As an FBI Agent leading the FBI National Executive Institute (NEI) I met a number of law enforcement leaders who, after becoming the chief their police department, related that they thought they knew what the chiefs’ job was until the first day they took that position. Contemporaneously, I learned from one of my NEI students, who had also attended the Army War College (AWC), that the AWC strategic leadership courses educated Colonels before they became Generals. These seminal events gave me the idea to provide the NEI with studies on strategic leadership in law enforcement. The outcome of a preliminary literature search evidenced a paucity of research for strategic leadership involving law enforcement executives and suggested the need for a study. The chiefs of police in the Major Cities Chief (MCC) Association were an appropriate population for such research since a wealth of wisdom resided in them. This study was aimed at determining what their experience taught them about two global questions that guided the inquiry: (a) What is the meaning and value of strategic leadership for law enforcement officials in today’s world, and (b) What is the developmental process involved in transitioning from tactical to strategic leader. A mailed instrument was used to gather data, including asking who the participants considered the best strategic leaders in the MCC. Ten chiefs were thereby peer-selected for face-to-face interviews that augmented, gave more richness, and more depth to the data. Findings suggest that while strategic leadership is still in process and escapes a finite definition, it includes a big picture, systems/contingency view of dealing with issues rather than incidents, continuous lifelong learning for themselves through assignments, reflection, and education, but also involves developing their followers through mentoring and delegation. This study found that the MCC perceive themselves as strategic leaders. Their transitional process of becoming a strategic leader included mentors, conflict, courage to stick with right decisions, integrity, and political perspective. Further statistical analysis and study is recommended comparing these data with other leadership studies to give a more distinct definition of and a model for strategic leadership both in law enforcement and the general population. / Ph. D.

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This study reports research about innovation and change in the professional practice of the staff at the Library and Information Service (LIS) staff at Curtin University of Technology, Perth, in Western Australia. The historical context of the study is Australian higher education and university libraries in the early 1990s. It reports, examines and analyzes key events and activities of the LIS staff strategic planning process both as an educational innovation and a driver of change in professional practice. The investigation of educational innovation and change is the object of the study, specifically the application of strategic planning.Literature from the 30-year history of writing and research about educational innovation and change is reviewed in terms of its relevance to the study. In addition, selected literature about organizational theory and strategic planning in libraries is presented. From this literature emerged the particular innovation and change framework, which guide the research.A justification for the selection of the particular research approach is explained and data collection, organization and analysis are described. The study uses official LIS corporate records as its primary source of data, supplemented by published materials to assist in the explanation of the particular circumstances of the LIS case.The results of the data analysis are presented in terms of the key events and activities of the LIS case. From this analysis conclusions are drawn in relation to the research questions which underpin the study and in terms of the component parts of the innovation and change framework. In particular, conclusions relate to the key organizational factors shaping the response to innovation; the characteristics of the context of change; key organizational processes helping to ensure successful adoption; the articulation of a shared vision and ++ / processes to ensure a shared vision. In relation to the innovation and change framework the change process is viewed as adoption dominated; as a move towards a learning organization; through the characteristics of the context of change and through other factors influencing change.Flowing from the research findings, recommendations are made for professional practice and further research.As a case study that reports, examines and analyses the complex dimensions of organizational change, the study is rich in detail and provides a real-life example of organizational and educational change.

Although the formulation of organisation strategies is reportedly easier, many organisations struggle when it comes to implementation of their strategies. Given that such strategies are in most cases informed by well researched market data and information, the strategy implementation challenges could then be linked to the role characteristics of strategic leaders, such as the Chief Executive Officer (CEO). The purpose of this research was to investigate the role of a CEO personality in strategic leadership in order to contribute to addressing the challenges of strategy implementation. The main methodology used was qualitative through unstructured interviews with 13 incumbent CEOs. A quantitative methodology was also employed to assess the personalities of the CEOs using standard personality test. The research found that strategic leadership practices are biased towards strategy implementation than the envisioning which typically supports the building of more resilient strategies. The research found that CEO Personality has a role in strategic leadership and this was suggested by the integrated analysis of the qualitative and quantitative data. Interviewed CEOs also provided lived experiences that support this suggestion. Organisations need to invest in envisioning and understanding the personalities in work places to build more resilient strategies. Further research is proposed to look at personality roles in different industries. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

The purpose of this dissertation is to introduce and empirically test a new theoretical perspective for assessing board effectiveness. Although the ability-motivation models provide a fruitful foundation in developing the characteristics that influence directors' job effectiveness, there are limitations this these models. First, the directors' ability and motivation dimensions are not clear, as existing conceptualizations are fungible and provide little clarity for theoretical and empirical research. Second, the ability-motivation models overlook several characteristics that are known to influence job performance but do not fit within the current dimensions. Finally, the current studies implicitly assume that all directors on the board have the same opportunity to monitor and advise in every domain. Therefore, I integrate the corporate governance literature on board effectiveness and the social psychology literature on job performance and propose that boards' effectiveness is a function of individual directors' capacity, engagement, and opportunity. This dissertation offers several contributions. First, I propose a theoretical model that illuminates and extends the core dimensions (i.e., capacity, engagement, and opportunity) of directors' effectiveness. The core dimensions of the model in my dissertation provide a much-needed conceptual clarity and coherence to the constructs that influence directors' effectiveness, which supports the development of stronger theory of directors' effectiveness. Second, by exploring the role of opportunity, I challenge one major assumption of the corporate governance field that all directors on the board have the same responsibility to monitor and advise in all domains. Third, the dissertation begins to shed light to the 'black box' of boards of directors by exploring how boards might enable directors to exert their full potential regarding their board functions. / Doctor of Philosophy / Board of directors are considered by practitioners as one of the most important corporate governance mechanisms to monitor and advise the CEO and other executives of the firm. Nonetheless, boards often fail in fulfilling these roles. This is exemplified by the constant news regarding organization misconduct and strategic failures. Therefore, the question of when and how directors can effectively perform their board's duties remain answered. In my dissertation I propose that directors must have high levels of capacity, engagement, and opportunity at the same time in order to monitor and advise effectively. Specifically, I emphasize the importance of appropriately matching directors to a position in which they can leverage their capacity and engagement. Boards are pressured to constantly evaluate their capabilities; thus, boards might use the insights of this study to appropriately evaluate and adjust the responsibilities of their directors. Furthermore, investors might use our proposed model to externally evaluate if the boards of the firms in which they are investing are structured in a way that they can mitigate misconduct which could greatly impact their investment outcome. Finally, policy makers can rely on these criteria (capacity-engagement-opportunity) to create board regulations to improve monitoring effectiveness.

Firm behavior and performance has become increasingly susceptible to the influence of secondary stakeholders—namely community activists, advocacy groups, religious organizations, and other non-governmental organizations that often represent a broader social movement. Despite recent suggestions that secondary stakeholder demands trigger an important two-sided interactive process between secondary stakeholders and their targeted firms, little theoretical or empirical attention has been placed on firm-sided factors that influence the dynamics and outcomes of these interactions, especially the role and influence of the firm’s top managers during these interactions. In this three-essay dissertation, I theorize about and examine the influential role that the firm’s top managers expectedly occupy within the interactions that occur between secondary stakeholders and the firms that are the targets of their demands. My dissertation contributes to advancing strategic management and organization research by (1) examining influential managerial attributes that influence their firm’s responsiveness toward secondary stakeholder activism, and (2) examining certain important consequences of managerial responses for secondary stakeholder behavior and the targeted firm.

This study investigates the personal experience of newly appointed chief executives in transitioning into the CEO role. Adopting an exploratory qualitative design, data was obtained from two semi-structured interviews with 19 newly appointed chief executives, for a total of 38 interviews. The main contribution of this thesis to the extant literature is to show the ways in which CEOs go through an identity construction process when transitioning into the role, which is characterized in two ways. First, there exists a bi-directionality of influence between the personal identity of the CEO and the organizational identity. Second, this process comprises strong identity demands (lack of specificity of the role and weak situation) and identity tensions (personal identity intrusion and identity transparency) that dispose new CEOs towards an unbalance that promotes individuality. This disequilibrium might hinder the integration of new chief executives into the organization, since the data suggests that new CEOs are responsible for fostering their own integration by connecting aspects of their personal identity with the identity and culture of the organization. The thesis offers a theoretical model of the CEO identity construction process and concludes with a series of propositions that address the ramifications of these findings to our understanding of CEO succession.

本研究旨在瞭解北區公私立高中校長策略領導與學校效能之現況，並分析校長人口變項、教育人員人口變項、學校環境變項在校長策略領導以及學校效能的差異情形，最後探討校長策略領導與學校效能之關係。 本研究以問卷調查法為主，半結構式訪談為輔。問卷調查法以自編「高中校長策略領導與學校效能調查問卷」（內含學校基本資料、校長策略領導量表與學校效能量表）為工具，並依問卷調查歸納相關的問題，設計並確定訪談大綱，做為訪談的依據，實地訪談公私立高中校長各1位，以確認問卷設計之方向，並藉由整理訪談文字資料、編碼歸類整理，以綜合問卷調查與訪談資料，進行研究結果的分析與討論。修正後問卷以臺北市、臺北縣、基隆市、桃園縣、新竹市、新竹縣之公私立高中教育人員為研究對象，分層隨機抽取30所學校，共發出問卷467份，回收458份，有效問卷458份。所得資料以描述性統計、ｔ考驗、單因子變異數分析與Scheffé事後比較、Pearson’s積差相關、多元逐步迴歸分析等統計方法進行資料分析。研究結論如下： 壹、北區公私立高中教育人員知覺校長策略領導與學校效能之現況，屬良好程度。 貳、在校長人口變項中，校長不同學歷與服務年資在校長策略領導表現無顯著不同，而校長不同性別與不同年齡則有差異，其中以男性優於女性，「36～45歲」優於「46～55歲」及「56歲以上」。 參、在教育人員人口變項中，不同性別、年齡、年資在校長策略領導表現無顯著不同，不同職務則有差異，以「主任或秘書」及「組長」表現較佳。 肆、在學校環境變項中不同位置、規模、類別、屬性對校長策略領導之表現均有差異，以「61班以上」、「直轄市」、「私立」、「普通高中」表現佳。 伍、在校長人口變項中，教育人員對校長不同性別在學校效能覺知上並無差異，而不同學歷、服務年資、年齡有差異，以「36～45歲」、「5年以下」及「31年以上」、「碩士四十學分」及「博士」表現較優。 陸、在教育人員人口變項中，不同性別在學校效能覺知上並無差異，而不同年齡、年資、職務則有差異，以「56歲以上」及「46-55歲」、「5年以下」及「21-30年」、「主任或秘書」及「組長」表現較優。 柒、在學校環境變項中，不同位置、規模、類別、屬性對學校效能之表現均有差異，以「41-60班」及「61班以上」、「直轄市」、「私立」、「綜合高中」之表現較佳。 捌、高中校長策略領導與學校效能之間，有顯著的正相關。 玖、北區公私立高中校長策略領導對學校效能具有預測力。 最後依據研究結果與結論，提出具體建議，以作為高中校長、教育行政機關、以及未來研究的參考。 / This study aims to investigate the current development of the public and personal principal’s strategic leadership and school effectiveness and to analyze the differences in teachers’ and principals’ personal variables and school environmental variables concerning principals’ strategic leadership and school effectiveness in north area. Finally, it explores the relationship between principal’s strategic leadership and school effectiveness. This study employs the research method of questionnaire surveys and semi structured interviews. The survey is used in the study, including the school database, principal’s strategic leadership questionnaire and school effectiveness questionnaire. The frame of the interview questions was designed according to the findings from the questionnaire. Two principals, each from the public and personal senior school, were interviewed to clarify and extend the findings of the survey. Then, the data retrieved from questionnaires and interviews were compiled, categorized, synthesized and analyzed. The revised questionnaires are studied by the teachings who work in the public and personal senior high school of Taipei City, Taipei County, Keelung City, Taoyuan County, Hsinchu City, Hsinchu County. Then, use random sampling way to select thirty senior schools. 467 subjects are randomly selected, 458 questionnaires were returned, and there are 458 questionnaires were valid. Valid sample data was analyzed and processed using the methods of description statistics, t-test, one-way ANOVA, Scheffé posteriori comparison, Pearson’s product-moment correlation and stepwise multiple regressions. Following is the summary of the study: 1. The awareness of the strategic of principals and school effectiveness in north area are in good condition. 2. In the variable of principals’ personnel, there is no significant difference in the principal’s strategic leadership in terms of principals’ seniority, and educational background. But there are some differences in terms of principals’ gender and age. The male is better than the female, and the age between 36 – 45 years old are better than 46-55 years old and above 56 years old. 3. In the teaching’s group, there’s no significant difference in the principal’s strategic leadership in terms of gender, age, and seniority. While there are some differences in terms of position. The chief of department, secretaries and section leader are above average. 4. There are significant differences in the principal’s strategic leadership from schools of different scales. Over 61 classes, in the metropolitan, private owned and ordinary senior high schools got better scores. 5. There is no significant difference in the principal’s strategic leadership in terms of gender. There are significant differences in terms of principals’ educational background, seniority and age to the school effectiveness, and the age between 36-45 years old, under 5 years experiences, over 31 years experiences, master degree and above got better scores. 6. In the teaching’s group, there is no significant difference in the recognition of school effectiveness in terms of gender. While there are significant differences in terms of age, seniority, and position. The age between 46-55 years old and above, under 5 years experiences, between 21-30 years experiences, chief of department, secretaries, section leader got better scores. 7. There are some differences in the school effectiveness from schools of different scales. 41-60 classes and above, in the metropolitan, private owned and compound senior high schools got better scores. 8. It shows significant positive correlation between principal’s strategic leadership and school effectiveness. 9. Principal’s strategic leadership of the public and personal senior high schools in north area demonstrates the predictability of the school effectiveness. This study is finalized at proposing practical suggestions based on the findings and conclusions to educational administration authorities, senior high school principals, educators and faculty for further study and reference.

Corporate governance issues resulting from bad governance, fraudulent activities, insider abuse, and corruption have attracted the attention of shareholders and regulators in the banking industry. The financial crisis that erupted from the United States affected the financial institutions of both developed and developing countries, among which Nigerian banks belong. The Central Bank of Nigeria removed 8 managing directors and executive directors due to bad governance, nonperforming loans of 61%, and toxic assets of $13.3 billion; the Central Bank injected 620 billion naira into the banks. The purpose of this multiple case study was to develop an understanding of corporate governance strategies needed to ensure regulatory compliance and enhance financial performance from the perspective of senior management of the regulatory authority and corporate financial leaders. Agency theory served as the conceptual framework for the study. The population for this study was10 senior regulatory leaders and corporate financial leaders in Nigeria. The data sources were semistructured interviews, research notes, codes of corporate governance, and financial reports of banks. Member checking was used to improve the credibility and trustworthiness of the data. After compiling, disassembling, reassembling, and coding the data, 5 themes including the need for: improvement on compliance to corporate governance regulations; effective board governance; training education and awareness on best practices, strategic risk management and internal control; and strategic and effective leadership. Potential implications for social change may include knowledge for investors and the public, who have increasingly relied on financial services in Nigeria to support personal and business goals to identify banks with best practices.

Strategic management has long been viewed as the concept and process that link an organization and its environment together (Leibold, Probst & Gibbert, 2002). It consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages (Dess, Lumpkin & Taylor, 2005). Within the history of strategic management research there has been an unbalance between the internal and the external perspective. During the 1980s Michael Porter, one of the most prominent strategic management researchers, and his Five Forces model focused strictly on the external competitive environment (Mintzberg, Ahlstrand & Lampel, 1998). Further, in the 1990s the focus shifted from external to internal along with Jay Barney’s development of the resource based theory in 1991 (Barney, 1991). The issue of excluding one or the other perspective has now started to be acknowledged and researchers today are striving for developing models integrating both perspectives. However, theoretical models existing today that combine the two perspectives are complex and hard to apply in practice for managers within the business world. In order to address the complexity of the strategic management concept we have chosen to develop a model with the purpose to connect and relate the external and internal perspectives by conducting an in-depth analysis of a chosen company. The model also strives to be easily communicated, applicable and understandable for managers and employees on different levels within the organization. This leads us to the purpose of this thesis: “to develop a simplified model that combines the external and internal perspective of strategic management and apply this to a chosen company”. The research was conducted through a case study based on the authors’ participation in a PBM (Project Based Module) - project. The model was tested on the company in question by analyzing the company’s internal and external environment with the means of analysis tools such as PEST-analysis, strategic group analysis, threshold analysis and the SWOTanalysis. To conclude it is important to balance an organization’s internal efforts with the external market conditions and avoid excluding one or the other from the strategic management process. Combining the two perspectives results in identifying the current capabilities and competences and the direction of how to use these in order to meet market demands and gain competitive advantage.