Thesis (Ph.D.)--Hong Kong University of Science and Technology, 2007. / Includes bibliographical references (leaves 167-177). Also available in electronic version.

Thesis (M.S.)--Rochester Institute of Technology, 2007. / Typescript. Includes bibliographical references (leaves 53-58).

Thesis (Ph. D.)(Industrial Engineering)--University of Pretoria, 2005. / Includes summary. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (Ph. D.)--Ohio State University, 1984. / Includes bibliographical references (leaves 186-189). Available online via OhioLINK's ETD Center.

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2007. / Title from PDF title page (viewed on May 25, 2007). Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 149-155).

Thesis (M.S.) in Resource Economics and Policy--University of Maine, 2008. / Includes vita. Includes bibliographical references (leaves 75-77).

Thesis (Ph. D.)--Oklahoma State University, 2008. / Vita. Includes bibliographical references.

<p> Research suggests that 21^st century organizations are calling for an emphasis on exemplary followers, those who actively engage and think critically and independently (Kelley, 1992), at a time when organizations are becoming flatter, leaner, and geographically dispersed. Technology advancements have enabled employees to work remotely with minimal supervision, changing traditional leadership paradigms and requiring organizational leaders to focus more attention on followership and follower development. Home-based teleworkers experience challenges and emotional stressors related to communicating via technology, feeling isolated, and working longer hours (Baruch, 2000), possibly hindering followers to engage and to think independently, which are essential skills for success in the virtual environment. This study addressed the neglected area of followership, specifically in the area of home-based teleworkers, by examining the relationships between the followership dimensions of engagement and critical, independent thinking using the Followership Questionnaire (Kelley, 1992) and emotional intelligence using the EQ-i 2.0 (Bar-On, 1997). The research discovered that home-based teleworkers who indicated a higher total emotional intelligence score also reported higher engagement and critical thinking scores. Statistically significant correlations were found between followership engagement and three of the five emotional intelligence scales, including self-perception, interpersonal, and stress management. In addition, statistically significant correlations were found between followership critical thinking and three of the five emotional intelligence scales, including self-perception, self-expression, and decision-making. This study provides a framework for followership development, which could enhance the relationships between leaders and followers within a virtual environment.</p>

<p> Some hospital leaders are ineffective in implementing the electronic medical record (EMR) systems in the hospitals. The purpose of this multiple case study was to explore strategies hospital leaders use to successfully implement EMR systems. The target population consisted of hospital leaders and healthcare professionals from two hospitals who have successfully implemented EMR systems. The conceptual framework of this research study was Kotter&rsquo;s 8-stage process for leading change, building on the model of an effective change management method. Data were collected from 5 interviewed participants and company documents related to strategies regarding the EMR system implementation. The results of reviewing open-ended interview questions and archived documents were analyzed using codes and themes to facilitate triangulation. Three primary themes were developed from the coded data: (a) strategies hospital leaders use to implement the EMR system, (b) strategies hospital leaders use to achieve quality and best practice, and (c) strategies hospital leaders use to manage change and resistance to change. Results revealed 4 steps for successful implementation: (1) creating a vision, (2) communicating the vision, (3) establishing strong leadership, and (4) consolidating gains. Utilizing the successful strategies hospital leaders use to implement the EMR systems could produce quality patient care, efficiencies in hospital operations, and reduced organizational operation cost. The findings could effect positive social change through delivery of quality health and patient care that results in community cost benefits and healthier patient lifestyles.</p><p>