Conducted in Chinese organizational settings, the current study constructs a model in which leader value transmission strategies, leader identity (founder leader vs. professional manager), and follower power orientations interact to influence follower attitudes. Within the framework of leadership, the model is built on three streams of theories: value transmission theory, message learning approach, and power theory as well as research on influence strategies. / Hierarchical Multiple Regression analyses on responses of 451 employees from 28 companies reveal that (1) leaders' authoritarian strategy results in follower compliance, whereas policy-oriented and inspirational strategies lead to follower identification and internalization; (2) personalized strategies (authoritarian and inspirational) work better with founder leaders than professional managers in achieving follower identification and internalization; (3) traditional followers are more likely to comply with leaders' value transmission attempts than non-traditional followers; (4) follower traditionality attenuates the relationship between leader authoritarian behaviors and follower compliance; (5) when personalized strategies are used, followers with high traditionality/power-distance belief internalize with founder leaders but not with professional managers, whereas those with low traditionality/power-distance belief respond similarly to the two types of leaders; (6) compared to power-distance belief, traditionality appears to be more "compliance-oriented." Findings are discussed in terms of their theoretical and managerial implications as well as further research directions. / In addition to examining how leader behaviors influence follower attitudes, the study also investigates both main effects of CEO identity and follower power orientations (power-distance belief and traditionality) on follower attitudes and moderating effects of those factors on the relationships between leader behaviors and follower attitudes. CEO identity is proposed to exert impact through an attributional process, thus it interacts with personalized strategies. On the other hand, follower power-distance belief and traditionality are expected to exert an impact through the mechanism of followers' endorsement of leader-follower unequal power distribution. It is hypothesized that follower power orientations interact with position power-based strategies on corresponding outcome variables. Three-way interactions among leader behaviors, leader identity, and follower power orientations on follower attitudes are also examined in the study. / The study first identifies three strategies - authoritarian, policy-oriented, and inspirational - that Chinese CEOs may adopt to transmit their personal values in order to influence followers' values, attitudes and behaviors. Those strategies can be categorized according to two criteria: position power-based (authoritarian and policy-oriented) versus personal power-based (inspirational); and personalized (authoritarian and inspirational) versus depersonalized (policy-oriented). Corresponding measures regarding leader value transmission behaviors are developed to connect to the three types of follower attitude change: compliance, identification, and internalization (Kelman, 1958). / Liu Jun. / "July 2005." / Adviser: Pingping Fu. / Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0258. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (p. 129-146). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract in English and Chinese. / School code: 1307.

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Increasing evidence suggests the personal traits of chief executive officers (CEOs) can influence corporate policies. We examine how one dimension, past professional experiences, can affect corporate payout policy. Exploiting exogenous CEO turnovers and future employment, we hypothesize that CEOs experiencing a distress event in their past career alter the corporate payout policy at their subsequent firm of employment. We discover that CEOs having experienced prior professional career distress are less likely to pay dividends and use repurchases and pay out lower levels for each type of payout. Additionally, when CEOs with distress do have a payout policy greater than zero dollars, there exists a preference toward the use of repurchases in the payout policy, adding to the literature of substitution and differences between the two forms of payout. We find that dividend smoothing is reduced by CEOs that have past professional distress. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2019. / FAU Electronic Theses and Dissertations Collection

Cybercriminals threaten strategic and efficient use of the Internet within the business environment. Each year, cybercrimes in the United States cost business leaders approximately $6 billion, and globally, $445 billion. The purpose of this multiple case study was to explore the operational strategies chief information security officers of high-technology companies used to protect their businesses from cyberattacks. Organizational learning theory was the conceptual framework for the study. The population of the study was 3 high-technology business owners operating in Florida who have Internet expertise and successfully protected their businesses from cyberattacks. Member checking and methodological triangulation were used to valid the data gathered through semistructured interviews, a review of company websites, and social media pages. Data were analyzed using thematic analysis, which supported the identification of 4 themes: effective leadership, cybersecurity awareness, reliance on third-party vendors, and cybersecurity training. The implications of this study for positive social change include a safe and secure environment for conducting electronic transactions, which may result in increased business and consumer confidence strengthened by the protection of personal and confidential information. The creation and sustainability of a safe Internet environment may lead to increased usage and trust in online business activities, leading to greater online business through consumer confidence and communication.

The purpose of this study was to determine the overall satisfaction officers experience with the mental health resources provided by their department. The research aimed to determine whether or not age had an impact on satisfaction levels of police officers. The results from this research would provide information for law enforcement agencies to use in evaluating their own mental health services. Archival survey data from the National Police Suicide Foundation (n = 48) was used for this study to examine the research question: how does age impact an officer's satisfaction in mental health resources. A linear regression was used to analyze the data. In the current study, age did not appear to be a predictor of officer satisfaction in mental health resources. The implications for social change are that awareness is raised by law enforcement agencies to evaluate their own programs to ensure their officers are receiving adequate mental health care.

The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the ++ / future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

Management education for police officers has played a significant role in the desired transformation of police services around the world from vocational to professional status. This thesis reports research that employed qualitative and quantitative data collection methods to investigate the factors affecting participation and performance of Queensland Police Service officers who undertook the Management Development Program by distance education mode. Three phases of data collection were employed. The first phase involved interviews with facilitators of the program about their perceptions of factors that affected participation and performance of officers enrolled in the program. Data from this phase were used to develop a questionnaire with seven internally consistent scales. This questionnaire constituted the second phase of data collection and was completed by officers at the ranks of senior constable, sergeant and senior sergeant who had successfully completed at least one unit of the Management Development Program. Data gained from the questionnaire were used to investigate the relationship between an officer's characteristics and the factors that influenced participation and performance in the Management Development Program. An analysis of these data provided the basis for the development of a schedule for interviews that were conducted with the manager of the program and the head of the School of Management. Central to these two interviews were implications for the delivery of the Management Development Program as part of the Queensland Police Service's continuing education and professional development program. These interviews constituted the third phase of data collection for this study. This study found factors that influenced the participation and performance of officers undertaking the program were their attitude to in-service professional development, how they perceived professional development, issues about their success potential, the level of personal, professional and academic support they received, the impact of aspects related to program delivery, and discourse with facilitators of the program. A model that provides a comprehensive representation of the relationships among the variables was developed. Key recommendations derived from this study have implications for the clinical delivery of the Management Development Program. Recommendations focus on the need to market the benefits of the program to individual officers, to provide enhanced student support services, to ensure the appropriateness of the learning materials, and to establish orientation programs and assignment-writing workshops for officers. Recommendations for the Queensland Police Service include the need to market the program’s importance to continuing education and professional development for officers as well as the program’s contribution to ensuring officers possessed sound management skills. Recommendations focussing on human resources include ensuring that numbers of facilitators are adequate to meet the learning needs of officers and that all facilitators possess appropriate postgraduate qualifications. It is also recommended that the postgraduate level of the Management Development Program be reviewed to determine if it is the most appropriate for the needs of officers and the service.

This study investigates the relationship between CEO pay and firm performance, the asymmetric nature of pay-performance sensitivity, and the effect of CEO participation on the pay-setting process, for publicly-listed New Zealand firms during 1997 to 2002. The research is conducted using a unique hand-collected panel data set containing information about executive compensation, firm performance, ownership, firm governance and CEO participation in the pay-setting process. The sample covers the six-year period following the introduction of mandatory disclosure requirements that were imposed on executive and director compensation in 1997. An initial descriptive analysis of the data reveals a large pay difference between worker and CEO pay. In addition, pay-performance indexes for the highest and lowest paid CEOs document differences between the change in pay relative to real shareholder returns. An examination of the sensitivity between growth in CEO pay, and contemporaneous and lagged firm performance using a firm fixed-effects model, shows that not only is pay significantly related to firm size and performance but also board size, compensation risk and director share ownership. Models of the relationship between growth in CEO compensation and firm performance indicate the pay-performance sensitivity generated by cash and the change in the value of stock option holdings is reported to be three-times the magnitude of the sensitivity due to salary and bonus payments alone. In addition, growth in CEO compensation is asymmetrically related to changes in firm performance. CEO cash compensation is positively related to increases in firm value only. Total compensation is related to contemporaneous returns and positive lagged returns. Change in CEO wealth is positively related to contemporaneous returns but is more sensitive to losses. However, change in wealth also increases when lagged returns are positive and negative, implying that CEOs are able to extract pay in excess of that which is optimal under the contracting view of executive compensation. Furthermore, firms in which CEOs demonstrate a low level of participation in the pay-setting process earn higher levels of pay, which also grows at significantly greater rates than their high-participation counterparts. In particular, growth in low-participation wealth is more sensitive to positive and negative contemporaneous returns as well as being negatively related to negative lagged excess returns. This finding is opposite to theoretical predictions and can be explained by the tightly held nature of the high-participation firms which typically have fewer directors, are exposed to higher return volatility and have greater director and CEO beneficial share ownership. Consistent with the trickle-down effect, there is a positive relationship between growth in the non-performance related cash compensation awarded to CEOs and the growth in pay earned by their executive directors and employees. In addition, growth in non-CEO executive pay is not related to firm performance when there is an overpayment effect and CEOs exercise a high level of participation in the pay-setting process. Consistent with the contracting view, growth in non-CEO executive pay is positively related to firm performance with no benefits from CEO overpayments when stock option awards are included in the CEO pay contract.

Thesis (D. Min.)--Trinity Evangelical Divinity School, Deerfield, Ill., 1999. / Abstract. Includes bibliographical references (leaves 221-224).

Thesis (Ph. D.)--Virginia Commonwealth University, 2006. / Prepared for: Dept. of Health Administration. Bibliography: leaves 132-140. Also available online.