The research studies school heads’ perception of the implementation of the new Moral and Civic Education (MCE) curriculum in Hong Kong primary schools. The MCE curriculum is positioned as a key task in curriculum reform since 2001. The present study recognises school leadership role in steering curriculum delivery in which school heads’ perception is one of the determinants in shaping curriculum execution. Qualitative approach is adopted to uncover the factors affecting the perception of school heads and subsequent implementation strategies. Purposive sampling of six primary school heads is identified for interview to collect data. Content analysis is employed to make inferences from the data reviewing how school heads’ personal belief and values orientation affect the delivery of the curriculum. The MCE curriculum, resting on virtue ethics projecting desirable values to be promoted, is appealing to the school heads. The MCE curriculum designed as values education, resonates Chinese culture emphasizing cultivation of virtue through education while at the same time addressing the societal expectation of the call for promoting national identity with the return of Hong Kong to China in 1997. Given the social and political context of Hong Kong, positive attitude is exhibited by all the sample school heads but they respond differently to the curricular role, reflecting a wide spectrum of understanding of the curriculum and pedagogical competency. The research findings propose the importance of a heightened awareness of school heads’ cognition of the curriculum but their attitude towards the curriculum is deterministic how the curriculum is implemented. The attitude taken hinges on the values and belief of school heads vis a vis organisation values of the school. A model portraying school heads’ awareness, attitude and action for curriculum implementation is recommended to further study school leadership with implications for theory building and practice.

This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.

This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.

Thesis (Ph. D.)--University of Washington, 2008. / Vita. Includes bibliographical references (leaves 132-137).

Thesis (D. Min.)--Denver Conservative Baptist Seminary, 1994. / Includes bibliographical references (leaves 184-191).

Thesis (D. Min.)--Denver Conservative Baptist Seminary, 1994. / This is an electronic reproduction of TREN, #090-0132. Includes bibliographical references (leaves 184-191).

Diplomová práce se zabývá pohledem čtyř skautských generací na ideje skautského hnutí po roce 1945 v Československu. Výzkum je zaměřen na 18. středisko Kruh v Praze. Práce se zaměřuje na proměny skautských idejí, ale i na proměny vedení a skautského programu. Výzkum je veden metodou orální historie, přičemž narátoři jsou vybíráni z řad 18. střediska Kruh. Cílem práce není podrobně zmapovat vývoj a historii vybraného střediska, ale spíše obecně nastínit, jakým způsobem se skauti museli ideově přizpůsobit politické a společenské situaci. Dále práce zkoumá způsob, jakým se ve skautském oddíle předává tradice a jak na sebe jednotlivé generace navazují. Klíčová slova: skauting, generace, hodnoty, vedení, význam

Thesis (D. Min.)--Trinity International University, Deerfield, Ill., 1998. / Abstract. Includes bibliographical references (leaves 141-145).