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Leadership competencies of the joint warriorSands, Milton J. January 1900 (has links) (PDF)
Thesis (M.S. in Joint Campaign Planning and Strategy)--Joint Forces Staff College, Joint Advanced Warfighting School, 2008. / Title from PDF title page; viewed on Dec. 12, 2008. "05 April 2008." Electronic version of original print document. Includes bibliographical references (p. 79-81).
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Leadership in crisis at Meadow View Community College : a case studyLeinbach, William T. 04 August 1997 (has links)
This case study of leadership in crisis at Meadow View
Community College (fictitious name) was undertaken to add to
the practical and theoretical knowledge and understanding of
presidential leadership issues that actually occur in
American community colleges. The college under study
one of nearly one-third of the community colleges in a
western state that recently experienced conflict,
controversy and crisis in leadership. The leadership crisis
was defined as the college president and members of his
administration receiving from campus constituents three
votes of "no confidence" in approximately two years. The
study focused on the problem of what can be learned from a
case study of one community college enduring a crisis in
leadership. Research questions guiding the study were: (a)
what does the literature have to say about leadership and
leadership in crisis; (b) how did the crisis in leadership
occur at the Meadow View Community College and what were the
situational preconditions and catalytic events surrounding
the crisis; (c) what were the perceptions of the leadership
crisis as viewed by the Board of Trustees, administrators,
faculty, staff, student leadership, and the college
president; (d) what did Meadow View Community College
constituents learn from the leadership crisis experience;
and (e) what can this case study of leadership in crisis
contribute to the body of knowledge in community college
leadership? The case study utilized naturalistic,
qualitative research methods, triangulation of data, and
rich "thick description" of respondents' constructions of
the leadership crisis context. Respondents (N=34)
included the college president, board members,
administrators, faculty, staff, and student leaders.
Events, patterns and themes which characterized the
leadership crisis context were described and fixed and
variable factors were identified. Findings suggested how
the college president and Board of Trustees may have averted
the crisis in leadership. / Graduation date: 1998
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The political sophistication of district-transforming superintendentsAlemán, Delfino Miguel 28 August 2008 (has links)
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Men and women in community college leadership: a qualitative studyGregg, Kori Ann 28 August 2008 (has links)
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A secondary group level analysis of the effect of leader support on the relationship between combat exposure and post-combat aggression and violenceBicknell, Graeme Charles 28 August 2008 (has links)
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Leadership as healing : developing an innovative partnership model in healthcare educationWallace, Juanita Swenson, 1947- 11 April 2011 (has links)
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A woman's way of leading : the story of a successful female school superintendentMcAndrew, Sara Boone 05 May 2011 (has links)
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Hispanic female superintendents' perceptions, construction, and enactment of educational, managerial, and political leadershipRodriguez-Casas, Maria Reyes, 1965- 01 August 2011 (has links)
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Leadership representations in South Korea and the United StatesYoon, Jeeyun 08 November 2010 (has links)
Numerous studies have shown that culture is a critical factor affecting leadership perceptions. Although these studies provide useful information about cultural differences, they overlook the fundamental difference between East Asians and Westerners, a holistic view versus an analytic view. In addition, these studies are based on methodologies in which verbal or pictorial stimuli are presented by researchers under conditions of high capacity, which does not allow other representational differences to be observed. This study investigates leadership representations in South Korea and the United States based on hypotheses about fundamental differences in social cognitive processing among South Koreans and Americans, as revealed in spontaneously generated visual productions. The results suggest that South Koreans have a holistic view, whereas Americans have an analytic view of leadership representations. Implications and future directions for research on cultural differences in leadership representations are discussed.
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Superintendent leadership for developing school districts as learning communitiesSoehnge, Karen Kay Franz 28 August 2008 (has links)
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