Ph.D.

Thesis (PhD) - Faculty of Business and Enterprise, Swinburne University of Technology, 2008. / A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Faculty of Business and Enterprise, Swinburne University of Technology - 2008. Typescript. Includes bibliographical references (p. 186-200).

Thesis (Ph.D.)--Hong Kong Polytechnic University, 2007. / Adviser: Edward Snape. Includes bibliographical references.

<p> The purpose of this study was to investigate the similarities and dissimilarities of leadership traits that create leader buy-in for an educational leader and a football coach; specifically, emotional intelligence, communication style, job competency, vision, and ethics, between an educational leader and a sports coach. The rationale of this study was to create recent literature that provided insight for leaders in multiple areas on how to transfer leadership skills to establish common goals and missions within their organizations. </p><p> Data was collected using a survey completed by 154 volunteer participants, along with interviews of 12 volunteer participants. A focus group of four volunteer participants was completed as well. The researcher also interviewed the leaders themselves to gain their own perspective of their leadership characteristics and ability to achieve constituent buy-in.</p><p> The survey results indicated at least 87%, and in many cases, over 90%, of constituents either <i>strongly agree</i> or <i>mildly agree </i> that his or her leader maintained control of his emotions (emotional intelligence), had an accurate understanding of his own strengths and weaknesses (emotional intelligence), communicated effectively (communication style), understood the skills and responsibilities needed to do his job effectively (job competency), understood the follower&rsquo;s responsibilities and role within the organization (job competency), successfully communicated the vision of the organization (vision), and displayed ethical behavior (ethics) throughout the course of his job. The interviews and focus group provided anecdotes and personal testimony to support the results of the survey.</p><p> The most prevailing themes that emerged from the data related to creating constituent buy-in fell under Emotional Intelligence; specifically, relationship building and making a personal connection. To that end, participants in both groups stated that the leader made them feel &lsquo;valuable,&rsquo; &lsquo;important,&rsquo;&rsquo; &lsquo;truly knew&rsquo; them and &lsquo;cared about them&rsquo; as much in a personal way, if not more than in a professional way. Participants indicated the leaders were also good in the other four areas as well. Statements made regarding their communication style were &lsquo;inspiring&rsquo; and &lsquo;clear&rsquo; while data from participant responses about job competency were &lsquo;a good coach&rsquo; and an &lsquo;ability to make tough decisions.&rsquo; Responses about vision were consistent in both groups in that a larger percentage of participants noted they could &lsquo;see&rdquo; the direction the organization was going because of how the leader described it and they wanted to be a part of fulfilling it. Both leaders rated high in ethics as well.</p>

<p> The International Baccalaureate (IB) program is an ambitious and challenging academic high school program. However, the IB program is not without its difficulties and shortcomings. Many IB students appear to sense various levels of social dissonance from the general student population. The purpose of this qualitative study was to investigate why nonacademic socialization is a significant problem between high school IB students and AP/traditional students. IB student/graduates and former/retired IB faculty members were used exclusively for this qualitative study. The focus of this qualitative study required analyzing the IB student nonacademic socialization lived experience. This qualitative study used a grounded theoretical methodology that included open-ended interviews. All interviews conducted were face-to-face, phone, or with the use of Skype technology. The coding analysis resulted in the emergence of four themes and sixteen subthemes. The four emergent themes generated a theoretical model that supported the central research question and two secondary research questions.</p>

<p> Systems engineering leaders have a huge impact on the success of acquisition programs in the defense industry. Many systems engineers are promoted to leadership positions based on technical merit without receiving the adequate leadership tools to succeed. This study explored the competencies that influence successful systems engineering leaders in the defense industry as well as the professional experiences that shape these leaders. The findings from this study are the result of a qualitative design utilizing 25 interviews from systems engineering leaders in the defense industry who have: (1) served as a systems engineering leader in a successful acquisition program; and (2) greater than 20 years of experience in systems engineering. This study resulted in five key findings of successful systems engineering leaders in the defense industry: (a) over 80% use the emotional and social intelligence competencies of adaptability, conflict management, influence, organizational awareness, self awareness, and teamwork; (b) over 80% use the systems thinking cognitive competencies of open minded, understands the big picture, understands systems from multiple perspectives, and understands interconnections; (c) over 80% use the leadership competencies of builds trusting relationships, communicates, empowers others, learns from successes and failures, makes timely decisions, promotes collaboration, and solves problems and analyzes issues; (d) over 80% have been enabled by professional experiences that include opportunities to broaden perspective, opportunities to collaborate and bring teams together, a culture that is tolerant of failure, and a culture that empowers others; and (e) over 80% have been developed to cultivate their acumen by learning by doing, using mentors, and using program management skills. The contributions and implications for practice are also discussed, as well as opportunities for future research.</p>

<p> The purpose of this qualitative case study was to identify the critical information components that school leadership and first responders in K-12 schools must receive to support decisions leading to successful outcomes with managing critical incidents. Critical incidents are instances that range from a rumor of an incident may or may not happen such as manmade, natural disasters, severe weather, active threat or active shooter. These types of incidents can begin without a warning or notice, which conveys the essence of this study on preparing school leadership to manage critical incidents in K-12 schools. Methods for planning, preparation, and communication of critical information to school leadership and first responders were explored. There were 13 school leadership and seven first responders who were experienced in managing critical incidents in K-12 schools and were interviewed face-to-face or by telephone. The participants responses were recorded, transcribed, and evaluated to identify common themes identifiable to managing critical incidents. The rate of reoccurrence of word frequency were used to sort the interview transcripts. The analysis of the interviews revealed six themes; managing critical incidents/experience; planning/preparation; collaboration; communication; emergency crisis management team/implementation; and debriefings. School leadership for K-12 schools can gain understanding related to critical incident response and advance communication because of these findings.</p><p>

<p> This mixed method case study examines the relationship between the authentic leadership of the pastor of Warsaw Community Church and his effectiveness as a leader in achieving the collective goals of the church from the perspective of his leadership team and direct reports. It examines how his level of authenticity affects the followers' desire to be a part of that authentic relationship. By using a quantitative method study the research assessed the following: (a) the authenticity of the pastor through self-assessment and follower feedback; (b) the leadership effectiveness of the pastor through self-assessment and follower feedback. The qualitative interview portion of the study provides insight and focus into how the level of the pastor's authenticity impacts his leadership effectiveness and the level of authentic relationship between the pastor and his followers. </p><p> The 12 participants took a combined Authentic Leadership Questionnaire (ALQ) and Lewis Pastoral Leadership Inventory (LPLI) online survey. Following the online survey, the interviews with the Founding Pastor's followers, three direct reports, the co-senior pastor and one chosen by the co-senior pastor, added to a richer understanding of the context and relationships.</p><p>

<p> This dissertation study examines how cable television executives are able to experience the phenomenon of candor with their teams. The research used a phenomenological research framework to gain an understanding of how cable executives are able to experience candor. Face to face interviews was the method and tool used to obtain the data. The cable executives were purposefully selected from the researcher&rsquo;s professional network to participate. </p><p> The research analyzed the data to reveal any common themes or undertones in how the phenomenon of candor is experienced. The research discovered that cable executives do experience candor and the environment to foster candor is a determining factor. Further analysis unveiled areas where the cable executives can influence the environment by building relationships, trust, and modeling the desired behavior. The environment influences feedback and employee performance. The research did find that cable executives do implement a level of discretion when dealing with confidential information. Discretionary candor varies and is dependent on the nature of the information in terms of the level of disclosure and nature of the relationship. </p><p> The research provides areas that warrant further research; how leaders create the environment and atmosphere that foster candor; is there a difference in how male and female leaders create an environment for candor; what are the human characteristics of leaders that accelerate the atmosphere and environment that foster candor; what are the human characteristics, emotional or mental state that followers and team members need to have to accept and contribute into a candid environment; and how candor contributes to employee retention. The areas for further research can assist new or existing managers and leaders accelerate the creation of the environment conducive to experiencing the phenomenon of candor.</p>

<p> In the early 2000s, technology innovation became a strategic choice for Saudi Arabia, supported by an increasing base of start-up technology businesses and young Saudis, who are considered a potential driving force for innovation and entrepreneurial activities. Since then, technological innovation encouraged more Saudi young people to become entrepreneurs or innovators. Thus, in mid 2000s, Saudi Arabia launched many initiatives related to innovation, science, and technology, such as the establishment of innovation centers and research parks, in an effort to support developing individuals who could potentially become future entrepreneurs. The purpose of this study was to identify the top leadership skills for running Saudi Arabian technology innovation centers and examine the key factors that affect the Saudi innovation environment. In addition, the SPELIT framework was used to identify the driving forces/factors affecting the Saudi Arabian innovation environment. This quantitative study used an online survey instrument to capture 78 responses from Saudi Arabian citizens. This study was limited by the shortage of available information and data about the Saudi Arabian technology innovation base. After collecting the data, the findings were analyzed and substantively discussed, leading the researcher to draw conclusions, highlight implications, and suggest a series of recommendations for policy, practitioners, and future research. The total male participation was more than female participation by almost 18%. The age mean was 34 and the majority of the respondents were highly educated. More than half of the respondents were either involved in the past or currently involved in innovation, with experience that ranged from less than 6 months to more than 5 years. About 60% of the respondents reported that they were either aware or completely aware of the concept of <i>innovation centers. </i> The study concluded that goal setting, self-confidence, and ability to motivate are the most needed leadership skills to lead an innovation center in Saudi Arabia. Additionally, it was found that young people; cooperation among the government, universities, and the private sector; and skilled human capital were the most three significant factors affecting the technology innovation environment in Saudi Arabia as perceived by respondents.</p>