Thesis (Ed. D.)--University of Missouri-Columbia, 1999. Thesis (Ph. D.)--University of Missouri-Columbia, 1996. / Typescript. Vita. Includes bibliographical references (leaves 135-140). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 123-132). Also available on the Internet.

Thesis (M. Ed.), Memorial University of Newfoundland, 1998. / Bibliography: leaves p. 65-70.

"A dissertation submitted to the Graduate Faculty of Georgia Southern University in partial fulfillment of the requirements for the degree Doctor of Education." Title from PDF of title page (Georgia Southern University, viewed on May 6, 2010). Leon Spencer, major professor; Sharon Brooks, Barbara Mallory, committee members. Electronic version approved: December 2009. Includes bibliographical references (p.199-215).

Thesis (M. Ed.)--University of Hong Kong, 2005. / Title proper from title frame. Also available in printed format.

Thesis (Ph. D.)--Illinois State University, 1999. / Title from title page screen, viewed July 26, 2006. Dissertation Committee: Dianne E. Ashby (chair), James C. Palmer, Albert T. Azinger, William Rau. Includes bibliographical references (leaves 189-195) and abstract. Also available in print.

Thesis (Ph.D.(Psychology))-University of Pretoria, 2006. / Abstract in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Abstract Title: Self-leadership and Organizational Progress Author: Anna Moore Background: Within the school system, as well as throughout the broader part of society, change is brought on more rapidly. Organizations must be inclined and able to change past practices. The organization within the school system is, however, very traditional depicted by how it is organized and by the conservative attitudes such as how professions within the school system interact with each other. It can therefore be difficult to change obsolete traditions that are associated with the teacher’s role. Self-leadership as a method has been found to have a positive effect on individuals as well as on groups and organizations. However, self-leadership in relation to organizational change has not yet been widely researched. This report is carried out through a pilot project conducted at the educational administration within a Swedish municipality. Purpose: The purpose of this report is to investigate and analyse organizational progress in relation to self-leadership within school environment through the perspective of school-leaders. Question at issue: Throughout the implementation of a change process, which factors can be identified as successful, in relation to the process. In what way can self-leadership help school-leaders accomplish a change process? Theoretical framework: Relevant theoretical framework was identified in order to analyse the empirical data. Three different fields where presented: affiliation and culture, organizational progress and communication throughout the change process. Method: This report is a case study carried out with a qualitative method. The empirical data was gathered through semi-structured interviews with five respondents from three different schools as well as one respondent from the control group. The researcher’s paradigm can be identified as constructivism. A hermeneutic process was applied in order to interpret the empirical data. Conclusions: In relation to the pilot project being studied a series of success factors were identified: A change tendency as well as a more daring approach towards leading change will allow further organizational change. The need for change needs to come from within the organization. Take advantage of the prevailing affiliation and culture. Leaders must have good knowledge of the field they operate in as well of the particular unit they work at. With reason being able to adapt and adjust the course of actions as well as the chosen methods. Self-leadership strategies are found to have a positive effect on the change process throughout different steps of the way, individually as well as in relation to the group process. Further research in relation to self-leadership and organizational change is recommended. Especially in relation to determining a method to measure the extent and effect of self-leadership.

Thesis (D. Min.)--Trinity Evangelical Divinity School, 1995. / Abstract. Includes bibliographical references (leaves 135-137).

Thesis (Ph. D. (Education))--Rhodes University, 2005.