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Principles of empowerment from the Book of Nehemiah a leadership training program /Barfoot, Alison L., January 1999 (has links)
Thesis (D. Min.)--Gordon-Conwell Theological Seminary, Charlotte, NC, 1999. / Abstract and vita. Includes bibliographical references (leaves 207-218).
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Analysis of leadership styles and school performance of secondary schools in UgandaNsubuga, Yusuf Khalid Kibuuka January 2008 (has links)
The study sought to analyze the leadership styles of head teachers and school performance of secondary schools in Uganda. It was a mixed study that used both the qualitative and quantitative methods. It adopted a correlation survey research design that helped in establishing the relationship of leadership styles and school performance. In this regard, data for this study was collected on the independent variable, which was leadership styles, and that of the dependent variable, which was school performance. The relationship between the two variables was investigated in order to determine the strength of their relationship and the coefficients of determination existing between them. Together with observations during school visits, interviews were also conducted with head teachers and teachers and focused group discussions were held with selected students and parents, to identify factors affecting school performance and the effectiveness and relationship between leadership styles and school performance. The researcher discovered on the basis of an extensive literature review and the in-depth research undertaken that head teachers adopt a range of leadership styles. However, for the purposes of this investigation, the researcher examined the relationship between leadership styles in general and school performance, and later analyzed four leadership styles in relation to school performance. v While noting the many challenges and demands made on the head teachers during the execution of their tasks, the study underscored the need for the development of management and leadership skills amongst head teachers. The study established that unless head teachers are well equipped with knowledge and skills in management and leadership, they would not be able to improve school performance significantly. The study established that effective school performance requires visionary leadership, amongst others, and that there is a strong relationship between visionary leadership and transformational leadership, which is recommended for education leaders.
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The impact of culture on preferred leadership attributes : a Ugandan perspectiveMukasa, Geoffrey Sebuyika 11 1900 (has links)
The relative political stability in Uganda resulted In increased Foreign Direct
Investment (FDI) and growth in several national/multi-national organisations.
Furthermore, business leadership in Uganda has experienced change as the older
generation hand over the reins to the younger generation of business leaders who are
relatively more exposed to the Mrican management philosophy and leadership
models which are congruent with African culture and contextual issues. This study
investigated within a Ugandan context, leadership attributes that are perceived as
contributors to or inhibitors of outstanding leadership. It then determine whether,
when analysed by ethnicity (i.e. Bantu speaking versus non-Bantu speaking), the
researcher could identify meaningful differences in the culturally endorsed leadership
profiles; and link societal cultural attlibutes to preferred leadership attributes.
A triangulation method was used to conduct this cross-cultural research, which
combined archival data, a quantitative survey and personal interviews. The sample
comprised of 163 junior, middle and senior managers from over 15 organisations
within Uganda.
An adapted version of Project GLOBE questionnaire was used for the quantitative
survey, and results showed that out of the nine societal cultural dimensions, only
Power Distance and Institutional Collectivism cultural dimensions indicate significant
differences between Bantu speaking as compared to non-Bantu speaking managers.
Furthermore, out of the six leadership dimensions only Humane Orientation and
Charismatic / Value Based leadership dimensions, indicated significant differences
between the above mentioned. However, these results contrasted some avers of the
personal interviews.
The study concludes that societal cultural differences do exist between the Bantu
speaking and non-Bantu speaking managers and this may require some marginal
differences In the leadership attributes that a leader portrays. Nevertheless,
irrespective of ethnicity, the most preferred leaders' attributes in Uganda are
Decisiveness, Performance Oriented and Charisma 2: Inspirational; whilst the least
preferred leaders' attributes were Face-Saver, Self Centred and Malevolent. / Graduate School of Business Leadership / D. Econ. (Business Leadership)
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The impact of culture on preferred leadership attributes : a Ugandan perspectiveMukasa, Geoffrey Sebuyika 11 1900 (has links)
The relative political stability in Uganda resulted In increased Foreign Direct
Investment (FDI) and growth in several national/multi-national organisations.
Furthermore, business leadership in Uganda has experienced change as the older
generation hand over the reins to the younger generation of business leaders who are
relatively more exposed to the Mrican management philosophy and leadership
models which are congruent with African culture and contextual issues. This study
investigated within a Ugandan context, leadership attributes that are perceived as
contributors to or inhibitors of outstanding leadership. It then determine whether,
when analysed by ethnicity (i.e. Bantu speaking versus non-Bantu speaking), the
researcher could identify meaningful differences in the culturally endorsed leadership
profiles; and link societal cultural attlibutes to preferred leadership attributes.
A triangulation method was used to conduct this cross-cultural research, which
combined archival data, a quantitative survey and personal interviews. The sample
comprised of 163 junior, middle and senior managers from over 15 organisations
within Uganda.
An adapted version of Project GLOBE questionnaire was used for the quantitative
survey, and results showed that out of the nine societal cultural dimensions, only
Power Distance and Institutional Collectivism cultural dimensions indicate significant
differences between Bantu speaking as compared to non-Bantu speaking managers.
Furthermore, out of the six leadership dimensions only Humane Orientation and
Charismatic / Value Based leadership dimensions, indicated significant differences
between the above mentioned. However, these results contrasted some avers of the
personal interviews.
The study concludes that societal cultural differences do exist between the Bantu
speaking and non-Bantu speaking managers and this may require some marginal
differences In the leadership attributes that a leader portrays. Nevertheless,
irrespective of ethnicity, the most preferred leaders' attributes in Uganda are
Decisiveness, Performance Oriented and Charisma 2: Inspirational; whilst the least
preferred leaders' attributes were Face-Saver, Self Centred and Malevolent. / Graduate School of Business Leadership / D. Econ. (Business Leadership)
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