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The relationship between transformational leadership and church growth in the Korean immigrant churchKim, Seoung Kook, January 2005 (has links)
Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 2005. / Abstract and vita. Includes bibliographical references (leaves 185-194).
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Teyori lidechip ki soti non majinalizasyon or (leadership from the margins theory) re-exploring leadership in non-traditional ways /Baptiste, Moise R. January 2010 (has links)
Title from second page of PDF document. Includes bibliographical references (p. 113-119).
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Excellence in leadership a training program for Latin American indigenous mission leaders /Bradley, Edward T. January 2005 (has links)
Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 2005. / Abstract and vita. Includes bibliographical references (leaves 118-122).
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Training church leaders on how to create an environment that embraces their leadershipLee, Timothy W. January 2006 (has links)
Thesis (D. Min.)--Ashland Theological Seminary, 2006. / Abstract. Includes bibliographical references (leaves 219-223).
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The relationship between transformational leadership and church growth in the Korean immigrant churchKim, Seoung Kook, January 2005 (has links)
Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 2005. / Abstract and vita. Includes bibliographical references (leaves 185-194).
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Program evaluation of the leadership course Discipleship for Leadership at Burlingame Church, Portland, OregonLittle, Bradley K. January 2006 (has links)
Thesis (D. Min.)--Dallas Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 103-107).
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Core and peripheral cultural values and their relationship to transformational leadership attributes of South African managersOelofse, Eriaan. January 2006 (has links)
Thesis (Ph.D.(Psychology))-University of Pretoria, 2006. / Abstract in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.
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The effect of organisational culture and leadership on CRM implementation in Saudi Arabian organisationsBasahel, Sarah January 2016 (has links)
Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship is critical to develop leadership approaches for the implementation of CRM in different contexts. This study aims to explore how CRM implementation is impacted by the organisational culture and leadership in Saudi Arabian organisations. Three companies, Company (A), Company (B) and Company (C) were used as case studies. Data as collected using semi structured interviews. This thesis finds that leadership plays a very critical role in implementation of CRM in Saudi Arabia especially because leadership has the capability to influence culture as well, especially in high power distance societies like Saudi Arabia. Findings from case study organisations indicate that leaders adopted transactional and autocratic leadership styles in implementation of CRM. These leadership styles have resulted in a number of problems in coordination, communication and implementation of CRM as well as low levels of interaction between top management and the employees working at the front end. This study finds that an autocratic leadership style negatively influences customers’ experience in customer-oriented industries. Moreover, organisational culture plays an important role in implementation of CRM system. It shapes how employees interact with each other and how they interact with their superiors and subordinates and guides employees about what to do and what not to do, including practices, values, and assumptions about their work. This study also found that organisational culture plays an important role in planning implementation and effectiveness of CRM systems in organisations. If there is a mismatch between organisational culture and an information system, it can lead to a number of problems such as delays in offering services to customers.
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Motivace ke změně v rámci týmové komunikace / Motivation for Change within the Team CommunicationBláhová, Martina January 2015 (has links)
The aim of the thesis was to facilitate the implementation of process change in the company KS-Europe, s.r.o. For this purpose, I conducted a survey in that enterprise through which I examined the feelings and opinions of employees for future change. On the basis of the survey was identified risk areas in preparation for the change about which I informed the director of the company that he could possibly take appropriate measures to alleviate the course of change. Approximately two months after the introduction of the change I conducted structured interviews with the director of the company, the chief of Heftshop and two employees. These interviews were analyzed by comparison to assess the overall course changes.
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The Making of Leaders: An Examination of the Relationship between Emergent Leadership Behavior and Effective Leadership Behavior at the Collegiate LevelLowe, Alexis Christina 17 May 2021 (has links)
No description available.
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