<p> This study considered the correlative value of servant leadership on admission team success at private universities in the Midwestern United States. The study examined university admission teams at several institutions. Participants completed questionnaires that helped to determine what, if any, servant leadership traits and attributes they display. These traits were cross-referenced with admissions individuals and team success ratios. As private universities in the Midwest strive to gain market position, an understanding of how servant leadership can enhance their admission teams is beneficial.</p>

<p> There are currently 4 different generations in the workplace, and the newest generation, Generation Y, has caused leaders within organizations to rethink their management and workplace cultural approach to leading this emerging generation. This qualitative phenomenological dissertation examines the work environment preferences of Generation Y contract managers who work in the Los Angeles area in the defense and aerospace industry by interviewing 11 participants from both the public and private sectors. The research indicates that this new generation, Generation Y or Millennials, prefer to have autonomy over their workload and schedule, but prefer to have their direct manager active in a mentoring and coaching role, rather than acting as a task-master. In addition, the participants in this study preferred a healthy amount of pressure, but not too much of a workload that would cause them to fail. Lastly, this dissertation found that Millennials have a high preference for innovation and using innovative technology in the workplace to increase efficiency.</p>

<p>This study attempted to identify the issues confronting athletic directors at the NCAA Division I FBS membership institutions from the following athletic conferences: American Athletic Conference, Conference USA, Mid American Conference, Mountain West Conference, and Sun Belt Conference. These conferences are considered to be non-BCS automatic qualifying conferences. Since the literature showed a lack of research on most of the issues that impact the university athletic director, this research attempted to present an enhanced perspective of the issues that the athletic director must confront in his or her career and daily life. The researcher utilized an explanatory sequential mixed methods research design to identify and explore the issues. Twenty-two of sixty-one athletic directors responded to a thirteen item electronic survey. Follow-up interviews were administered to six of the athletic directors who indicated a willingness to participate. Athletic directors identified fundraising, managing the budget and finance issues, and student-athlete welfare as the top three issues affecting his or her career. Athletic directors identified the following as those issues that consumed most of their time: fundraising, managing his or her department's budget, and staying current on NCAA regulations. Athletic directors identified the following as their most stressful issues: fundraising, budget, decision making, personnel, the pending autonomy of the high resource conferences, and general uncertainty. Warning signs identified by the athletic directors included: national lawsuits, declining attendance (both alumni/fans and students) at sporting events, and decreasing state support. In addition, individual athletic directors identified the following issues that may impact the future: negative impact on the United States Olympic movement due to significantly increased emphasis on football and men's basketball, impact of non-practioner perspective in governance of collegiate athletics, and possible significant change in the definition of amateurism.

Thesis (Ph.D.)--Indiana University, Dept. of Instructional Systems Technology, School of Education, 2005. / Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0067. Adviser: Thomas Schwen. "Title from dissertation home page (viewed Jan. 22, 2007)."

<p> The objectives of this explorative case study investigated a multistakeholder conflict in Tanzania Africa, using stakeholder theory as the theoretical foundation. While stakeholder theory has evolved and gained prominence as a method for reviewing conflict resolution processes it was important to conceptualize any discrepancies that could establish a framework for resolving conflicts in practice and in strategy. The research design analyzed five factors of framing, reframing, managing, power and trust with four different stakeholders involved in higher education loan conflicts. The results of the study showed distinct differences compared to previous research findings focused on multistakeholder conflicts. One primary distinction was characterization of the conflicts followed other studies however the lack of motivation to change was complex. There was a strong risk aversion which blocked a link for long-term solutions. Though like other studies competitive, collaboration and coalition for managing the conflicts were identified, risk aversion precipitated an unpredictable mixture of these management processes. Furthermore power imbalances and trust were identified as important aspects of multistakeholder conflicts; however this study linked the impact of results when risk aversion is included in the conflict. Finally, like other studies barriers to a strong conflict resolution process were related to normative values. However, this study enhanced the impact of a lack of societal values for motivating stakeholders to include normative values. It is recommended that further research be conducted to explore the implications of the multistakeholder conflict resolution model. </p>

<p> The multi-vendor consulting model is a transorganizational development topic that has gained importance as more organizations strategically source professional services, such as management consulting. Multi-vendor consulting models often require competitors to collaborate on service delivery, fostering coopetitive relationships. This research study acknowledged the paradoxical nature of coopetition and aimed to understand more fully the frequency of coopetition in the management consulting industry, the perceived benefits and risks of coopetition, and the key factors that motivate management consulting leaders to collaborate with their competitors on client engagements. The study revealed that there is a deeper level of motivation for management consulting leaders who chose to collaborate with competitors: the fear of missing out on current and future opportunities and the desire to develop stronger relationships in both their vertical and horizontal networks.</p>

<p> Leadership theories provide guidance, methods, and models for effective leaders. Many leadership theories, such as transactional, transformational, and servant leadership, identify a set of leadership traits or behaviors an effective leader possesses. Robert Greenleaf's (1970) servant leadership theory and characteristics have endured for decades. Greenleaf's servant leadership theory has resurfaced and grown in popularity as evidence by his work being widely cited in new publications, leadership journals, and articles on servant leadership (e.g., Ken Blanchard, Stephen Covey, and Peter Senge). </p><p> A number of authors have studied Eunice Kennedy Shriver and written about her leadership style, but no one to date has conducted an analysis to determine if her characteristics match those of a servant leader. This dissertation was a historical case study to recognize the leadership of Shriver and analyze the supposition that she was a servant leader. Shriver had the vision that became the Special Olympics movement that transformed the lives of people with intellectual disabilities and their families and communities worldwide. The fact that under the leadership of Shriver the Special Olympics achieved global success makes a study of her leadership style significant to the field of organizational leadership. </p><p> This qualitative case study sought to determine if leadership behaviors of the research subject, Eunice Kennedy Shriver, exemplified the 10 characteristics (behaviors) of servant leadership as defined by Robert Greenleaf (1970) and Larry Spears (1995, 1998b). </p><p> Servant leadership is the antithesis of leadership in much of corporate America. For decades, American managers of large corporations and the military have applied an autocratic (command and control) style of leadership. Servant leaders are selfless and seek to invest in the people they lead by genuinely caring about them and their success. They understand that success is realized through the efforts of their followers over selfinterest (Greenleaf, 1977). </p><p> Leadership can be a company's competitive advantage, and servant leadership can be the key element. Laub (1999) and Parolini (2004) found that organizations that fostered a servant leadership culture capitalized on the skills of both their employees and their leaders, which led to greater employee engagement and profitability (Block, 1993; Wheatley, 2005).</p>

<p> The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.</p>

<p> Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo? </p><p> An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer &amp; Nohria; Bibler; as cited in Gilley, Dixon, &amp; Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80&ndash;90%" (Cope as cited in Gilley, Dixon, &amp; Gilley, 2008, p. 153). </p><p> The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.</p>

<p> This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.</p><p> These scenarios outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.</p><p> This dissertation highlights the importance of research library managerial leaders developing a strategic vision and introduces scenarios as way to communicate that vision with provosts, the senior leadership team, librarians, and staff. How the library directors approach the strategic vision scenario provides insight into the challenges and barriers identified within the existing organizational culture.</p>