores the paradox that creativity is generally viewed as a positive force and is a desired trait or characteristic, yet when faced with the true cost of creativity, individuals and organizations may purposefully or inadvertently suppress creativity. Real world examples are used to frame the applicability of this project to the typical large and complex technical product organization. The project includes a review of creativity scholarship in the context of organizations and a discussion to establish the foundational science behind this paradox. The project introduces the new creativity readiness level index, and a survey strategy to gauge organizational …

Q&A Meta Braymer On Leadership, Melina Downs

Administrative / Professional Faculty Articles

Meta Braymer has always believed that more women need to be in leadership positions. And that conviction was exemplified throughout her career as she made decisions to help women succeed. One of her lasting legacies is the Leadership Colloquium @ UMW, which she founded in 1994. In the following interview, Braymer discusses leadership with me and how women can be inspired to have a more active role in leadership positions.

Communication Techniques: Promoting Corporate Social Responsibility, Laurie Beth Fried

Communication & Leadership Dissertations and Theses

Corporate Social Responsibility (CSR) is increasingly important for businesses and their stakeholders. Successful communication ofa companies' CSR program remains a huge challenge. It is important for business leaders to understand how to build customer awareness of CSR efforts, and identify the factors that positively impact customers' beliefs and purchasing behavior, and thus the bottom line. Research for this study was both quantitative and qualitative. The quantitative analysis utilized data from a recent e-mail customer survey conducted by a national retailer. Top CSR Communicators were identified and then a qualitative analysis was applied with in-depth employee interviews. The results revealed that …

How Deans (And Presidents) Should Quit, Kent D. Syverud

Journal of Legal Education

No abstract provided.

Nsu Doctor In Education In Organizational Leadership August 2002, Nova Southeastern University

Abraham S. Fischler College of Education and School of Criminal Justice College Archive

No abstract provided.

There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans

Communication Faculty Publications - Archive

In the organizational competition for talent, successful retention of newly recruited workers is at least as important as the initial hire. Still, many organizations fail to establish a sense of inclusion for new people in much the same way they often fail to create a sense of inclusion for people of color, women, people with foreign accents, or anyone with obvious differences from the “traditional group.” In most organizations, even those that have embarked on “diversity initiatives,” newly hired people often do not feel welcomed. Consequently, turnover rates in the first two years of employment are seven times greater than …

Charismatic Leadership In Organisations By Jay A Conger And Rabindra N Kanungo, Sage Pub Lications, 1998, Pp 228, Price: $59.00 (Cloth), $25.95(Paper)., V Uberoy

IIMB Management Review

Charismatic Leadership in Organisations is a continuation of the earlier research work published by the authors in their book Charismatic Leadership, 1988. The book under review takes off by building a behavioural model of charismatic leadership. The model goes through three stages. In Stage 1, sensitivity to environments urg es the lead e r to change the status quo. Stage 2
pertains to the development and projection of vision , which he effectively articulates in a n idealised form. Vi s ioning has been considered as a core e element in charis m at ic leadership. In Stage 3, a …

The Feminine Leader, Fran Siemensma

IIMB Management Review

An increasing number of management writers exploring leadership are promoting a more feminine paradigm of leadership as a means of encouraging business to become both more inclusive and more appropriately responsive. In this context feminine does not describe gender, but is being increasingly used as shorthand for a more human, holistic and inclusive model of leadership. Among these writers is Amanda Sinclair, who has strongly criticised Australian management for assuming that a leader will be ‘the heroicmale’

Gender Bias In Management : A Case Study In Employees Provident Fund (Epf), Ushabhanu Suppiah

Student Works (2000-2009)

The development in this day and age is extremely drastic. Tremendous growth is seen in all sectors of industries to match the rapidly changing needs of society. This change is also coupled with rapid technological advancement. In order to meet these developments the labour market should continue to experience growth as well. This is because in most sectors its most valuable asset in an organization is its human resources. And as such special attention needs to be given to this area of management. An in depth look at the breakdown of labour force indicates an almost equal number each gender …

Corporate Success And Transformational Leadership By P. Singh And Asha Bhandarkar, New Delhi: Wiley Eastern Limited, 1990., G K Valecha

IIMB Management Review

No abstract provided.

Leadership Styles And Staff Satisfaction In Four Nursing Homes: Implications For Service Delivery, Carol Nightengale

Dissertations and Theses

This is a study of four nursing care facilities in Portland, Oregon in 1975-1976, which examines the relationship between leadership style and staff satisfaction, leadership style and patient satisfaction, and staff satisfaction and patient satisfaction.

Handbook Of Information For Students, 1925-1926, Student Government Association

Handbooks

The Anderson College student handbook for the 1925-1926 school year.

Developed by the Anderson College Student Government Association Officers: Myrtle Smith, President; Cornelia Milam, Vice President; Nelle Eskew, Secretary; and Gertrude Sowell, Treasurer.