008 |
|
090619s2004 xxua e m 000 m eng d |
035 |
|
|aAAI3207837
|
035 |
|
|a(UMI)AAI3128216
|
035 |
|
|aAAI3128216
|
040 |
|
|aTMUE|beng|cTMUE|dTMUE|eAACR2
|
082 |
04
|
|a658.4092
|
100 |
1
|
|aBurkgrenKathryn Lee
|
245 |
10
|
|aAn exploratory study: Examining individual creativity, influence, and moral values as key components of effective sustainable leadership
|
260 |
|
|aus : |bCornell University, |c2004
|
300 |
|
|axii,183 p : |bill
|
500 |
|
|aAdviser: Richard Ripple
|
502 |
|
|aThesis (Ph.D.)--Cornell University, 2004
|
520 |
|
|aSummary:The purpose of this exploratory study is to: (1) examine whether the participants' perceptions of the attributes of actual effective leaders match their perceptions of attributes of ideal leaders who are operating effectively ; and (2) determine whether the attributes of actual leaders correlate with the components creativity, influence, and moral values.identified as learning disabled participated in the study
|
520 |
|
|aSummary:Information was gathered from literature, professionals, and professors to develop the survey instruments. The instruments were pilot-tested for understanding and comprehension by 10 randomly selected participants on the same hierarchical levels as the proposed participants
|
520 |
|
|aSummary:Participants, who were promised confidentiality and who were non-academic supervisors from three hierarchical levels--executive management, middle management, and front-line supervisors--were approached to participate in this study. Information was gathered, using a web-based survey instrument, over a three-week period in late May-mid-June, 2003. The study partially accomplished the goal
|
520 |
|
|aSummary:Two instruments were crafted: Version 1A - Actual Leader and Version 1B - Ideal Leader . Participants completing the Actual Leader instrument indicated the degree to which the most effective leader they had personally known demonstrated the leadership components and attributes being studied
|
520 |
|
|aSummary:Participants completing the Ideal Leader instrument indicated the degree to which an ideal leader demonstrates the leadership components studied and whether the attributes being studied were required, desired, or irrelevant for an ideal leader to demonstrate
|
520 |
|
|aSummary:The results indicate that moral values and creativity are key components of effective sustainable leadership and that influence is not a key component. The 38 attributes and creativity, influence, and moral values item scale correlation was .93. The top 20 percent of the 38 attributes studied, or eight vital few, item scale correlation was .81. Five of the eight attributes, found on both the effective actual leader and effective ideal leader lists, ranked in the top 20 percent
|
520 |
|
|aSummary:They include: ability to take charge, motivation, ability to communicate, responsibility, and integrity . Fifteen of the 38 attributes ranked in the top 50 percent on both instruments. In addition to those listed above they are: belief in self, self-confidence, perseverance, intelligence, knowledge, self-esteem, ability to create a positive environment, goal orientation, ability to manage, and consistency
|