Made available in DSpace on 2015-03-05T19:36:35Z (GMT). No. of bitstreams: 0 Previous issue date: 20 / Nenhuma / Estudos científicos sobre as emoções despertam interesse por interpretarem fenômenos em torno do comportamento humano. Nesse contexto, ganha destaque o modelo quadrifatorial de Inteligência Emocional (IE), que considera a IE um conjunto de habilidades para compreender emoções e fazer seu uso de forma mais efetiva e consciente nos relacionamentos. Mais comumente associada a estudos de condições clínicas crônicas, a Qualidade de Vida contribui para adicionar as dimensões física, psicológica, social e ambiental dos sujeitos ao contexto de análise. O objetivo deste estudo foi o de avaliar a inteligência emocional de líderes organizacionais e possíveis relações com a qualidade de vida destes. A amostra foi composta de 30 lideranças organizacionais, sendo metade homens e metade mulheres. Foram utilizados os testes Mayer, Salovey e Caruso Emotional Intelligent Test - MSCEIT e o QV / OMS Simplificado. Os resultados apontaram para algumas diferenças de gênero e idade. Mulheres em posição de liderança são mais insat / Scientific studies about emotions arouse interest for interpreting events around human behavior. In this context, emerges de Four-Branch Model of Emotional Intelligence (EI), that considers EI as a group of abilities to understand emotions and use them at relationships in more effectively and conscious way. More often associated to health care studies, the Quality of Life concept contributes to understand different dimensions – physic, psychological, social and environmental – at the subjects’ analysis. The purpose of this study is to assess managers´ EI and to investigate its correlation with their quality of life. The sample was composed of 30 subjects (15 men – 15 women). The instruments used were the MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test) and the WHOQOL - Brief (World Health Organization Quality of Life Questionnaire – Brief version). The results showed some gender differences. Women in leadership position are more unsatisfied with their quality of life than man and the younger leader

The purpose of this thesis is to shed some light on the topic of top-managers' awareness and use of communication in organizations with hopes of increasing awareness and understanding of communication use in an organizational context for managers and students alike. Interviews were conducted and questionnaires e-mailed to respondents. Findings pointed towards great awareness of many aspects of communication, channels and barriers and an understanding of its impact in listeners. Use of verbal communication channels also seemed to be favored among the respondents. However, questions are raised as to the efficiency of value building when using communication channels with a low degree of personal contact between sender and receiver and what the possible influences it can have on employee cynicism and identification towards the organization. An increased use of personal contact is recommended, but as managers' communication is largely controlled by time and a daily schedule, use of rhetoric seems more likely as a means of circumventing some of the possible negative aspects.

Abstract A Front-End Analysis Study of the Perceived Correlation Between Educational Leadership and Student Success. Kathyleen Wyatt, 2016: Applied Dissertation, Nova Southeastern University, Abraham S. Fischler College of Education. Keywords: Organizational Leadership, Student Success, Higher Education, International Student Success, Faculty-Student Interaction, Sustainability, Student Retention, Student Engagement. The problem addressed in this qualitative case study concerned the challenges of student success in the four-year degree program at a multicampus institution of higher learning in northern Florida. The purpose of this qualitative case study was to assist leaders in the institution of higher learning in northern Florida in determining if a leadership growth plan could be a valuable component of a future and comprehensive professional development plan to increase student success. The triangulated case study was designed in order to generate unbiased, rich, and in-depth information from those involved in degree programs at the study site. Students, administrators, and teachers were surveyed and interviewed and provided information pertinent to the impact of leaders and leadership skills on student success. In conjunction with the qualitative analysis and case study approach, a front-end analysis was conducted to provide school leaders with reliable and valid information on which to base their future decisions. Success for this study was defined as the percentage of students in the four-year college study site who remain in school, increase their mean grade point average and, thus, eventually graduate or choose to transfer to another institution of higher learning. The researcher developed and implemented this front-end analysis study using qualitative methods of data collection. The emergent themes from the data analyzed enabled the researcher to provide school leaders with the information and, based on the findings, how it could be used to maximize the resources available at the institution in order to allow college students to reach their full potential. The narrative information and survey results in this final report provide a synthesis of the perceptual correlation between organizational leadership and student success and the implications of developing a shared leadership organizational model within the organization and its probable effects on measures of student outcomes.

Indiana University-Purdue University Indianapolis (IUPUI) / This paper introduces a unified model for organizational change that is designed to help change analysts think through the decision-making process. Most organizational leaders do not manage change effectively because they fail to acquire the minimum amount of information necessary to make a sound decision. In large part, this deficiency is a result of considering only a small part of the organization’s total change reality, which can be expressed in terms of the following four categories: 1) Environment creates change, 2) Organization responds to environmental change, 3) Organization initiates new changes, and 4) Organization changes environment. Through the principle of diagnostic communication, leaders can adjust to the incoming changes [categories 1 and 2]. Through the principle of rhetorical communication, they can create effective outgoing changes [categories 3 and 4]. Through the principle of dialogical communication, they can achieve a strategic balance between too much conformity, which results from diagnostic communication in isolation, and too much non-conformity, which results from communication in isolation. By understanding and communicating about change from this multi-dimensional perspective, organizational leaders, both designated and non-designated, can learn to appreciate the extent to which they influence and are influenced by the larger cultural environment of which they are a part.

This was a qualitative, multiple-site case study that examined the leadership styles before, during, and after a major organizational transition. The purpose of the study was to determine if a major organizational transition affected the leadership styles of organizational leaders. It also sought to determine how the major organizational transitions affected the climate and the culture of the three organizations studied. The participants for this multiple-site case study were a hospital, a manufacturing plant, and a public library in Central Ohio. The organizational leaders were chosen because they had gone through a major organizational transition in the previous two years. Each leader then chose three followers based on two criteria. Two of the three had to be subordinates who reported directly to the organizational leader and one who had to be the leader's administrative assistant. The participants were interviewed using a guided interview; therefore, qualitative methods were used. Data analyses were completed by the process of data reduction, data display, and conclusions drawn from the data display (constant comparison). I discovered the leaders' styles remained somewhat consistent throughout the organizational transition. All three leaders used comparable methods of dealing with the transition. The leaders had the ability to identify the organizational issues that necessitated the transition, sought alternative actions, and then proceeded with the best alternatives. The climate and culture of each organization was more affected by the transition than the leader. [I started this research thinking the leaders might be the ones most affected.]

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Federal and state policies affecting higher education, like the Morrill Land Grant Act of 1832, Brown vs. Board of Education, and Higher Education Act of 1965 have posited change regarding the proliferation of diversity and expansion of access (Thelin, 2011). I analyzed BOT policies for enrollment and conducted a socio-diagnostic CDA on the implementation of admission policy to understand the impact of the policies’ implementation. I focused on 1) exploring how open enrollment (OE) policies were constructed, 2) how institutions adopt and interpret these policies, and 3) how individuals at the institution enact these policies, by conducting a discourse-historical analysis (DHA). Open enrollment has been extensively studied at junior colleges. However, the impact of open admissions (OA) at 4-year institutions has not been intensely engaged despite its use at these types of institutions. This has left professionals to draw implications for practice from universities and colleges that are different than the ones in which they work. There are conditions that could inhibit the effectiveness of education policy implementation to include: “a lack of focus on the implementation processes when defining policies at the system level; a lack of recognition that the core of change processes require engaging people; and the fact that implementation processes need to be revised to adapt to new complex governance systems” (Viennet & Pont, 2017, p. 6). I conducted a case study investigation of open enrollment policy at a 4-year public university to understand its implementation and impact on the student experience. I used discourse-historical analysis to guide my analysis of the data. Implications were creation of a student profile, resource support matrix, and rethink of policy implementation.

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