<p> <b>Purpose:</b> The purpose of this thematic, mixed-methods case study was to identify and describe the behaviors that exemplary female chief executive officers (CEOs) use to create personal and organizational meaning for themselves and their followers through meaning-making domains: character, vision, relationships, wisdom, and inspiration. Additionally, it was the purpose of this study to determine the degree of importance to which followers perceived behaviors within the meaning-making domains.</p><p> <b>Methodology:</b> The exploratory mixed-methods case study was selected to gather insight into the behaviors of four female chief executive officers through interviews. Twelve of their employees were asked to complete an online survey. The results of both the qualitative interviews and quantitative surveys were then compared for triangulation.</p><p> <b>Findings:</b> The qualitative findings of this research suggest that exemplary female CEOs demonstrate behaviors from each of meaning-making domains (character, vision, relationships, wisdom, and inspiration), with character and vision as most significant to meaning making. Followers concurred with their quantitative input, finding the domains of character and relationships to be the most significant in creating meaning within the organization.</p><p> <b>Conclusions:</b> The study&rsquo;s findings support the need for CEOs to integrate behaviors from each of the meaning-making domains (character, vision, relationships, wisdom, and inspiration) in order to create meaning for themselves and their followers. CEOs wishing to develop behaviors across these domains should make decisions based on a moral compass, invest in strategic planning, as well set aside time for reflection and self-development.</p><p> <b>Recommendations:</b> There is a need for further exploration in this area of study. Replication studies could identify differing populations, exemplary male CEOs, or look at other geographical locations. For a deeper look into this topic, a pure qualitative design approach is suggested. The 21 emerging themes also need a deeper understanding and each could contribute to its own study. Finally, it is highly advisable that studies be conducted in order to add to the body of knowledge on meaning-making leadership.</p>

<p> The globalization of the business community has intensified the competitive business environment. Corporations now face not only national but also international competition. As corporations strive to both survive and grow, they continuously seek new avenues for both top line revenue growth and expense control. Corporate Real Estate (CRE) is a significant component of corporate costs, often cited as being the second largest cost after payrolls. As a result of these competitive pressures and the desire to control real estate costs, Corporate Real Estate Management (CREM) emerged as a recognized management discipline in the 1980s and 1990s. With the relatively recent advent of CRE as a separate management discipline, a wide variety of theories and models have been advanced that seek to explain the practice of CREM leadership, strategy, and performance management (PM). The purpose of this study was to further the development of the CREM discipline by identifying contemporary challenges that CRE leaders face. The study also examined the leadership practices and strategies they use to respond to these challenges, and the methods they use to measure the overall success of their strategies and leadership practices. Recommendations they would make to other CRE leaders to help them achieve success in their organizations conclude the study. The study was conducted as a qualitative phenomenological study. Data was collected from 14 senior CRE leaders by means of semi-structured telephone interviews. Subsequent analysis of the interview data resulted in 49 themes being identified of which 24 were considered major themes. The findings of the study are intended to guide the further development of the practice of CREM.</p>

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<p> The evolution of workplace coaching has been primarily driven by coach practitioners as empirical literature did not noticeably emerge until the 1990s. As a result, coaching in business has relied on a variety of theories about how people learn rather than grounding the practice in social science research. This research study used the Delphi method to reach expert agreement on the guiding principles of coaching and the planning, implementation, and evaluation of manger-as-coach programs in business.</p><p> Expert participants in this study were solicited through LinkedIn coaching-related groups and from the International Coaching Federation&rsquo;s open, online credential holder&rsquo;s directory. Twenty-four expert panelists responded to all three survey rounds. Of the twenty-four respondents, 29% were male and 71% were female. In addition, the average number of total years coaching experience among experts was 18 and the median number of years coaching was 20.</p>

This is a comprehensive report based on my examination of the National Museum of Korea after completing an internship in the International Relations & PR Division from September 1, 2010 through February 28, 2011. This report is divided into five chapters. Chapter I introduces the overall organizational profile of the museum beginning with its history, mission, vision, goals, management structure, programming, and funding. Chapter II specifically focuses on the International Relations & PR Division, where I have successfully completed a six-month internship. It provides a description of the internship including an overview of the International Relation & PR Division as well as my duties and responsibilities as an intern. In Chapter III, a SWOT analysis of the organization‟s internal and external issues is performed including its strengths, weaknesses, opportunities and threats. Best practices of other institutions are demonstrated in Chapter IV which may serve as a reference for further development of the museum. In Chapter V, I conclude this report by providing my own insights and recommendations.

<p> Professional speech coaches, executive coaches, human resources professionals, industry and organizational psychologists, and others may work with managers and leaders to help them improve the quality of the feedback they provide during performance reviews. The presented research interviewed 11 people from 10 different organizations to learn how they experience feedback. The intent of this research is not to show how feedback works, how it is good or bad, or to correlate it with a specific approach. Instead, the results of this research will help a coach play the role of a direct report more accurately during a practice session with a manager. In addition, the results of this research show that direct reports experience feedback reviews in ways that relate to their emotions, attitudes, and expectations (EAE). Speech coaches working with managers on their management communication skills can use EAE to help the manager better understand the state of mind that the direct report has, which in turn may help in the framing of the conversation and choosing the most effective approach.</p>

This study determined the perceptions of first-line supervisors and managers regarding the usefulness of competencies needed by supervisors to function effectively in their positions, and the perception of each group regarding the supervisors' performance of these competencies. In the study, the perceptions of these two groups were surveyed and their responses analyzed to determine the degree of agreement between and among them. / Data were collected through a questionnaire developed for the study and administered on-site in the two plants; the questionnaire used a Likert-type rating scale for each of 30 competencies which respondents rated in terms of usefulness to and performance of supervisors. The data were analyzed using a Chi-square test and a comparison of the ten competencies ranked by the majority of responses from each group which fell in the top level of the rating scale for the category of Usefulness and the top two levels in the category of Performance. / While the literature suggested a conflict between managers and supervisors, the results of this study did not support this assumption as applied to individual plants. The major findings indicated that managers and supervisors show more agreement within plants but greater disagreement across plants. When determining perceptions of need, the critical factor appeared to be the plant itself rather than the group within each category (for example, supervisors or managers). There was also more agreement in one plant than in the other which suggested that there were variables within the plants, not examined in this study, which would help to explain these differences. The study results suggested strongly that plant characteristics influence the perceptions of the managers and supervisors who work there. / The analysis done in this study pointed clearly to the essential value of a needs assessment as a diagnostic tool for individual plants. / Source: Dissertation Abstracts International, Volume: 43-07, Section: A, page: 2431. / Thesis (Ph.D.)--The Florida State University, 1982.

This dissertation investigates intra-industry rivalry initiated by deviant firms. Specifically investigated are the competitive practices of firms within concentrated industries. Deviants are classified as those firms which increase their debt such that rivals might take predatory action against them in an attempt to drive them out of business, increase their own market share and/or profitability, or otherwise punish them for their conduct. / The findings indicate that rivals sometimes do increase the competitive nature of the intra-industry rivalry subsequent to the deviants' increased leverage. However, it is not clear whether the increased rivalry punishes the deviants nor if it benefits the rivals. It is clear that the rivalry intensifies and further research in this area is required to resolve caveats revealed in the analyses. / Source: Dissertation Abstracts International, Volume: 55-09, Section: A, page: 2901. / Major Professor: Timothy A. Matherly. / Thesis (Ph.D.)--The Florida State University, 1994.