<p> Increasing complexity and rapid change associated with globalization and the knowledge economy have diminished the relevance of traditional linear models of leadership. Researchers have begun to view leadership not in terms of individuals and hierarchal exchanges but as a collective influence process among members of a group to achieve shared objectives that focus on enabling learning and adaptation in organizations rather than predicting outcomes and controlling behaviors. Complexity theory and its central phenomenon, emergence, are particularly well-suited to study both new leadership approaches and how to manage social systems at a time when prediction and control are elusive. </p><p> At the same time, institutions of higher education have come to play an increasingly important role in knowledge-based economies and as important actors in economic and human development. Leadership research and practice in higher education have not kept up with this trend, and require a new approach in order to meet the demands of a highly dynamic and disruptive environment. Generative leadership, which focuses on constructing the rules, conditions and constraints for interaction, collaboration and experimentation throughout organizations, fostering innovation and adaptation, and may be particularly well-suited for the creation, dissemination and application of knowledge in higher education. In this context, a qualitative, multiple case study design was used to explore how generative leadership might foster emergence in four initiatives designed to increase the ability to create, disseminate and apply knowledge in an institution of higher education. </p><p> Two major findings resulted from this study. The first relates to the increased incorporation of generative leadership, emergence, and complexity theory into the existing research and practice on teams. The second major finding relates to the role that the study&rsquo;s results, along with the notions of generative leadership and emergence, can inform higher education pedagogy for continued transition into the knowledge age and beyond. The researcher hopes that this study, its results and findings promote a continued shift towards complexity- and emergence-based thinking to solve some of our most pressing knowledge challenges as we continue to move through a time of change and disruption. Ultimately the results and findings of this study could promote additional research on generative leadership, emergence and knowledge capacity in higher education for the benefit of local, regional and global social and economic ecosystems.</p><p>

<p> The subject of this quantitative research is the effect organizational commitment and job satisfaction have on retention and turn-over. This study seeks to determine validity and reliability of the three-component model of organizational commitment and job satisfaction survey as predictors of retention in the military. The population of this study was 20,108,332 current and former uniformed service members and civilian employees working for the military. Binary logistic regression and linear multiple regression were used to analyze predictors of respondents&rsquo; intent to remain and additional years of service. Results did not support a rejection of the null hypotheses. Post-hoc Pearson bi-variant correlation analysis was conducted to measure covariance between intent to remain and each independent variable: affective commitment, continuance commitment, normative commitment, and job satisfaction. Future studies should control for the variable of involuntary (forced) separation and use a more detailed tool such as commitment profiles.</p>

Control in organizations has drawn attention from those seeking to achieve greater efficiencies and productivity in organizations as well as from those skeptical and critical of organizational practices of control. However, despite the conflicting interests, both bodies of research acknowledge that control is fundamental to organizing and both see managers as 'agents of control', i.e., individuals in organizations who are vested with varying degrees of authority to achieve control. But neither has yet examined control from the perspective of these 'agents of control' to provide an understanding of how managers construe control, their attitudes and preferences towards varying aspects of control. To address that gap in the existing literature on organization control, this dissertation examines managerial conceptions of control in organizations. This study used Q-methodology, a research method that uses both quantitative and qualitative techniques to study human subjectivity. In the first phase of the study, fifteen participants from the US and fifteen participants from India were interviewed. In the second phase of this study, a Q-sort was developed from these interviews and from secondary literature. Fifteen participants from the US and fifteen participants from India sorted these Q-sorts online. The sorts were then factor analyzed. The resulting five factors were interpreted as five conceptions of control that were labeled as Autocratic, Bureaucratic, Technocratic, Sociocratic and Democratic perspectives of control. The autocratic perspective of control is characterized by the Theory X assumptions and the classic command and control worldview - "you do as I tell you to do". Lack of trust, close supervision of subordinates and personal power and authority marks this perspective of control. In the bureaucratic perspective of control, the center of control shifts from the individual to the organization and the means of control become more formal. The technocratic perspective takes a cybernetic-like technical approach to control in which the organizational framework, founded on rational rules and policies, is held supreme and everyone in the organization is seen as subordinated to that framework. Formal means of control are preferred, and having technical skills are held as important as having people skills for a manager to achieve control at the workplace. The sociocratic perspective too holds organizational framework as important but does not completely subordinate individuals to that framework; it leaves room for individual discretion and personal values in decision making. It relies on the organizational framework to gain legitimate authority but relies on social informal means to achieve control. The democratic perspective is relationship oriented, is skeptical regarding the effectiveness of formal means of control such as hierarchy and organizational policies, accords greater importance to relationships and trust, and relies on a more participative style of governance.

<p> This convergent parallel mixed-methods study was conducted to examine the attitudes of emergency medical services (EMS) stakeholders based on the &ldquo;EMS Agenda for the Future.&rdquo; A sample of 104 accident and emergency (A&amp;E) doctors, prehospital EMS providers, and A&amp;E nurses in Barbados participated. The tripartite model of attitudes (beliefs, affect, and behavior) was used as the theoretical underpinning. Data collected using electronic surveys and information from semi-structured interviews were analyzed. affect and belief measures exists across the three groups of EMS stakeholders. The application of regression models confirmed that a significant relationship between affect and belief measures of the EMS stakeholders existed. A significant relationship also exists between belief and behavior measures of prehospital EMS providers. This research places on improving public health by addressing the beliefs, affect, and behaviors of EMS stakeholders.</p><p>

Thesis (M.S. in Leadership and Human Resource Development)--Naval Postgraduate School, June 2004. / Thesis advisor(s): Roderick Bacho, Susan Hocevar. Includes bibliographical references (p. 47-51). Also available online.

Thesis (D.Phil.)--University of Oxford, 2008. / Supervisor: Dr Duncan Angwin. Bibliography: leaves 377-405.

Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 56-60).

Thesis (Ph. D.)--Arizona State University, 1991. / Vita. Includes bibliographical references (leaves [259]-265).

Thesis (PhD)--Macquarie University, Macquarie Graduate School of Management, 2005. / Bibliography: p. 241-260.

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2007. / A thesis submitted in partial fulfilment of the requirements for the degree of Master of Business Administration.