Thesis (Psy. D.)--Indiana University of Pennsylvania. / Includes bibliographical references.

Thesis (Ph. D.)--Duke University, 2007. / Includes bibliographical references.

Thesis (M. Phil.)--University of Hong Kong, 1999. / Includes bibliographical references.

As the growing body of literature draws on various theoretical perspectives of ambidexterity - an organization’s ability to balance both exploration and exploitation activities - an important stream has emerged that focuses on the role of leaders in the development of ambidexterity. This thesis is seeking to advance knowledge on how SME leaders engage in ambidextrous leadership to respond to the complexities of innovation and improve employee’s innovative behaviors as well as overall business performance. Using survey generated data from 98 SMEs, the first paper reveals that opening and closing leadership behaviors predicted employee explorative and exploitative innovation behaviors respectively above all control variables. The combination of both leadership behaviors also predicted employee ambidexterity. A significant revelation was that the effect of ambidextrous leadership behaviors on employee innovation behaviors is mediated by adaptive/flexible leadership behavior. The second paper investigates the association of potentially relevant antecedents: personality traits, emotional intelligence, adaptive/flexible leadership, transformational leadership and transactional leadership to ambidextrous leadership behaviors (including opening leadership behaviors and closing leadership behaviors). With the exception of personality traits which showed no relationship to ambidextrous leadership, the other independent variables showed varying relationships to ambidextrous leadership. Using a qualitative methodology (interviews), the third paper explores ambidextrous leadership behaviors in female entrepreneurs in relation to gender-role identity. Our findings from semi-structured interviews with 14 female entrepreneurs in Wales reveal that female leaders in our study are mostly androgynous and ambidextrous. Our results demonstrate that female entrepreneurs have little or no consideration for gender stereotypes in performing their leadership duties. Rather, greater focus is placed on demonstrating their competence using traits and leadership behaviors that drive goal accomplishment including the integration of stereotypic masculine and feminine leadership behaviors as considered necessary. Additionally, we observe that the choice of leadership behavior/trait that is emphasized at any point in time is contingent on contextual or situational demands of work as well as individual competencies of the entrepreneur. Overall, this thesis highlights theoretical and practical implications for ambidextrous leadership. Further, it provides steps towards effective understanding of ambidextrous leadership development and practical applications. This thesis indicates that ambidextrous leadership is important for SMEs seeking to enhance employee innovative work behaviors.

<p> Leading the Church of God as an elder can be exhausting to body and soul. The challenges of pastoral leadership wear out and wear down the best of men. When these leaders find themselves unable to continue to provide healthy leadership, they may be experiencing vocational burnout. This project seeks to equip church leaders with the skills to resist burnout and build resilience. </p><p> The project director reviewed an extensive amount of literature, both from the secular and sacred communities, to develop insight into the nature of burnout and the practices that prevent burnout and encourage personal and professional health. The director's studies produced a working definition of burnout and self-care. Readers will find an extensive description of burnout's symptoms and stages. In the area of self-care, readers will discover a special emphasis on the common demands and pressures faced by pastors along with a variety of insights from ministry experts on best practices to ensure a whole-personed experience of health. The director's summary of his findings is published in appendix E, "A Pastor's Manual for Resisting Burnout and Building Resilience." </p><p> This resilience, built into the body and soul, provides a reservoir of physical and spiritual health that blesses the pastor personally, relationally, and professionally. These practices deepen the pastor's life, protects the pastor's family, and increases the quality and longevity of his pastoral ministry. Pastors who practice biblically wise self-care can resist burnout, build resilience, and set a God-honoring example to those they lead.</p><p>

1. The aim of the thesis is threefold: i) to present a fully dynamic analysis of leadership among the Baluch in the Persian Province of Baluchistan, ii) to illustrate the sociological distinction (or lack of it) between sacré and profane on different planes in the society, iii) to make some advance in the theoretical treatment of personality as a sociological factor in leadership. 2. The Baluch in general form a linguistic and sub-cultural unit within the broader cultural context of Eastern or Iranian Islam. The Persian Province of Baluchistan, which is roughly coterminous with the area of Persia where the Baluch form the majority of the population, is an isolated area which presents great extremes of altitude, climate and fertility. Natural conditions break the society down into small communities (whether settled or nomadic), and force it into dependence on a combination of agriculture and pastoralism in varying proportions. In almost every aspect of the material culture utter simplicity and dependence on the environment is evident. However, complex patterns of movement and other sociological factors keep all communities and classes constantly in touch with each other, and counteract the fragmenting effect of the the environment. Baluch society within the Province consists of: i) Balush - who are predominantly nomadic, ii) shahri - who are generally peasants, iii) ghulāms - who until recently were slaves, and iv) a superstructure of dynastic families, for which however there is no native term. From the point of view of leadership, there are also four role-statuses: i) kamāsh - who may be secular or religious, ii) maulawi - who is religious, iii) darwish - who is also religious, and iv) "chief" - who is secular, and for which there is no really equivalent native term. Political aspirations invariably function through one or other of these role-statuses, which however cannot be said to form a structure. A chief must be a member of a dynastic family, and is a leader by definition. Holders of the other three role-statuses are only potentially leaders: they may or may not lead in fact. The chief is generally but not necessarily more powerful than holders of the other role-statuses. Every man inherits a tribal name agnatically, and the word for tribe (zāt) is best translated as "birth status". However, the zāt of a man's mother is also an important factor in determining his status. He may only improve his status within limits by his own achievements. There are also institutionalised forms of behaviour for particular occasions and situations, and there is a "formal" religion - Islam. Beyond these factors there is no institutionalisation in the society, and so there is practically no specifically political institutionalisation at all. Furthermore, the terms for the three role-statuses which are named in the society are all of alien origin. 3. This situation makes it impossible to understand and analyse realistically the present framework of political conceptions in the society without taking cognisance both of the history of these conceptions and of comparative material from neighbouring societies, for all of these conceptions have at least archaistic aspects, and in some respects contact with the semantic origin of the term still conditions its use within the society. In general, a zāt represents a group of immigrants to the Province. The people who brought the name "Baluch" and the Baluchi language into the Province appear to have arrived there in the 11th century. There is evidence that agriculture flourished in the Province before the Baluch came, but we know nothing of any pastoral life there before them. The names of the main agricultural settlements were the same before the Baluch came as they are now. There are no other pre-Baluch names in the Province. On the basis of the historical and comparative data available a theoretical model is constructed to demonstrate the synchronic and diachronic contexts of the present situation. This model is particularly relevant to the study of: i) relationships between settled and nomadic and the mixture of various ethnic, cultural, and linguistic groups; ii) the ways in which social stratification may result from such mixtures; iii) how certain political relationships - particularly the feudal relationship - may develop in these circumstances, and, iv) how the constellation and importance of kin and affinal relationships may be affected. 4. The kinship terminology is simple and cognatic. There are strong ties between brother and sister, and between cousins. Brothers and sisters generally inherit equal shares of land, except that the eldest son may be given an extra share. Livestock is gnerally inherited by sons only. Landownership is only of secondary importance to leadership. Marriage preference (for first or only wives) is for "cousins", and the bride-price is high and not affected by the choice of a father's brother's daughter. Some communities and classes are generally monogamous, others generally polygymous, and it is possible to discern a difference in the function and conception of marriage in the two cases. Matri- and patri-locality is better interpreted in terms of the fact that solidary political groupings (formed by marriage or allegiance) are generally more important sociologically than geographical and seological groupings. Among the nomadic Baluch a corollary of the orientation towards kinship, tribal affiliation, etc., is the instability of the individual camp. Marriage and inheritance practices reinforce "class" identity - particularly in the dynastic families where this identity is most important. Similarly, because of these practices, members of dynastic families acquire ownership interests in widely scattered pieces of land, and are therefore encouraged to move about continually. 5. The dynastic families form a superstructure. The chief is generally the paramount leader in a certain area, and has a certain vaguely defined "people". There are communities and areas without chiefs. Holders of the other role-statuses may also function as paramount leaders. Any leader automatically qualifies for one or other of the traditional role-statuses. This essay is concerned primarily with the chief who is seen (by the Baluch) as the most typical form of paramount leader but for whom nevertheless there is no native term. The main functions of the leader are to provide social control and initiative, but he also personifies the prestige of the community. A chief (or other leader) rules generally through kenash, who form the basic political denominators of the society. Neither is directly chosen or elected by the other. The extent of a leader's power depends basically on two factors: i) his "ecological" situation, i.e. parentage, alliance, etc. ii) his "personality", of which the first is little use without the latter, but the latter is to a large extent confirmed by the former. A certain quality attaches to this personality of the leader - particularly in the case of the chief - who has affinities with Weber's "charisma". In the Baluch Period (before 1928), where possible a chief operated from a fort in an agricultural centre, and generally either owed (informal) allegiances to a senior chief, or was owed allegiances by another chief or chiefs. He was traditionally entitled to a tithe on the produce of the land he controlled (apart from his major share of the produce from the land he owned), and service from the pastoralists. In addition to this in many cases he also collected a tax (in origin nourped from the Persian Government) from all sections of the population.

Thesis (M.S.)--State University of New York at Binghamton, Department of History, 2005. / Includes bibliographical references.

The New Zealand Labour Party's election victory on 14 July 1984 resulted in an official rejection of the global strategy of nuclear deterrence. This action was the most fundamental challenge to the defence relationship between New Zealand and the United States since the signing of the ANZUS Treaty on 1 September 1951. This thesis is concerned with the effect of Prime Minister David Lange's personality on the resulting dispute between the two nations. This qualitative study utilises a theoretical framework articulated by Margaret G. Hermann which seeks to demonstrate the relationship between the idiosyncratic characteristics of leaders and the foreign policy behaviour of their respective nations. In order to effectively conduct this study, a number of key individuals involved in various aspects of the ANZUS dispute were interviewed by this author. It should be noted that David Lange was seriously ill throughout the course of this study and was unable to be interviewed by the author. Sir Geoffrey Palmer declined to be interviewed for this study. Following the introductory chapter of this study, a review of the literature concerned with the analysis of leadership and personality is undertaken. The powers of the Prime Minister in the New Zealand political system are examined as are the events surrounding the execution of New Zealand's anti-nuclear policy and the ANZUS dispute. This thesis then assesses the effect of Lange's personality on the dispute through an examination of situational factors, and a variety of aspects of his personality. This thesis finds that Lange's personality was instrumental in determining the course of events in the ANZUS crisis. Furthermore, this study concludes that Hermann's theoretical framework is a useful tool in determining the effect of a leader's personality on a particular foreign policy outcome.

Research has shown that managerial leaders have a higher motivational need for power than those in other positions. A leader's personality traits have been shown to affect organizational performance. Leaders who score high in dark traits (undesirable personality attributes shown to predict career derailment across organizations, levels, and positions) could also be more likely to use company resources for personal gain. There is a paucity of research examining the correlation between managerial dark traits and the need for power. The purpose of this study was to examine the relationship between managers' dark trait scores as measured by the Hogan Development Survey (HDS), and their motivational need for power as measured by the Hogan Motives, Values, and Preference Inventory (MVPI). The effect of Ambition as measured by the Hogan Personality Inventory (HPI) was used as a mediating variable upon dark traits scores and the need for power. The dependent variable in this study was the need for power, and the independent variables were the 11 personality traits measured by the HDS. Participants were managers and executives provided by Hogan Assessments database (N = 500). Multiple regression analysis revealed a significant correlation between the dark traits of those who move against others and their need for power. Ambition had a small effect in mediating the dark trait scores and the need for power. If selection committees could use the HDS and remove candidates with high scores in dark traits that move against others, they could remove many who could be likely to abuse the executive position through a strong need for power. Potentially destructive leaders could be avoided, leadership career derailment could be averted, and even corporate criminal activity might be prevented.