Struggle for leadership relevance in the African continent : a study of Nigeria and South Africa (1994-2012) / Onyebukwa, Chijioke FrancisOnyebukwa, Chijioke Francis January 2013 (has links)
Thesis (M.Soc.Sc.(International Relations) North-West University, Mafikeng Campus, 2013
Peer Reviewed by Christina R. Kalel / Edited by Dr. Brandy A. Brown and Romi C. Wittman / This paper analyzes Michael McDonald, a leader in the nonprofit sector in Tucson, Ariz., through the lens of leadership effectiveness. The analysis was written after a personal interview with McDonald, during which he answered questions in regard to leadership. The analysis covers his personal view on leadership and the key roles and responsibilities that he feels are associated with leading. His leadership skills and characteristics are also examined. The analysis discusses McDonald’s communication style, conflict style, and personality type. The sources of leader power specific to Michael McDonald in his current professional role are also explored.
An analysis of leadership opportunities, experiences and influence at the United States Naval Academy from the perspective of midshipmenStonaker, Kristopher W. 06 1900 (has links)
This thesis explores the leadership opportunities available to midshipmen at the United States Naval Academy, from the perspective of the midshipmen. The purpose was to identify which leadership opportunities, experiences and influences are viewed as highly beneficial to their development as leaders. The research was primarily qualitative in nature, using focus groups with 12 cohorts of midshipmen. Additionally, a quantitative analysis was conducted to compare and contrast the results. The results of this study indicate that the midshipmen primarily learn leadership from other midshipmen, role models, formal leadership positions they fulfill (specifically small unit leadership positions), gender relations and the classroom environment. This thesis presents recommendations to highlight and expand additional leadership positions, experiences or opportunities for midshipmen leadership development. Recommendations for improvements in leadership instruction are also provided
The U. S. Army is undergoing a substantial departure from its historical underpinnings to adapt and succeed in the emerging arena of asymmetric warfare-i.e., migrating from a traditional 'heavy' approach to an agile and responsive capability. Changes are not limited to equipment and doctrine, but are pervasive throughout all aspects of infrastructure and processes, including leadership. Army Transformation is outlined by the Department of Defense (DoD) April 2003 Transformation Planning Guidance and the subsequent 2004 Army Transformation Roadmap. One tenet of leadership transformation includes increased capability to develop and sustain innovation. This paper analyzes civilian leadership competencies and capabilities related to the current Army training environment and identifies leadership competencies and capabilities deemed crucial for civilian leadership transformation. A researchers-developed survey and interviews revealed noteworthy conclusions, including the following: (1) Civilian and military personnel share a common view of core leadership competencies required for transformative change; (2) Diversity of leadership experiences was widely regarded as a core leadership competency and is generally considered inadequate for civilian leadership; and (3) Cultural differences between civilian and military leadership are narrowing, but momentum must be nourished and encouraged to affect positive and permanent leadership improvements for Army civilians.
Delaney, James F.
CHDS State/Local / Effective recruitment strategies are essential to the maintenance of an all-volunteer military. Shortfalls in recruiting, such as those that have been experienced by the Air National Guard, U.S. Army, Army National Guard, and Army Reserve, threaten the viability of national military strategies that call for the U.S. military to be capable of simultaneously fighting two major wars and dealing with catastrophic man-made or natural disasters such as Hurricane Katrina. The Florida Air National Guard has been well ahead of its goals. Through successful recruitment policies, the Florida Air National Guard is, and will continue to be, "Ready, Relevant, and Reliable." This research is to identify the best practices that the Florida Air National Guard uses to recruit professional personnel and examine how these practices could be applied to other Air National Guard organizations along with other branches of the service. An empowered Recruiting and Retention Superintendent along with an innovative team approach have been successfully implemented and used by the Florida Air National Guard since June 2000. Many of the recruitment issues that the military faces today can be resolved by adopting the Florida Air National Guard's very successful model of leadership, communication, empowerment, and a team approach. The information presented in this thesis will draw on a variety of sources to show that the effective utilization of the Florida Air National Guard Recruiting and Retention Superintendent has had a dramatic and successful impact on the Florida Air National Guard's recruitment efforts. Based on secondary research, interviews, statistical analysis and an evaluation of present and past practices, this thesis will provide a path for recruiting that is focused, has a streamlined chain of command, along with the entire state recruiters working as a team to meet the needs of the entire state recruiting goals.
Building line officers into financial managers: an analysis of the process and recommendations for improvementCutter, David C. 06 1900 (has links)
Approved for public release; distribution is unlimited / With a FY 2004 budget of $1 14 billion, there is no question that the Department of the Navy is involved in big business. If compared to the sales revenues of the Fortune 500, the Navy would rank sixth. After having weathered a prolonged drawdown through the 1990's, Naval leadership must recapitalize its aging legacy systems. The plan to accomplish this task is the Sea Enterprise component of the Navy's Sea Power 21 strategy. In order to reach these goals, the Chief of Naval Operations needs a cadre of business-savvy line officers who can properly allocate scarce resources. The core of this group is comprised of line officers who hold the Financial Management (FM) subspecialty designator. This thesis applies a managerial control system approach to the process of filling Financial Management billets with properly qualified FM line officers. Complex and multifaceted, the process contains three distinct components: promotion, assignment and education. After examining levers of control that can be accessed by the FM community manager, this thesis identifies system weaknesses. Recommendations to solve the weaknesses include improved control and tailored incentives. The combination of control and incentives could improve the qualification rate of the Navy's FM officer positions and, ultimately, allow the Navy to meet its Sea Enterprise goals. / Commander, United States Navy
23 February 2010
D.Phil. / The purpose with this research is to identify the factors that influence the complexity of leadership and the manner in which leaders deal with such complexity. To achieve this purpose, the following objectives were pursued: • To identify the key drivers that increase complexity at organizational and individual level; • To develop a theoretical competency framework for leaders to deal with increased complexity; and • Given this framework, to identify the required leadership competencies for dealing with increased complexity. The literature review focused on identifying factors of complexity that impact on leadership. The identified factors were in turn verified in the qualitative phase of the research, during which interviews were conducted with ten stratum IV leaders of different business units in one organization. The results of the qualitative research were further explored with the aid of quantitative research on 15 business units in the organization. However, no statistical comparison was made between the business units due to the insufficient response from each business unit. The research results highlighted five factors that contribute to complexity, namely: (1) values and ethics; (2) the impact of technology; (3) diversity; (4) roles and processes pertaining to leadership; and (5) roles and processes pertaining to management. The results further indicated three competency groups that deal with complexity, namely intrapersonal, interpersonal and organizational competencies.
No description available.
Reichard, Rebecca J.
Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (viewed Feb. 8, 2007). PDF text: xv, 282 p. : ill. (some col.). UMI publication number: AAT 3216428. Includes bibliographical references. Also available in microfilm and microfiche format.
Drengler, Kathleen A.
(has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2001. / Field problem. Includes bibliographical references.
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