subject:( Leader values)

University of Missouri – Columbia

1. Kempke Eppler, Michelle R. The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model.

Degree: 2012, University of Missouri – Columbia

URL: http://hdl.handle.net/10355/33039

► This dissertation expands previous work of Giberson, Resick, Dickson, Mitchelson, Randall, and Clark (2009), Zhang, Tsui, Song, and Jia (2008), and Tsui, Zhang, Wang, Xin,… (more)

Subjects/Keywords: leadership traits; cultural values; competing values model; mid-level leader

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APA (6^th Edition):

Kempke Eppler, M. R. (2012). The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model. (Thesis). University of Missouri – Columbia. Retrieved from http://hdl.handle.net/10355/33039

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Kempke Eppler, Michelle R. “The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model.” 2012. Thesis, University of Missouri – Columbia. Accessed March 03, 2021. http://hdl.handle.net/10355/33039.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Kempke Eppler, Michelle R. “The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model.” 2012. Web. 03 Mar 2021.

Vancouver:

Kempke Eppler MR. The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model. [Internet] [Thesis]. University of Missouri – Columbia; 2012. [cited 2021 Mar 03]. Available from: http://hdl.handle.net/10355/33039.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Kempke Eppler MR. The relationship of Goldberg's Big five personality trait measures of mid-level leaders at Midwest state-supported colleges and universities to the Cameron and Quinn competing values model. [Thesis]. University of Missouri – Columbia; 2012. Available from: http://hdl.handle.net/10355/33039

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

2. LeBlanc, Kelly Dyjak. The EI Leadership Model: From Theory and Research to Real World Application.

Degree: 2019, James Madison University

URL: https://commons.lib.jmu.edu/diss201019/210

► Whether a leader or the led, we all can point to examples of ineffective leadership – poor decision making, a lack of vision, inattention to… (more)

Subjects/Keywords: leadership; leader; model; beliefs; values; Clinical Psychology; Industrial and Organizational Psychology

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APA (6^th Edition):

LeBlanc, K. D. (2019). The EI Leadership Model: From Theory and Research to Real World Application. (Doctoral Dissertation). James Madison University. Retrieved from https://commons.lib.jmu.edu/diss201019/210

Chicago Manual of Style (16^th Edition):

LeBlanc, Kelly Dyjak. “The EI Leadership Model: From Theory and Research to Real World Application.” 2019. Doctoral Dissertation, James Madison University. Accessed March 03, 2021. https://commons.lib.jmu.edu/diss201019/210.

MLA Handbook (7^th Edition):

LeBlanc, Kelly Dyjak. “The EI Leadership Model: From Theory and Research to Real World Application.” 2019. Web. 03 Mar 2021.

Vancouver:

LeBlanc KD. The EI Leadership Model: From Theory and Research to Real World Application. [Internet] [Doctoral dissertation]. James Madison University; 2019. [cited 2021 Mar 03]. Available from: https://commons.lib.jmu.edu/diss201019/210.

Council of Science Editors:

LeBlanc KD. The EI Leadership Model: From Theory and Research to Real World Application. [Doctoral Dissertation]. James Madison University; 2019. Available from: https://commons.lib.jmu.edu/diss201019/210

Royal Roads University

3. Armstrong, Kelly. Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery .

Degree: 2020, Royal Roads University

URL: https://viurrspace.ca/handle/10613/23429

► Ontario Midwives recently celebrated 25 years of funding and regulation as part of the Ontario healthcare system. Head Midwives are peer leaders, providing the connecting… (more)

Subjects/Keywords: Head Midwife; Leadership; Middle Leader; Midwife; Ontario; Values

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APA (6^th Edition):

Armstrong, K. (2020). Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery . (Thesis). Royal Roads University. Retrieved from https://viurrspace.ca/handle/10613/23429

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Armstrong, Kelly. “Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery .” 2020. Thesis, Royal Roads University. Accessed March 03, 2021. https://viurrspace.ca/handle/10613/23429.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Armstrong, Kelly. “Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery .” 2020. Web. 03 Mar 2021.

Vancouver:

Armstrong K. Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery . [Internet] [Thesis]. Royal Roads University; 2020. [cited 2021 Mar 03]. Available from: https://viurrspace.ca/handle/10613/23429.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Armstrong K. Living into our values and vision : courageous, compassionate, principled Leadership within Ontario midwifery . [Thesis]. Royal Roads University; 2020. Available from: https://viurrspace.ca/handle/10613/23429

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

AUT University

4. Moore, Vikashni. Values, Employee Perceptions and Organisational Change: A Case Analysis .

Degree: AUT University

URL: http://hdl.handle.net/10292/12329

► The concept of values is multifaceted and one that is closely related to organisational culture constructs. Values have been conceptualised at multiple levels - individual,… (more)

▼ The concept of values is multifaceted and one that is closely related to organisational culture constructs. Values have been conceptualised at multiple levels - individual, leader, social group, institution, inter-organisation and national - and a considerable number of values frameworks exist, but not within a single model. Little research has yet been done on group values - what they are, how they are formed and what roles they play in organisational or social group settings, particularly during periods of organisational change. The current study investigated four levels of values that may exist in an organisation - individual, leader, group and organisational, the congruencies between them and how these values and congruencies influenced individual reactions to organisational change. Through an interpretive single case study design, changes in an organisation (a merger, centralisation of some functions and a change of organisational values) were analysed in relation to the values of employees and managers. A framework of values was developed that presents insights into the four levels of values, the relations between them and how these values shape organisational members’ perceptions of change. A conflict in values at middle management level was found. Moreover, the change in organisational values did not result in changes in individual values. The framework is a contribution to knowledge as it integrates different levels of values in a single model and applies them to organisational change. Additionally, the study presents new perspectives on the sets of values that guide perceptions of change processes and outcomes, and analyses implications for practitioners. The findings of the research provide new insights into why individual values may not change. Another contribution is the salience of group-member values congruence during change. A final key insight is the role complexities that face middle managers during change and the values that they revert to when faced with values conflicts. Advisors/Committee Members: Smollan, Roy (advisor).

Subjects/Keywords: Individual values; Leader values; Group values; Organisational values; Organisational change; Values congruence

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APA (6^th Edition):

Moore, V. (n.d.). Values, Employee Perceptions and Organisational Change: A Case Analysis . (Thesis). AUT University. Retrieved from http://hdl.handle.net/10292/12329

Note: this citation may be lacking information needed for this citation format:
No year of publication.
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Moore, Vikashni. “Values, Employee Perceptions and Organisational Change: A Case Analysis .” Thesis, AUT University. Accessed March 03, 2021. http://hdl.handle.net/10292/12329.

Note: this citation may be lacking information needed for this citation format:
No year of publication.
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Moore, Vikashni. “Values, Employee Perceptions and Organisational Change: A Case Analysis .” Web. 03 Mar 2021.

Note: this citation may be lacking information needed for this citation format:
No year of publication.

Vancouver:

Moore V. Values, Employee Perceptions and Organisational Change: A Case Analysis . [Internet] [Thesis]. AUT University; [cited 2021 Mar 03]. Available from: http://hdl.handle.net/10292/12329.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
No year of publication.

Council of Science Editors:

Moore V. Values, Employee Perceptions and Organisational Change: A Case Analysis . [Thesis]. AUT University; Available from: http://hdl.handle.net/10292/12329

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
No year of publication.

5. Tcholakian, L.A. On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas.

Degree: 2020, NARCIS

URL: https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 1871.1/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3

Subjects/Keywords: leader development; leader values; leader identity; leader ethnicity; collective trauma; transgenerational transmission of trauma; historical consciousness

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APA (6^th Edition):

Tcholakian, L. A. (2020). On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas. (Doctoral Dissertation). NARCIS. Retrieved from https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 1871.1/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3

Chicago Manual of Style (16^th Edition):

Tcholakian, L A. “On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas.” 2020. Doctoral Dissertation, NARCIS. Accessed March 03, 2021. https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 1871.1/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3.

MLA Handbook (7^th Edition):

Tcholakian, L A. “On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas.” 2020. Web. 03 Mar 2021.

Vancouver:

Tcholakian LA. On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas. [Internet] [Doctoral dissertation]. NARCIS; 2020. [cited 2021 Mar 03]. Available from: https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 1871.1/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3.

Council of Science Editors:

Tcholakian LA. On Becoming Historically Conscious Leaders: Exploring The Underlying Effects Of Transgenerational Transmission of Collective Traumas. [Doctoral Dissertation]. NARCIS; 2020. Available from: https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; 1871.1/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; urn:nbn:nl:ui:31-6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3 ; https://research.vu.nl/en/publications/6c6f87a8-4ed5-4541-8fc7-61fb7397bbc3

University of Guelph

6. Rog, Evelina. Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms.

Degree: PhD, Department of Psychology, 2011, University of Guelph

URL: https://atrium.lib.uoguelph.ca/xmlui/handle/10214/2923

► How does authentic leadership influence subordinate outcomes? It depends on whom you ask. Using Walumbwa, Avolio, Gardner, Wernsing, and Peterson’s (2008) theory-based measure of authentic… (more)

▼ How does authentic leadership influence subordinate outcomes? It depends on whom you ask. Using Walumbwa, Avolio, Gardner, Wernsing, and Peterson’s (2008) theory-based measure of authentic leadership, this dissertation research advances the authentic leadership literature by: 1) examining relations between managers’ self-reported and subordinates’ ratings of authentic leadership and subordinate outcomes; 2) testing the theoretical proposition that more authentic leaders are inherently more ethical both in the values they subscribe to and in their behavior when compared to less authentic leaders; and 3) examining the mediating mechanisms that account for relations between authentic leadership and subordinate outcomes. Using a field sample of 188 managers and 75 subordinates, results revealed that subordinates and their managers do not see eye to eye in their perceptions of managers’ authentic leadership as the correlation between their ratings was only marginally significant. General support was found for the notion that more authentic leaders subscribe more to self-transcendent values and less to self-enhancement values when compared to less authentic leaders; they also engage in more ethical decision making. Furthermore, results showed that authentic leadership is associated with a broad range of subordinate outcomes, including leader-member exchange, affective organizational commitment, organizational citizenship behavior, and job performance. However, these relations were found only within source. Mediation analyses revealed that subordinates’ trust in their manager partially mediated the relation between subordinate-rated authentic leadership and subordinates’ perceptions of the quality of their relationship with their manager (LMX). Mediation analyses also revealed that subordinates’ trust in their manager and their sense of psychological empowerment each mediated relations between subordinate-rated authentic leadership and subordinates’ affective organizational commitment. In addition, managers’ self-reported empowering leader behavior mediated the relation between managers’ self-rated authentic leadership and their ratings of their subordinates’ organizational citizenship behavior. Implications for research and practice are discussed. Advisors/Committee Members: Son Hing, Leanne (advisor).

Subjects/Keywords: authentic leadership; trust; empowerment; values; leader follower outcomes; organizational commitment; psychological well-being; leader-member exchange; organizational citizenship behavior; job performance; ethical decision making

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APA (6^th Edition):

Rog, E. (2011). Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms. (Doctoral Dissertation). University of Guelph. Retrieved from https://atrium.lib.uoguelph.ca/xmlui/handle/10214/2923

Chicago Manual of Style (16^th Edition):

Rog, Evelina. “Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms.” 2011. Doctoral Dissertation, University of Guelph. Accessed March 03, 2021. https://atrium.lib.uoguelph.ca/xmlui/handle/10214/2923.

MLA Handbook (7^th Edition):

Rog, Evelina. “Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms.” 2011. Web. 03 Mar 2021.

Vancouver:

Rog E. Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms. [Internet] [Doctoral dissertation]. University of Guelph; 2011. [cited 2021 Mar 03]. Available from: https://atrium.lib.uoguelph.ca/xmlui/handle/10214/2923.

Council of Science Editors:

Rog E. Managers' and Subordinates' Perceptions of Authentic Leadership, Subordinate Outcomes, & Mediating Mechanisms. [Doctoral Dissertation]. University of Guelph; 2011. Available from: https://atrium.lib.uoguelph.ca/xmlui/handle/10214/2923

Vilnius University

7. Šidlauskaitė, Gabrielė. Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize.

Degree: Master, 2014, Vilnius University

URL: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2006~D_20140701_191559-63229 ;

►

Marketingas šiandien neveikia. Dauguma prekinių ženklų jau pranyksta per pirmus gyvavimo metus, o jų žinutės pasimeta informacija perkrautoje visuomenėje. Tai reiškia, kad verslas, kuris buvo… (more)

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Marketingas šiandien neveikia. Dauguma prekinių ženklų jau pranyksta per pirmus gyvavimo metus, o jų žinutės pasimeta informacija perkrautoje visuomenėje. Tai reiškia, kad verslas, kuris buvo pozicionuojamas per prekinį ženklą, yra nesėkmingas. Norint to išvengti ir tapti pirmo pasirinkimo prekiniu ženklu, reikia pozicionuoti ir kurti prekinio ženklo asmenybę per pojūčius: kvapą, skonį, garsą, vaizdą ir lytėjimą. Dabartinės prekinio ženklo žinutės daugiausia remiasi garsu ir vaizdu. To jau nepakanka. Praktiškai kiekvienas prekinis ženklas gali apimti trys, o gal net ir keturis pojūčius. Sensorinio prekinio ženklo vadyba padeda kurti stabilumą, aiškumą r tvirtą ryšį tarp prekinio ženklo bei jo vartotojo. Pirmiausiai reikia identifikuoti jau esamas prekinio ženklo vertybes (pojūčius), paversi jas prekinio ženklo prisilietimo taškais, sukurti tvirtą sinergiją tarp tų taškų ir toliau plėsti pojūčius. Prekinio ženklo pojūčių auditui naudojamas prekinio ženklo suskaldymo testas. Šis testas padeda nustatyti ar prekinio ženklo atskiros dalys gali nepriklausomai viena nuo kitos reprezentuoti patį prekinį ženklą. Kuo didesnis suskaldomumas, tuo prekinis ženklas giliau įsirėžia į žmonių mintis. Visi nori kažkuo tikėti ir tikėjimo patirtį dalintis su bendruomenės nariais. Religija kuria ir tikėjimą, ir bendruomenę. Prekinis ženklas galėtų pasimokyti iš religijos ir sukurti ištikimų pasekėjų minias. Kuo labiau prekinis ženklas tampa „žmoniškesnis“ ir artėja prie žmonių, tuo daugiau jis... [toliau žr. visą tekstą]

Marketing doesn’t work today. A majority of the brands vanish over its first existence year and the brand messages are lost in overcommunicated world. It means that business represented by dead brands is unsuccessful. To avoid this and to become the first choice brand it is necessary to position and develop brand personality through the human senses: smell, taste, sound, sight and touch. Today the brand messages usually appeal to sight and sound. But it is not enough. Practically every brand can appeal to three and sometimes to four or even more senses. Sensory branding enables to develop stability, clarity and strong bond between brand and consumer. It is necessary to identify already existing brand values (senses) in order to turn them into brand touch points, to make a strong synergy between them and then enhance the other senses. One of the ways to perform the brand sense audit is to do the brand smash test. This test enables us to evaluate how separate brand pieces can individually represent the brand. The bigger is the smashing point, the stronger is the brand personality and the associations can engrave deeper in the customer minds. Everyone wants to believe in something and share the experience of that belief with other community members. Religion creates belief and community. Brand has to learn from religion how to create loyal followers crowds. Today just the “humane” brand can have loyal customers.

Advisors/Committee Members: Gudauskas, Renaldas (Master's thesis supervisor).

Subjects/Keywords: Prekinis ženklas; Brand; Pozicionavimas; Positioning; Religija; Religion; Pojūčiai; Senses; Lyderiavimas; Lyderis; Leader; Prekinio ženklo vertybės; Brand values

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APA (6^th Edition):

Šidlauskaitė, Gabrielė. (2014). Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize. (Masters Thesis). Vilnius University. Retrieved from http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2006~D_20140701_191559-63229 ;

Note: this citation may be lacking information needed for this citation format:
Author name may be incomplete

Chicago Manual of Style (16^th Edition):

Šidlauskaitė, Gabrielė. “Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize.” 2014. Masters Thesis, Vilnius University. Accessed March 03, 2021. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2006~D_20140701_191559-63229 ;.

Note: this citation may be lacking information needed for this citation format:
Author name may be incomplete

MLA Handbook (7^th Edition):

Šidlauskaitė, Gabrielė. “Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize.” 2014. Web. 03 Mar 2021.

Note: this citation may be lacking information needed for this citation format:
Author name may be incomplete

Vancouver:

Šidlauskaitė, Gabrielė. Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize. [Internet] [Masters thesis]. Vilnius University; 2014. [cited 2021 Mar 03]. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2006~D_20140701_191559-63229 ;.

Note: this citation may be lacking information needed for this citation format:
Author name may be incomplete

Council of Science Editors:

Šidlauskaitė, Gabrielė. Sėkmingas verslo pozicionavimas: prekinio ženklo vadyba remiantis 5D analize. [Masters Thesis]. Vilnius University; 2014. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2006~D_20140701_191559-63229 ;

Note: this citation may be lacking information needed for this citation format:
Author name may be incomplete

8. Pisanec, Miha. Vojak in voditeljstvo.

Degree: 2014, Univerza v Mariboru

URL: https://dk.um.si/IzpisGradiva.php?id=46522 ; https://dk.um.si/Dokument.php?id=68161&dn= ; https://plus.si.cobiss.net/opac7/bib/512593213?lang=sl

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V magistrski nalogi smo se v začetnem poglavju odločili opisati vojaško disciplino, ki je po našem mnenju zelo pomembna pri odnosih, ki se vzpostavljajo med… (more)

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V magistrski nalogi smo se v začetnem poglavju odločili opisati vojaško disciplino, ki je po našem mnenju zelo pomembna pri odnosih, ki se vzpostavljajo med vojaki in voditeljem v vojaški organizaciji. V nadaljevanju smo se osredotočili na vojaško organizacijo in na vrednote ter kompetence, ki jih imajo vojaki in voditelji. V vojaški organizaciji je v ospredju odnos podrejeni – nadrejeni, odnos, ki mora temeljiti na spoštovanju. Osredotočili smo se na vezo med vodjo in vojakom, ki se lahko posploši na odnos nadrejeni – podrejeni. Ta odnos smo poudarili, saj marsikomu lahko povzroča probleme, ker je težko nastopati v vlogi avtoritete, na drugi strani pa težko poslušati in brezpogojno slediti ukazom, ki jih nadrejeni izda. V naslednjih poglavjih magistrske naloge smo opisali prehod med posameznimi čini in karierne modele za posamezne nazive v Slovenski vojski. Izpostavili smo problem izobraževanja in napredovanja in pogoje za karierno rast znotraj vojaške organizacije. Odgovore na zastavljena vprašanja smo s pravnega stališča dobil s pomočjo analize dostopnih virov, kar smo preverjali z anketnim vprašalnikom. Vprašalnik je bil razdeljen med vojake in med voditelje. S pridobljenimi odgovori smo lahko na koncu predstavili svoje mnenje o rešitvah ter izboljšavah na raziskovanem področju.

In the introductory chapter of our master's thesis we decided to describe military discipline, which by our opinion is very important for the relations between soldiers and their leaders. Then we described military organization, transition between ranks, career paths, values and competencies, which are all very important for the employers in Slovenian military organization. Every relation between subordinator and dominator has to base on the respect. Soldier must otherwise comply with the orders, since ethic of military organization says so and of course there is also the contract which it is signed with entering, but still can't obtain a sense of humiliation by the leaders. In the following chapters of this thesis we described the transition between ranks and career models in the Slovenian army. We discuss the problem and highlighted the conditions for career growth. We have gained some topics by using a questionnaire that we distributed among the soldiers and leaders. Equipped with the answers we can finally present our opinion about solutions and improvements on the surveyed area. When writing a master thesis we were focused on the relationship between leader and soldiers that can generalize to the relationship between superior and a subordinate position.

Advisors/Committee Members: Podbregar, Iztok.

Subjects/Keywords: odnos vojak / voditelj; vrednote; karierni modeli; kompetence.; soldier / leader relations; values; career models; competencies.; info:eu-repo/classification/udc/355/359

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APA (6^th Edition):

Pisanec, M. (2014). Vojak in voditeljstvo. (Masters Thesis). Univerza v Mariboru. Retrieved from https://dk.um.si/IzpisGradiva.php?id=46522 ; https://dk.um.si/Dokument.php?id=68161&dn= ; https://plus.si.cobiss.net/opac7/bib/512593213?lang=sl

Chicago Manual of Style (16^th Edition):

Pisanec, Miha. “Vojak in voditeljstvo.” 2014. Masters Thesis, Univerza v Mariboru. Accessed March 03, 2021. https://dk.um.si/IzpisGradiva.php?id=46522 ; https://dk.um.si/Dokument.php?id=68161&dn= ; https://plus.si.cobiss.net/opac7/bib/512593213?lang=sl.

MLA Handbook (7^th Edition):

Pisanec, Miha. “Vojak in voditeljstvo.” 2014. Web. 03 Mar 2021.

Vancouver:

Pisanec M. Vojak in voditeljstvo. [Internet] [Masters thesis]. Univerza v Mariboru; 2014. [cited 2021 Mar 03]. Available from: https://dk.um.si/IzpisGradiva.php?id=46522 ; https://dk.um.si/Dokument.php?id=68161&dn= ; https://plus.si.cobiss.net/opac7/bib/512593213?lang=sl.

Council of Science Editors:

Pisanec M. Vojak in voditeljstvo. [Masters Thesis]. Univerza v Mariboru; 2014. Available from: https://dk.um.si/IzpisGradiva.php?id=46522 ; https://dk.um.si/Dokument.php?id=68161&dn= ; https://plus.si.cobiss.net/opac7/bib/512593213?lang=sl

Victoria University of Wellington

9. Nguyen, Trang Thu. Transactional Leadership in the Public Sector: Integrating Public Values.

Degree: 2020, Victoria University of Wellington

URL: http://hdl.handle.net/10063/9013

► Agreement exists that leadership studies should give increased attention to the application of generic leadership in specific contexts. In the public sector, a specific need… (more)

Subjects/Keywords: Public sector; Transactional leadership; Public Values -focused Transactional Leadership; Public leadership theorising; Leadership substyles; Public values; Organisational commitment; Psychological contract; Leader communication

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APA (6^th Edition):

Nguyen, T. T. (2020). Transactional Leadership in the Public Sector: Integrating Public Values. (Doctoral Dissertation). Victoria University of Wellington. Retrieved from http://hdl.handle.net/10063/9013

Chicago Manual of Style (16^th Edition):

Nguyen, Trang Thu. “Transactional Leadership in the Public Sector: Integrating Public Values.” 2020. Doctoral Dissertation, Victoria University of Wellington. Accessed March 03, 2021. http://hdl.handle.net/10063/9013.

MLA Handbook (7^th Edition):

Nguyen, Trang Thu. “Transactional Leadership in the Public Sector: Integrating Public Values.” 2020. Web. 03 Mar 2021.

Vancouver:

Nguyen TT. Transactional Leadership in the Public Sector: Integrating Public Values. [Internet] [Doctoral dissertation]. Victoria University of Wellington; 2020. [cited 2021 Mar 03]. Available from: http://hdl.handle.net/10063/9013.

Council of Science Editors:

Nguyen TT. Transactional Leadership in the Public Sector: Integrating Public Values. [Doctoral Dissertation]. Victoria University of Wellington; 2020. Available from: http://hdl.handle.net/10063/9013

AUT University

10. Wang, Qi. The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context .

Degree: AUT University

URL: http://hdl.handle.net/10292/11999

► Inspired by one of the oldest Chinese philosophies, Confucianism, this thesis investigates a well-established concept of leader–member exchange (LMX) in Chinese workplaces from an indigenous… (more)

Subjects/Keywords: Leader–member exchange differentiation; Leader–member exchange; Guanxi; Work engagement; Task performance; Organisational citizenship behaviour; Leader–member guanxi; Leader–member guanxi differentiation; Gender; Confucian values

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APA (6^th Edition):

Wang, Q. (n.d.). The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context . (Thesis). AUT University. Retrieved from http://hdl.handle.net/10292/11999

Note: this citation may be lacking information needed for this citation format:
No year of publication.
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Wang, Qi. “The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context .” Thesis, AUT University. Accessed March 03, 2021. http://hdl.handle.net/10292/11999.

Note: this citation may be lacking information needed for this citation format:
No year of publication.
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Wang, Qi. “The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context .” Web. 03 Mar 2021.

Note: this citation may be lacking information needed for this citation format:
No year of publication.

Vancouver:

Wang Q. The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context . [Internet] [Thesis]. AUT University; [cited 2021 Mar 03]. Available from: http://hdl.handle.net/10292/11999.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
No year of publication.

Council of Science Editors:

Wang Q. The Moderating Roles of Confucian Values and Gender on Leader–member Relationships: a Multilevel Analysis in the Chinese Hotel Context . [Thesis]. AUT University; Available from: http://hdl.handle.net/10292/11999

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
No year of publication.

Cranfield University

11. McKie, David S. A cross-cultural test of Implicit Leadership Theory.

Degree: Thesis (D.B.A.), 2003, Cranfield University

URL: http://dspace.lib.cranfield.ac.uk/handle/1826/8535 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.484587

► This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's… (more)

▼ This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.

Subjects/Keywords: 658.4092; Implicit Leadership Theory; Leader; Follower; Cargill Inc; Leadership values

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APA (6^th Edition):

McKie, D. S. (2003). A cross-cultural test of Implicit Leadership Theory. (Doctoral Dissertation). Cranfield University. Retrieved from http://dspace.lib.cranfield.ac.uk/handle/1826/8535 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.484587

Chicago Manual of Style (16^th Edition):

McKie, David S. “A cross-cultural test of Implicit Leadership Theory.” 2003. Doctoral Dissertation, Cranfield University. Accessed March 03, 2021. http://dspace.lib.cranfield.ac.uk/handle/1826/8535 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.484587.

MLA Handbook (7^th Edition):

McKie, David S. “A cross-cultural test of Implicit Leadership Theory.” 2003. Web. 03 Mar 2021.

Vancouver:

McKie DS. A cross-cultural test of Implicit Leadership Theory. [Internet] [Doctoral dissertation]. Cranfield University; 2003. [cited 2021 Mar 03]. Available from: http://dspace.lib.cranfield.ac.uk/handle/1826/8535 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.484587.

Council of Science Editors:

McKie DS. A cross-cultural test of Implicit Leadership Theory. [Doctoral Dissertation]. Cranfield University; 2003. Available from: http://dspace.lib.cranfield.ac.uk/handle/1826/8535 ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.484587

Duquesne University

12. McCloskey, Emma Lee. Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005.

Degree: EdD, Interdisciplinary Doctoral Program for Education Leaders (IDPEL), 2006, Duquesne University

URL: https://dsc.duq.edu/etd/901

► An ethnographic case study approach of a Pennsylvania non-profit organization was used to develop an understanding of leaders' values as they relate to organizational culture… (more)

▼ An ethnographic case study approach of a Pennsylvania non-profit organization was used to develop an understanding of leaders' values as they relate to organizational culture and organizational efficacy using testimony of organizational leaders and followers as well as organizational documents. Past Executive Directors, the current Executive Director, past Chairpersons of the Board of Directors and a random sample of Leadership Council members were interviewed using a semi-structured interview guide to answer the following research questions: How, if at all, do the values of a leader affect the organizational efficacy? How, if at all, do the values of a leader affect the organizational culture? What happens to organizational efficacy when there is a new leader? What happens to organizational culture when there is a new leader? Subjects were asked to participate through a mass mailing. Chairpersons of the Board of Directors and Leadership Council completed a return card to indicate their interest to participate. The informed consent procedure covered areas deemed appropriate by Duquesne University – title, investigator, advisor, source of support, purpose, risks and benefits, compensation, confidentiality, right to withdraw, summary of results and voluntary consent. Each interview was audio taped and professionally transcribed. The researcher compiled field notes. Pseudonyms were assigned to participants for confidentiality. The researcher treated all participants with respect and dignity. No harm came from the choice to participate or not. Forty years of information from the Board of Directors' minutes and twenty years of the non-profit's newsletter as well as the archival scrapbook was analyzed and coded. The following themes emerged from the study: External customer relationships contribute to change; Appointed leaders' values not sole determinant for change; Leaders' modeling of values promotes change; Leaders' effectiveness enhances organizational culture and change; Care and respect for client and community; Honesty and dedication to mission; Funding challenges are not an obstacle to efficacy; Congruency of values between leaders and followers key to morale and culture. Advisors/Committee Members: Leanne Roberts, Harold R. Ott, Judith A. Smith.

Subjects/Keywords: change in leadership; Leader Values; Nonprofit Leadership; nonprofit management; Organizational Change; organizational culture

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APA (6^th Edition):

McCloskey, E. L. (2006). Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005. (Doctoral Dissertation). Duquesne University. Retrieved from https://dsc.duq.edu/etd/901

Chicago Manual of Style (16^th Edition):

McCloskey, Emma Lee. “Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005.” 2006. Doctoral Dissertation, Duquesne University. Accessed March 03, 2021. https://dsc.duq.edu/etd/901.

MLA Handbook (7^th Edition):

McCloskey, Emma Lee. “Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005.” 2006. Web. 03 Mar 2021.

Vancouver:

McCloskey EL. Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005. [Internet] [Doctoral dissertation]. Duquesne University; 2006. [cited 2021 Mar 03]. Available from: https://dsc.duq.edu/etd/901.

Council of Science Editors:

McCloskey EL. Values as a Component of Leadership and Their Relationship to organizational Efficacy and Culture; An Ethnographic Study of Leaders' influence at a Pennsylvania Non-Profit Organization 1965-2005. [Doctoral Dissertation]. Duquesne University; 2006. Available from: https://dsc.duq.edu/etd/901

Université de Sherbrooke

13. Champagne-Racine, Jocelyne. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska.

Degree: 2016, Université de Sherbrooke

URL: http://hdl.handle.net/11143/8733

► Abstract : This thesis describes the implementation of corporate culture changes at a Desjardins credit union branch and analyses how the process was achieved while… (more)

Subjects/Keywords: Culture organisationnelle; Gestion du changement; Rôle du leader; Rôle des gestionnaires; Coopération; Valeurs et principes coopératifs; Corporate culture; Change management; Leader's role; Managers' role; Co-operation; Co-operative values and principles

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APA (6^th Edition):

Champagne-Racine, J. (2016). Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska. (Doctoral Dissertation). Université de Sherbrooke. Retrieved from http://hdl.handle.net/11143/8733

Chicago Manual of Style (16^th Edition):

Champagne-Racine, Jocelyne. “Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska.” 2016. Doctoral Dissertation, Université de Sherbrooke. Accessed March 03, 2021. http://hdl.handle.net/11143/8733.

MLA Handbook (7^th Edition):

Champagne-Racine, Jocelyne. “Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska.” 2016. Web. 03 Mar 2021.

Vancouver:

Champagne-Racine J. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska. [Internet] [Doctoral dissertation]. Université de Sherbrooke; 2016. [cited 2021 Mar 03]. Available from: http://hdl.handle.net/11143/8733.

Council of Science Editors:

Champagne-Racine J. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska: For a co-operative business culture : changing corporate culture, case study of Caisse Desjardins de Granby – Haute-Yamaska. [Doctoral Dissertation]. Université de Sherbrooke; 2016. Available from: http://hdl.handle.net/11143/8733

14. Champagne-Racine, Jocelyne. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska.

Degree: D.B.A., Coopératives, 2016, Université de Sherbrooke

URL: http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/QSHERU/TC-QSHERU-11143_8733.pdf ; http://savoirs.usherbrooke.ca/bitstream/11143/8733/4/Champagne_Racine_Jocelyne_DBA_2016.pdf

► Résumé : Cette thèse vise à décrire et explorer en profondeur la mise en œuvre d’une transformation de la culture organisationnelle de la Caisse Desjardins… (more)

Subjects/Keywords: Culture organisationnelle; Gestion du changement; Rôle du leader; Rôle des gestionnaires; Coopération; Valeurs et principes coopératifs; Corporate culture; Change management; Leader's role; Managers' role; Co-operation; Co-operative values and principles

11 more images…

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APA (6^th Edition):

Champagne-Racine, J. (2016). Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska. (Doctoral Dissertation). Université de Sherbrooke. Retrieved from http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/QSHERU/TC-QSHERU-11143_8733.pdf ; http://savoirs.usherbrooke.ca/bitstream/11143/8733/4/Champagne_Racine_Jocelyne_DBA_2016.pdf

Chicago Manual of Style (16^th Edition):

Champagne-Racine, Jocelyne. “Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska.” 2016. Doctoral Dissertation, Université de Sherbrooke. Accessed March 03, 2021. http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/QSHERU/TC-QSHERU-11143_8733.pdf ; http://savoirs.usherbrooke.ca/bitstream/11143/8733/4/Champagne_Racine_Jocelyne_DBA_2016.pdf.

MLA Handbook (7^th Edition):

Champagne-Racine, Jocelyne. “Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska.” 2016. Web. 03 Mar 2021.

Vancouver:

Champagne-Racine J. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska. [Internet] [Doctoral dissertation]. Université de Sherbrooke; 2016. [cited 2021 Mar 03]. Available from: http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/QSHERU/TC-QSHERU-11143_8733.pdf ; http://savoirs.usherbrooke.ca/bitstream/11143/8733/4/Champagne_Racine_Jocelyne_DBA_2016.pdf.

Council of Science Editors:

Champagne-Racine J. Vers une culture d'affaires coopérative : la transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska. [Doctoral Dissertation]. Université de Sherbrooke; 2016. Available from: http://www.collectionscanada.gc.ca/obj/thesescanada/vol2/QSHERU/TC-QSHERU-11143_8733.pdf ; http://savoirs.usherbrooke.ca/bitstream/11143/8733/4/Champagne_Racine_Jocelyne_DBA_2016.pdf

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Open Access Theses and Dissertations