Running head: PRODUCT AND TARGET MARKET PLANNING1
PRODUCT AND TARGET MARKET PLANNING4
Product and Target Market Planning
The government of Kenya, an East African Country, has prioritized Modern-housing project as part of the presidency five-year plans. The government intends to be able to provide affordable modern housing for the better part of its population (Waweru, 2014). Reliable Construction Company chose Kenya as the product market. The company intends to introduce into Kenya, the sale of concrete and precast materials as a way of venturing into the foreign market. The ready market for these products influenced the company’s choice of the country as a foreign market. The market is set to be the company’s biggest venture since its launch in 2017.
The company deals in the distribution of concrete and precast materials. The precast materials consist of various molds and shapes. The physical attributes of the products provided ensure that they can be provided to any market as long. This is because the raw materials to produce these products are sand, cement and metal rods. The company uses CRH Plc cement in the United States which is the best cement in the world with its production company named the largest cement company in The United States. The bulkiness of cement makes it hard to be transported to Kenya for the use for the production. However, it was noted that the southeastern part of Kenya has limestone which is a raw material for the manufacture of cement and therefore means that an adapted form of concrete and precast materials can be provided by the company.
There are many factors that will influence the movement of the products. Firstly, the political ground will ensure that the introduction of the product is boosted. This is because they need to convince the electorate that they are delivering. Secondly, Kenya is a third world country but among the highly developed in East Africa. There are many developed industries that deals with the same products as Reliable Construction Company and therefore the industries will provide the raw material to produce the company’s products. The economic state of the country will be beneficial to the production of the products. The country has an unemployment rate of twenty-six percent (Waweru, 2014). This, therefore, means that the country will provide for the labor needs of the company.
The market is a developed market with valuable potential customers. The country is on the verge of modernization and therefore the need for the products is propelled by the consumer’s need to develop. The number of real estate realtors is increasing daily and this, therefore, means that there is a ready market for the products (Waweru, 2014). The country is in East Africa which is a long distance from the United States. However, with the introduction of the direct flight from Kenya to The United States late last year, this has increased the suitability of the market.
Reference
Wawerù, K. (2014)..
Construction and application of conceptual framework as research tool a resea...Alexander Decker
This document discusses the author's reflections on constructing and applying a conceptual framework in their PhD research. It begins by providing background on the author's research topic, which investigated how multinational companies operating in Ghana's gold mining industry contribute to developing local managerial talent. The author then outlines the stages of constructing the conceptual framework, which is built primarily from a literature review based on the research questions. A well-constructed conceptual framework can inform choices around research methodology, data collection, and analysis techniques. The author aims to help other researchers, especially students, better understand conceptual frameworks and apply them to their own work.
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This document presents a systematic literature review of 38 empirical studies on factors relating to successful business intelligence (BI) system implementation. The review identified 10 key factors that frequently influenced implementation success based on their frequency of occurrence in the literature. These factors included management support, data source systems, organizational resources, IT infrastructure, vision, champion, team skills, project manager, user participation, and change management. The study aims to help researchers better identify relevant studies for literature reviews on factors impacting BI system implementation.
Variations in human resource management in asian countries mnc home country a...Nicha Tatsaneeyapan
This document summarizes a research paper that investigates the determinants of human resource management (HRM) strategies used by firms operating in Korea and Taiwan. The researchers measured firms' reliance on high-performance versus traditional HRM policies across areas like staffing, rewards, and employee autonomy. They hypothesized that indigenous firms would be more likely to use organic, high-performance strategies compared to multinational corporation (MNC) subsidiaries. MNC home country effects and host country effects were also examined. The researchers found pronounced differences in HRM strategies based on country of origin and between host countries. Organizational characteristics also impacted HRM strategy.
Construction and application of conceptual framework as research tool a resea...Alexander Decker
This document discusses the author's reflections on constructing and applying a conceptual framework in their PhD research. It begins by providing background on the author's research topic, which investigated how multinational companies operating in Ghana's gold mining industry contribute to developing local managerial talent. The author then outlines the stages of constructing the conceptual framework, which is built primarily from a literature review based on the research questions. A well-constructed conceptual framework can inform choices around research methodology, data collection, and analysis techniques. The author aims to help other researchers, especially students, better understand conceptual frameworks and apply them to their own work.
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This document presents a systematic literature review of 38 empirical studies on factors relating to successful business intelligence (BI) system implementation. The review identified 10 key factors that frequently influenced implementation success based on their frequency of occurrence in the literature. These factors included management support, data source systems, organizational resources, IT infrastructure, vision, champion, team skills, project manager, user participation, and change management. The study aims to help researchers better identify relevant studies for literature reviews on factors impacting BI system implementation.
Variations in human resource management in asian countries mnc home country a...Nicha Tatsaneeyapan
This document summarizes a research paper that investigates the determinants of human resource management (HRM) strategies used by firms operating in Korea and Taiwan. The researchers measured firms' reliance on high-performance versus traditional HRM policies across areas like staffing, rewards, and employee autonomy. They hypothesized that indigenous firms would be more likely to use organic, high-performance strategies compared to multinational corporation (MNC) subsidiaries. MNC home country effects and host country effects were also examined. The researchers found pronounced differences in HRM strategies based on country of origin and between host countries. Organizational characteristics also impacted HRM strategy.
A research reflection report is a report regarding the internal thoughts about the particular issue or topic under the study. Basically, it is referred as the self examination of the researcher about his work. A research project is a multifold task involving experimentation, data collection and analysis and many more. One can convey all the experiences, learning along with the barriers, which are being faced during the project.
The key successes of incubators in developed countries comparative studyAlexander Decker
This document summarizes key findings from a study comparing business incubators in the United States. The study examined five dimensions: services provided by incubators, strategic goals, sponsors, age, and focus. Interviews with two incubators in New Jersey and New York found that they provide similar tangible and intangible services to client firms and have goals of job creation and technology commercialization. Both incubators are older, well-established programs sponsored by government. Overall, the incubators demonstrated success in supporting economic growth and technology transfer through their activities and services.
This document discusses and justifies the use of a qualitative single case study research design for strategic management research. It summarizes a previous study that used this design to successfully generate a new theory called the activity-resource based view (ARBV). The document outlines the research problem, questions, and objectives of further exploring how tangible resources create competitive advantage for firms. It advocates for the use of qualitative single case studies, noting their ability to provide rich data for in-depth analysis of complex issues in context. The document also reviews literature on qualitative research and case study methodology, and discusses criteria for ensuring rigor in qualitative research like credibility, transferability, dependability and confirmability.
Innovative research and development at the CfWI (Download to read in full)C4WI
The Centre for Workforce Intelligence’s (CfWI) Research
and Development (R&D) activities are central to providing
world-class intelligence to support workforce planning across health, public health and social care. Innovative R&D informs all our programmes and projects.
A framework for developing leadership model based on national culture aspectsAlexander Decker
This document proposes a framework to help multinational companies develop culturally appropriate leadership models for their subsidiaries operating in different countries. The framework involves identifying the cultural aspects that impact the workplace in the host country, the leadership practices associated with the host country's culture, and other contextual factors. Companies would use this framework to understand how the host country's culture shapes effective leadership and to develop models that fit with cultural values. The framework is presented as a multi-step process that companies can follow, with periodic reassessment to account for cultural changes over time. The document recommends using case study and action research methods to implement the framework.
A framework for developing leadership model based on national culture aspectsAlexander Decker
This document proposes a framework to help multinational companies develop culturally appropriate leadership models for their subsidiaries operating in different countries. The framework involves identifying the cultural aspects that impact the workplace in the host country, the leadership practices associated with the host country's culture, and other contextual factors. Companies would use this framework to understand how the host country's culture shapes effective leadership and to develop models that fit each local context. The document recommends using case study and action research methods to implement the framework and build customized leadership models.
The document summarizes recent developments in strategic management research over the past 25 years. Some of the key areas that have seen significant research include the resource-based view of the firm, competitive strategy, international strategy, strategic leadership, and corporate governance. Emerging areas of research include strategic entrepreneurship, strategy processes, and network strategies. The document also discusses specific topics within these areas that have been a focus of recent research, such as international mergers and acquisitions, emerging markets, innovation, and strategic decision-making processes.
The document discusses a research project aimed at identifying the core competencies and skills needed by public sector organizations in the South West of England to meet future challenges. It involved an extensive literature review, analysis of documentation from participating organizations, and in-depth interviews. The research identified 14 core competencies, including leadership, communication, sustainability and managing diversity. It also developed a competency lexicon framework to help organizations and educators. A related project examined the training needs of parish councillors in Cornwall to help develop curriculum that emphasizes sustainable development. The research aims to contribute to workforce development in the public sector.
People management-hrmg-5064-assessment-2021-2022-pic-case-study-final-pdf (1)AdamsOdanji
This document provides an assignment brief for a 3,500-word reflective essay on an imaginary multinational corporation called Pyramid International Company (PIC). Students must address eight aspects of their role as HR manager or general manager at PIC, drawing on literature to discuss challenges of a multicultural workplace and propose strategies. The document outlines assessment criteria, submission details, and recommends referencing recent articles from specific ABS journals.
This document provides a synopsis of a thesis submitted to Tumkur University in India on self-organizing "for profit" institutions. The thesis studied global organizations over 10 years and analyzed data from 60-80 individuals across 9 companies to understand informal team roles and how priorities are balanced. The main contributions of the thesis are an ethnographic study of senior management, a set of narratives detailing real events, a conceptualization of roles/values/practices in self-organizing institutions, and a proposed cultural model to facilitate adoption of self-organization at the enterprise level.
This document presents a research model exploring the relationships between geographic scope, product diversification, proprietary assets, and corporate performance of Japanese firms. The model incorporates both antecedents and consequences of geographic scope. Six main hypotheses are developed: 1) Industry profitability is negatively related to product diversification. 2) Product diversification is negatively related to firm performance. 3) Product diversification is negatively related to R&D and advertising intensity. 4) R&D and advertising intensity are positively related to geographic scope. 5) Geographic scope is positively related to firm performance. 6) R&D and advertising intensity are positively related to firm performance. The model will be tested using data on 399 Japanese manufacturing firms.
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This document discusses how governance influences decision making on projects and in project-based organizations. It reviews 36 articles on governance of project management published between 2014-present in three project management journals. The articles are analyzed based on how they discuss six psychological constructs that influence decision making: organizational culture, choice architecture, working in groups/teams, naturalistic decision making, identity, and social representation. The goal is to understand how governance may influence these constructs and thereby decision making, though a direct causal link is not proposed. Definitions of governance, governmentality, and levels of governance are also provided.
This document summarizes four research articles related to professional inquiry. The first article proposes a dialectical approach to strategic planning by examining underlying assumptions. The second presents dialectical inquiry as a structured qualitative research method. The third discusses how a researcher's position and reflexivity can impact qualitative research. The fourth evaluates three models of technology transfer identified through a dialectical inquiry study. Overall, the document examines different aspects of professional inquiry and emphasizes the importance of considering researcher biases and using both qualitative and quantitative analysis.
Professional inquiry is one of the most important aspects.pdfsdfghj21
Professional inquiry is important for research and discussion, especially given changes to education systems due to the pandemic. Proper professional inquiry helps individuals and fields pursue excellence through a culture of collaborative enquiry. Three articles are analyzed to understand professional inquiry strategies and opportunities for improvement. The first develops a dialectical approach to strategic planning by examining assumptions and suggesting innovative alternatives. The second presents dialectical inquiry as a structured qualitative research method to study organizational processes. It uses assumptions, counter-assumptions, and contradictions to abandon assumptions and emerge with new models from existing data. The third emphasizes the importance of credibility in professional inquiry sources and considering established resources over social media when researching practices and policies.
How To Wrap A Present Sequencing Fun Writing AAngela Ruiz
This document provides instructions on how to request writing assistance from HelpWriting.net. It outlines a 5-step process:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and attach a sample if wanting style imitation.
3. Review writer bids and qualifications then select a writer and make a deposit.
4. Review the completed paper and authorize final payment if pleased. Revisions are allowed.
5. Multiple revisions are allowed to ensure satisfaction. Work is original and refunds are given for plagiarized content.
Evaluating the Effect of Employee Stock Option Plans on the Financial Perform...Dr. Amarjeet Singh
Competitive pressures to improve productivity continue to place significant demand upon organizations globally. To respond to these competitive pressures with the developed countries like USA, ESOPs (Employee Stock Ownership Plans) have also been adopted in developing country like India to increase the firm’s and employee’s performance and productivity by retaining the employees to a large extent. Employee Stock Ownership Plans are majorly utilized by many successful and competent companies across the world. The successes of the ESOP companies in countries like USA, Japan and UK etc. may largely be attributed to enhancement of firm’s performance and Employee productivity. These effects are becoming increasingly noticed across the world in recent years. Thus, this research is an empirical study carried out to evaluate the impact of ESOP on financial performance of ten listed Indian Construction and Infrastructural companies based on for a period of six years. The study analyzes three years pre and post period to the adoption of ESOPs for the selected companies and is based upon secondary data collected from company annual reports of the respective years. Company-wise Pre- and Post- ESOP adoption Analysis and Regression Analysis is carried out in the selected selector.
Running head EFFECTIVE LEADERSHIP1EFFECTIVE LEADERSHIP13.docxcharisellington63520
Running head: EFFECTIVE LEADERSHIP 1
EFFECTIVE LEADERSHIP 13
Identifying Effective Leadership in Public Administration and Supporting with Professional Development
Student’s Name
Walden University
Identifying Effective Leadership in Public Administration and Supporting with Professional Development
It can be easily agreed upon that leadership is essential for the success of organizations in any field. However, the style of leadership must be tailored to the organization based on many factors, including the field in which the organization is in, the culture of the organization, and the duties that are required of the leader in order to meet organizational goals and accomplish day to day tasks (Burke, 2011). There are many leadership styles that are often demonstrated within the field of public administration. Though the concept of leadership is a topic that has a significant amount of research devoted to it, the number of studies on various leadership topics can be overwhelming (Van Wart, 2013). With so many leadership styles, which ones are most effective within the field of public administration? Additionally, how can these styles be developed?
Leaders within the field of public administration face many unique challenges (Bowling & Wright, 1998; McGinnis, 2006; Nalandian, O'Neill, Wilkes, & Kaufman, 2013). These challenges include ever-changing responsibilities and problems (McGinnis, 2013), addressing revolutions in technology, transportation, and communication (Nalandian, O’Neil,Wilkes, & Kaufman, 2013), adhering to federal mandates, implementation of policies, and dealing with fiscal pressures (Bowling & Wright, 1998). To meet these challenges brought on with the advances in technology and changes to modern society, leadership styles have also had to change with the times. Bowling & Wright (1998) outlined changes that have occurred in leadership within public administration in the last four decades. They found that leaders within state agencies today demonstrate more diversity with regard to age, race, gender, and experience compared to forty years ago. Leaders today are also more educated than in the past (Bowling & Wright, 1998).
According to literature, it is important for leadership style to match the challenges that lie in the field of public administration (McGinnis, 2013). To address challenges within the civil service system such as difficulty in attracting and retaining qualified personnel, inadequate training, and poor management (Underhill & Oman, 2007), some authors recommended drastic reforms to the civil service system, such as implementation of merit pay, the creation of performance standards, and the creation of a list of mandatory firing offenses, which were rationalized on the basis of national security (Brook & King, 2007). Other challenges within the public administration and civil service system lie in the area of decision-making. Kellis & Ran (2013) noted the controversy surroundin.
This paper developed an analytical background to scientific development conducted on the use of
Lean Manufacturing in the industries. Regarding the methodological approach to this research is exploratory and
did a literature review with a sample survey using technological resources search as a tool to perform the search
in this case, the component data bases Journals Portal Coordination and Training of Personnel Higher Level. For
this study bibliometric analysis and the selection of journals were made and the results show that the topic is
Lean Manufacturing on the rise internationally and that is a methodology mentioned in leading journals. The
scientific literature on the topic is not predominantly done by a single magazine or a single industry segment.
The contribution is in identifying the gaps of the segments of the industries with the greatest opportunities for
the application of Lean Thinking so that future studies can deepen effectively is opportunity.
Artisan Entrepreneurship A Systematic Literature Review And Research AgendaMaria Perkins
This systematic literature review summarizes 32 academic articles on artisan entrepreneurship. It finds that this research contributes to understanding entrepreneurial behavior, context, motivation, development, resources, diversity and classification. Specifically, the literature provides insights into coopetition practices, the relationship between place and entrepreneurship, and the coexistence of social and economic goals in artisan ventures. The review identifies areas for future research, including more quantitative studies, greater attention to context, and more holistic examinations of diverse cultural contexts and experiences.
Running head PHD IT 1PHD IT 5Written Interview Qu.docxtodd581
Running head: PHD IT 1
PHD IT 5
Written Interview Questions: PhD IT
Student’s name
Professor’s name
Course title
Date
Phd IT
Q 1: Information technology research interests, importance, and inspiration
Information technology must not be underestimated. Organizations now recognize information technology as a first mover advantage over the competitors. The increased desire for smart cities, sophisticated robotics, and now that the society is in the information age requires technology wizards to help in the transition. Notably, increased cyber attacks reports need more research. I am interested in finding out the emerging threats and safety precautions to lend a hand in reducing losses as a result the threats. The other is data breaching. The wide embrace of electronic commerce and storage of information electronically has led to the breach of sensitive information. Studying information technology in-depth will grant insights on how to govern information. Big data is common today. I would wish to know about the analytics of big data and its applications to make sound decisions. Risk is a fact. Knowledge on enterprise risk management is essential for the management of risks. Information technology varieties reflect the need to research about the technologies for a global world. Data is becoming more complex, calling for data science knowledge.
Q 2: Reasons for selecting PhD in information technology including University of the Cumberlands
Now that the world is driven by information technology is a sign of growth. To a student, this implies increased job opportunities which is a plus if one has a doctorate degree. A doctorate person can fit in careers that require high technology such as information technology consultant, strategist, architect, director, and chief information officer over a master’s person. A PhD will therefore, grant me the theories and strategies important to become a leader in technology management. University of the Cumberlands was chosen because it has been certified by the National Security Agency as well as Homeland Security as a center of excellence in the prevention of cyber threats (University of the Cumberlands, 2018). The university also offers the chance to study online and takes into account the student’s schedule to have time for work and home.
Q 3: Strengths verses weaknesses including impacts
More research is expected of a PhD student. The ability to research and write well will be beneficial in delivering the needed content. A thinker is also required to present substantive knowledge. Sacrifice in terms of time and effort is a must to graduate within the allocated duration. I am well-prepared to pursue this study because of the focus that I have. Additionally, I have shared about my interests and goals with my mentor therefore, assured that I am in the correct field. The selected mentor is knowledgeable about information technology and will get to this person when faced by any challenge. I a.
Running head PERSONALITY INVENTORIES1PERSONALITY INVENTORIE.docxtodd581
Running head: PERSONALITY INVENTORIES 1
PERSONALITY INVENTORIES 9
Personality Inventories as Evidence of Personality
Matthew M. Rosario
University of the Rookies
May 15, 2018
Abstract
It can be difficult to understand law in relations to psychology and the way behavior can be explained in a more practical application. Unfortunately, the advancement of psychology and the perception of law are at a constant struggle with each other because law is specific and psychology is changing. Understanding how juror verdict come to be not from a lawyer standpoint by a psychological one can be beneficial as far a juror selection. Juror selection is the most important part during pre-trial services. Being able to use science to investigate juror personality in regards to personality evidence can create a new theory in psychology and law once the research begins and the length and understanding of the topic is better. This paper will outline information of my research topic.
Personality Inventories as Evidence of Personality
It can be difficult to understand law in relations to psychology and the way behavior can be explained in a more practical application. Unfortunately, the advancement of psychology and the perception of law are at a constant struggle with each other because law is specific and psychology is changing. Law does not change in theory, but psychology does which enhances psychological understanding of the world. Being able to identify juror in favor of a particlar postion during “Voir Dire” can be beneficial during legal preceedings. Voir dire is the ability to rehabilitate the jury by allowing the judge and attorney to observe and ask questions to eliminate bias jurors before selecting the final 12 jurors who will preside over the case (Erik, Marek, 2016). Unfortunately, this method can be used in order to evaluate which juror would be most benefical for a particlar lawyer during a trial. In other words, lawyers have the ability to munapluate the selction process in order to gain juror in their favor. According to Schuller, Erentzen, Vo, and Li (2015) it is the right for one to be tried by an impartial and independent jury from one’s peers, but this can be difficult when peers can be prejudice or possibly chosen by attorneys to benefit their position. At this time there is mininal psychological assessement being conducted in order to understand the jurors position outside of their biases. Because this is a new topic emerging in studies, more research needs to be conducted in order to understand the bases of trial science and the annotation of using trial consultant to create mock trials for juror selection for their advantage. Due to trial science being a new specialty this lead to the research topic can personality inventories indicate a juror verdict during trial? Many researchers concluded that juror background demographic information, education and personality could influence a juror verdict, but did not con.
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This document provides a synopsis of a thesis submitted to Tumkur University in India on self-organizing "for profit" institutions. The thesis studied global organizations over 10 years and analyzed data from 60-80 individuals across 9 companies to understand informal team roles and how priorities are balanced. The main contributions of the thesis are an ethnographic study of senior management, a set of narratives detailing real events, a conceptualization of roles/values/practices in self-organizing institutions, and a proposed cultural model to facilitate adoption of self-organization at the enterprise level.
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This document summarizes four research articles related to professional inquiry. The first article proposes a dialectical approach to strategic planning by examining underlying assumptions. The second presents dialectical inquiry as a structured qualitative research method. The third discusses how a researcher's position and reflexivity can impact qualitative research. The fourth evaluates three models of technology transfer identified through a dialectical inquiry study. Overall, the document examines different aspects of professional inquiry and emphasizes the importance of considering researcher biases and using both qualitative and quantitative analysis.
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Evaluating the Effect of Employee Stock Option Plans on the Financial Perform...Dr. Amarjeet Singh
Competitive pressures to improve productivity continue to place significant demand upon organizations globally. To respond to these competitive pressures with the developed countries like USA, ESOPs (Employee Stock Ownership Plans) have also been adopted in developing country like India to increase the firm’s and employee’s performance and productivity by retaining the employees to a large extent. Employee Stock Ownership Plans are majorly utilized by many successful and competent companies across the world. The successes of the ESOP companies in countries like USA, Japan and UK etc. may largely be attributed to enhancement of firm’s performance and Employee productivity. These effects are becoming increasingly noticed across the world in recent years. Thus, this research is an empirical study carried out to evaluate the impact of ESOP on financial performance of ten listed Indian Construction and Infrastructural companies based on for a period of six years. The study analyzes three years pre and post period to the adoption of ESOPs for the selected companies and is based upon secondary data collected from company annual reports of the respective years. Company-wise Pre- and Post- ESOP adoption Analysis and Regression Analysis is carried out in the selected selector.
Running head EFFECTIVE LEADERSHIP1EFFECTIVE LEADERSHIP13.docxcharisellington63520
Running head: EFFECTIVE LEADERSHIP 1
EFFECTIVE LEADERSHIP 13
Identifying Effective Leadership in Public Administration and Supporting with Professional Development
Student’s Name
Walden University
Identifying Effective Leadership in Public Administration and Supporting with Professional Development
It can be easily agreed upon that leadership is essential for the success of organizations in any field. However, the style of leadership must be tailored to the organization based on many factors, including the field in which the organization is in, the culture of the organization, and the duties that are required of the leader in order to meet organizational goals and accomplish day to day tasks (Burke, 2011). There are many leadership styles that are often demonstrated within the field of public administration. Though the concept of leadership is a topic that has a significant amount of research devoted to it, the number of studies on various leadership topics can be overwhelming (Van Wart, 2013). With so many leadership styles, which ones are most effective within the field of public administration? Additionally, how can these styles be developed?
Leaders within the field of public administration face many unique challenges (Bowling & Wright, 1998; McGinnis, 2006; Nalandian, O'Neill, Wilkes, & Kaufman, 2013). These challenges include ever-changing responsibilities and problems (McGinnis, 2013), addressing revolutions in technology, transportation, and communication (Nalandian, O’Neil,Wilkes, & Kaufman, 2013), adhering to federal mandates, implementation of policies, and dealing with fiscal pressures (Bowling & Wright, 1998). To meet these challenges brought on with the advances in technology and changes to modern society, leadership styles have also had to change with the times. Bowling & Wright (1998) outlined changes that have occurred in leadership within public administration in the last four decades. They found that leaders within state agencies today demonstrate more diversity with regard to age, race, gender, and experience compared to forty years ago. Leaders today are also more educated than in the past (Bowling & Wright, 1998).
According to literature, it is important for leadership style to match the challenges that lie in the field of public administration (McGinnis, 2013). To address challenges within the civil service system such as difficulty in attracting and retaining qualified personnel, inadequate training, and poor management (Underhill & Oman, 2007), some authors recommended drastic reforms to the civil service system, such as implementation of merit pay, the creation of performance standards, and the creation of a list of mandatory firing offenses, which were rationalized on the basis of national security (Brook & King, 2007). Other challenges within the public administration and civil service system lie in the area of decision-making. Kellis & Ran (2013) noted the controversy surroundin.
This paper developed an analytical background to scientific development conducted on the use of
Lean Manufacturing in the industries. Regarding the methodological approach to this research is exploratory and
did a literature review with a sample survey using technological resources search as a tool to perform the search
in this case, the component data bases Journals Portal Coordination and Training of Personnel Higher Level. For
this study bibliometric analysis and the selection of journals were made and the results show that the topic is
Lean Manufacturing on the rise internationally and that is a methodology mentioned in leading journals. The
scientific literature on the topic is not predominantly done by a single magazine or a single industry segment.
The contribution is in identifying the gaps of the segments of the industries with the greatest opportunities for
the application of Lean Thinking so that future studies can deepen effectively is opportunity.
Artisan Entrepreneurship A Systematic Literature Review And Research AgendaMaria Perkins
This systematic literature review summarizes 32 academic articles on artisan entrepreneurship. It finds that this research contributes to understanding entrepreneurial behavior, context, motivation, development, resources, diversity and classification. Specifically, the literature provides insights into coopetition practices, the relationship between place and entrepreneurship, and the coexistence of social and economic goals in artisan ventures. The review identifies areas for future research, including more quantitative studies, greater attention to context, and more holistic examinations of diverse cultural contexts and experiences.
Similar to Running head PRODUCT AND TARGET MARKET PLANNING1PRODUCT AND TA.docx (20)
Running head PHD IT 1PHD IT 5Written Interview Qu.docxtodd581
Running head: PHD IT 1
PHD IT 5
Written Interview Questions: PhD IT
Student’s name
Professor’s name
Course title
Date
Phd IT
Q 1: Information technology research interests, importance, and inspiration
Information technology must not be underestimated. Organizations now recognize information technology as a first mover advantage over the competitors. The increased desire for smart cities, sophisticated robotics, and now that the society is in the information age requires technology wizards to help in the transition. Notably, increased cyber attacks reports need more research. I am interested in finding out the emerging threats and safety precautions to lend a hand in reducing losses as a result the threats. The other is data breaching. The wide embrace of electronic commerce and storage of information electronically has led to the breach of sensitive information. Studying information technology in-depth will grant insights on how to govern information. Big data is common today. I would wish to know about the analytics of big data and its applications to make sound decisions. Risk is a fact. Knowledge on enterprise risk management is essential for the management of risks. Information technology varieties reflect the need to research about the technologies for a global world. Data is becoming more complex, calling for data science knowledge.
Q 2: Reasons for selecting PhD in information technology including University of the Cumberlands
Now that the world is driven by information technology is a sign of growth. To a student, this implies increased job opportunities which is a plus if one has a doctorate degree. A doctorate person can fit in careers that require high technology such as information technology consultant, strategist, architect, director, and chief information officer over a master’s person. A PhD will therefore, grant me the theories and strategies important to become a leader in technology management. University of the Cumberlands was chosen because it has been certified by the National Security Agency as well as Homeland Security as a center of excellence in the prevention of cyber threats (University of the Cumberlands, 2018). The university also offers the chance to study online and takes into account the student’s schedule to have time for work and home.
Q 3: Strengths verses weaknesses including impacts
More research is expected of a PhD student. The ability to research and write well will be beneficial in delivering the needed content. A thinker is also required to present substantive knowledge. Sacrifice in terms of time and effort is a must to graduate within the allocated duration. I am well-prepared to pursue this study because of the focus that I have. Additionally, I have shared about my interests and goals with my mentor therefore, assured that I am in the correct field. The selected mentor is knowledgeable about information technology and will get to this person when faced by any challenge. I a.
Running head PERSONALITY INVENTORIES1PERSONALITY INVENTORIE.docxtodd581
Running head: PERSONALITY INVENTORIES 1
PERSONALITY INVENTORIES 9
Personality Inventories as Evidence of Personality
Matthew M. Rosario
University of the Rookies
May 15, 2018
Abstract
It can be difficult to understand law in relations to psychology and the way behavior can be explained in a more practical application. Unfortunately, the advancement of psychology and the perception of law are at a constant struggle with each other because law is specific and psychology is changing. Understanding how juror verdict come to be not from a lawyer standpoint by a psychological one can be beneficial as far a juror selection. Juror selection is the most important part during pre-trial services. Being able to use science to investigate juror personality in regards to personality evidence can create a new theory in psychology and law once the research begins and the length and understanding of the topic is better. This paper will outline information of my research topic.
Personality Inventories as Evidence of Personality
It can be difficult to understand law in relations to psychology and the way behavior can be explained in a more practical application. Unfortunately, the advancement of psychology and the perception of law are at a constant struggle with each other because law is specific and psychology is changing. Law does not change in theory, but psychology does which enhances psychological understanding of the world. Being able to identify juror in favor of a particlar postion during “Voir Dire” can be beneficial during legal preceedings. Voir dire is the ability to rehabilitate the jury by allowing the judge and attorney to observe and ask questions to eliminate bias jurors before selecting the final 12 jurors who will preside over the case (Erik, Marek, 2016). Unfortunately, this method can be used in order to evaluate which juror would be most benefical for a particlar lawyer during a trial. In other words, lawyers have the ability to munapluate the selction process in order to gain juror in their favor. According to Schuller, Erentzen, Vo, and Li (2015) it is the right for one to be tried by an impartial and independent jury from one’s peers, but this can be difficult when peers can be prejudice or possibly chosen by attorneys to benefit their position. At this time there is mininal psychological assessement being conducted in order to understand the jurors position outside of their biases. Because this is a new topic emerging in studies, more research needs to be conducted in order to understand the bases of trial science and the annotation of using trial consultant to create mock trials for juror selection for their advantage. Due to trial science being a new specialty this lead to the research topic can personality inventories indicate a juror verdict during trial? Many researchers concluded that juror background demographic information, education and personality could influence a juror verdict, but did not con.
Running head: PHASE 2 1
PHASE 1 16
GenY Xploit Implementation Plan
Ken Wiechert
Robert Varela
Lakisha Trammel
Grand Canyon University: ENT-435
06/9/2019
GenY Xploit Implementation Plan
Innovation is a team activity that involves the intersection of different fields, bringing together diverse ideas, abilities, and/or methods that result in a physical product, a process, or a service that impacts society in a timely manner (National Academy of Engineering, 2015). It is imperative to influence innovation in an organization to stay in existence with other competitors. Before Team B can embrace the final phase of implementing a plan that will captivate the audience buy-in power there are two other phases that need to take place. Phase 1 has already been established and that is to purpose several innovative ideas to nominate for our new product along with a description of the models used to circulate an extensive evaluation of each product. Team B evaluated several innovation ideas mainly using the NOMMAR model which evaluated the customer needs, technology options, potential market, business model, realistic approach, and the relevancy (Miller Competition Series, n.d.). Phase 2 will finalize the name of a product, provide a description of the GenY Xploit gaming console, what value will it provide to our customer needs, utilizing the NOMMAR model a detailed implementation plane that that will include contingency, risks, budget, time frame, target market and visuals to increase readability and professional exploits.
GenY Xploit Gaming Console
Team B unanimously nominated the GenY Xploit gaming console for our new product. Introducing the new GenY Xploit gaming console into the market arena will give gamers a whole new jolt of gaming experience. The gaming console will introduce a unique design of software compatibility that will allow gamers to perform cross-platform gaming to compete with each other online no matter what gaming console they are using.
According to Karlsson, & Nystrom (2003), “The introduction of a new product on the market can basically be made in two different ways. A product can be either totally new to the market or it can be the result of a major change in an existing product” (p 136). The Gen Y Xploit is totally a new gaming console product that has the potential to revolutionize the gaming industry all over the world. Team B is excited and ready to establish this new gaming console to the gaming community world which we feel is hungry and ready for a new gaming console to take center stage. If that is not enough, we are confident that GenY Xploit will fulfill all their desires and needs for centuries to come. Presently, the latest marketing model for the gaming industry consists between two competitors, Microsoft Xbox One X and the Sony PlayStation 4 (PS4), even though the Nintendo Switch is a gaming system they are not equally comparable. It is time to beef up the competit.
Running head PERSONAL MISSION STATEMENT1PERSONAL MISSION ST.docxtodd581
Running head: PERSONAL MISSION STATEMENT
1
PERSONAL MISSION STATEMENT
4
Personal Mission Statement
Name
PSY/699
Instructor name
date
Personal Mission Statement
To begin with, I have set my eyes on becoming a social worker. Further, through my involvement in the realm of social work, I hope to help as many individuals as I can. For a long a time, I have exhibited immense passion and the need to come to the assistance of individuals who are grappling with a vast array of unsavory circumstances. My passion is as a result of my experiences of the suffering of many people whom I have interacted with throughout my life. Notably, the majority of these people had to contend with abuse and neglect for a long time. Moreover, my need is as a result of my comprehension of the fact that transforming the globe commences with the assistance of a just a single individual and having the ability to empathize with individuals. Having witnessed so much suffering throughout my life, I feel that it is right for me to do whatever I can to bring smiles to faces of individuals who have faced diverse challenging situations in their life. In this way, I believe that I will be able to bring much-needed positive contributions to my preferred profession.
Further, I bring various positive and unique qualities to social work, the most prominent of which include empathy, active listening, and persuasion. Firstly, empathy relates to the capability of an individual to identify with the situation in which another individual is. Undoubtedly, empathy is immensely critical in the realm of social work owing to the fact that it aids those partaking in the field to not only comprehend but also assist others in ascertaining solutions to their problems. Apart from this, active listening is equally critical in social work because it helps in establishing trust, opening doors, and coming to the discovery of important details regarding the people seeking the assistance of social workers. In this way, their unique circumstances can be understood. Additionally, the value of persuasion cannot be stressed enough, as it aids in influencing, coaxing, or inviting individuals to take action, for instance, when it comes to the transformation of client behavior.
With respect to how I see my role in the profession evolving through time, I hope that I will start working as a child welfare social worker in a hospital. I intend to offer services to children who are grappling with abuse and neglect owing to the actions of their parents. On top of this, I intend to assist children coming from families that do not earn enough income. In addition, I hope that I will become a hospital manager of child welfare five years after starting my practice of social work. Following the attainment of two to three years’ experience as child welfare social worker, on top of undergoing additional management training, I hope that I will be able to land the position. In addition, I intend to start a non-profit communit.
Running head PERSONALITY DEVELOPMENTPERSONALITY DEVELOPMENT.docxtodd581
Running head: PERSONALITY DEVELOPMENT
PERSONALITY DEVELOPMENT 6
Personality development
Student’s Name
Institutional Affiliation
Introduction
The purpose of this paper is to explain the concepts and theories of personality development. People tend to think widely about personality at the workplace, in schools, and in other social events. People place immediate focus on the personality and make judgments about shyness, helpful people. (Davis & Panksepp 2018) Personality makes each individual the way they are. Researchers in psychology and other fields have overtime in history researched how the personality of individuals developed. The development of personality refers to the organization of human behavior patterns, which brings uniqueness amongst various individuals. Many factors can result in personality changes such as the genetic factors, the environment one is living, styles of parenting, and other very important variables. The development of personality allows individuals to adopt an impressive personality and makes one be unique. Various psychologists have developed various theories that explain the development of human personality. Some of the theories of personality development include the psychodynamic theory, neural biological theory, the traits theory, and cognitive theory. (Rohsenow & Pinkston-Camp 2016)
Psychodynamic theory
The development of personality takes place through a certain series of stages. Each of these stages has unique conflict features in psychology. The development of human personality is developed from a number of components of the human mind. Feud believed that the three components include the id, the ego, and the superego. The id is concerned with the question "want to do that now," it is characterized by the gratification of certain basic needs and has an aspect of urgency. The superego places focus on some essential rules and morals in society. This is closely related to the commonly referred to as the human conscience. The development happens as individuals grow from childhoods to adulthood. The ego is mainly rational and part of our inner personality. A number of psychologists have criticized the feuds ideas about personality development and have rather applied the effect that the child's environment and their culture affect the development of their personality. (Rohsenow & Pinkston-Camp 2016)Alfred explored and developed a very comprehensive theory of psychodynamic personality.
The psychologists focused on the strong drive, which compensates for inferiority feelings. He developed the idea of an inferiority complex which described a situation where an individual lacks their worth and perceive themselves below the standards of other people in the society. Erickson was another psychologist who was very instrumental in the development of psychological development theory. (Brandes 2019) He argued that the development of the human personality was based on t.
Running Head PERSONAL NURSING PHILOSOPHY 1PERSONAL NURSING P.docxtodd581
Running Head: PERSONAL NURSING PHILOSOPHY 1
PERSONAL NURSING PHILOSOPHY 2
Personal nursing philosophy
Student name
Professor
Course
Date of submission
This paper focuses more on nursing paradigms that are comprised of four key elements. These factors include persons/clients, health, environment, and nursing, where each is subjected to own theoretical connotation and has an essential role in enhancing and promoting healthcare. In this regard, the paper outlines and contrast approaches and is in line with these four approaches in efforts to attain modern health care. Various theories in this regard try to give a vivid description of the environment and critical role in healthcare. All the stakeholders are therefore supposed to collectively work together as one of attaining a competitive advantage, healthcare and create a conducive work plan that total defense potential alignment of healthcare. This theory creates a personal definition that applies to the scenario in an exemplifying the applicability in the nursing processes (Warren W. Tryon, 2019).
In my analysis and interpretation, Person metaparadigm focuses more on recipient care and the patient. This facet extends and encompasses factors such as culture, personal spiritual aspects, family friends, and the associate economic status. This fact has been proved by a research hat outlined that the current world view of nursing has existentialism and humanism transcendence, which are based on their own interpretation and perception. The nature of intensive care that is acceded to a patient in some cases is based on the personal attribute and predetermined forces that surround one self. The third part is always crucial in attaining healthcare through could and proviso of essential secondary services that help in the healing processes. This is a closely associated environment metaparadigm; it deals with both external and external factors that relate to competent and reliable patient care. Some of the factors that are defined in this phase include interacting with patients, which changes the cognitive perspective of the subject. Visitors, as well as surrounding, are vital factors that can be used to determine and offer the best services to a patient (Saul McLeod,, 2015).
Am sure that nurse and the integrated practices of theories have established s scope and level of abstraction that has developed a proper framework through the nursing situation. Through capacity building a convinced that nurse intervention is the road map of attaining all phenomena and goals of universal healthcare. In this case, the use of cognitive theory appliance is predominating, arguing that intellectual structure and processes must be followed. The nurse must, therefore, attain a high degree of competency through the use of one's thought, interpretation of the environment, and correct assumption. In my opinion, this is the most critical aspect that requires professional input to attain effective, effi.
Running Head PHILOSOPHICAL WORLDVIEW1PHILOSOPHICAL WORLDVIEW.docxtodd581
Running Head: PHILOSOPHICAL WORLDVIEW 1
PHILOSOPHICAL WORLDVIEW 2
Philosophical Worldview
Kathy Greggs
Liberty University
05/27/2020
1. Which philosophical worldview most closely aligns with your perspective and the way that you view problems in the world? How so?
The approach in which we view greatly affects the approach in which we take for research purposes. I did not have that idea until I read the philosophical worldview and gained a detailed comprehension of that it involves. From this knowledge, I have found out that from the four philosophical worldview one that closely aligns with my perspective and my view of problems in the world is the pragmatic technique. This is because my approach of viewing and handling issues is based on the experience of the vice theory. Based on pragmatic view, reality exist as physical realities, psychological and social realities that involve subjective experience and perception, language, and culture. Knowledge is based on reality of the world and our experiences (Petersen, & Gencel, 2013).
2. How does understanding the connection between philosophical worldview and research methodology assist in your research approach?
The capability to associate philosophical world views to various research methodologies is essential to me. It aids in making it easier to focus on main issue of research thus making the right decision on the type of data collection methods to be used and the type of data analysis to be used. It is essential to note that the connection between the philosophical worldview and the research approach available since it will aid in defining if I implement the quantitative method or the qualitative approach. Based on the research carried out by Robson and McCarran (2016), the quantitative approach is basically focuses on the natural sciences and numerical data; as the qualitative approach is based majorly on non-numerical data and believed to be better suited for social research on individuals. Nevertheless, as pragmatist both approaches could be implemented based on my perspective or basic consensus.
3. Compare/contrast research philosophical worldview with that of a Christian worldview. Are there any areas that are problematic, or do most philosophical worldviews appear to be congruent with a Christian worldview?
A world view is a way in which we comprehend life and the world as well as the reality. The Christian worldview is a great conceptualization of the world based on a Christian view. Based on the philosophical worldviews, positivism according to me of the only one that is problematic to a Christian word view since it disclaims invisible theoretical concepts (Robson & McCarran, 2016). Post-positivism is a new worldview that tends to replace positivism and it is in line to the Christian worldview since it takes into consideration the uncertainties that positivism rejects. The other approaches are inline to the Christian world view since they are more open to the social n.
Running Head PHIL WORKSHOP1PHIL WORKSHOP 2.docxtodd581
The document discusses the history and challenges facing Best Buy, the largest consumer electronics retailer. It outlines Best Buy's evolution from its founding in 1966 as Sound of Music to its current struggles. Key points include:
- Best Buy is facing declining sales and profits as competitors like Amazon gain market share. Its new CEO is aiming to refocus the company on customer centricity.
- The company changed its business model several times over the decades in response to market changes and competition, from hi-fi audio stores to superstores to a "grab-and-go" format.
- Challenges now include losing market share to online and discount retailers, as well as changing consumer preferences as devices like smartphones replace
Running head PHILOSOPHY OF RELIGION-EXISTENCE OF GOD .docxtodd581
Running head: PHILOSOPHY OF RELIGION-EXISTENCE OF GOD 1
PHILOSOPHY OF RELIGION-EXISTENCE OF GOD 2
Student's name: Emmanuel Domenech
Professor's name: Dr. Tina Wood
Topic: Stage 1: Choosing your Philosophical Question
Institution: University of Maryland University College
Date: April 14, 2019
Final Project Stage 1: Choosing your Philosophical Question
Week Four: Philosopher: Thomas Aquinas, Primary Text: Summa Theologica, Part 1, Question 2, Article 1-3
Q1. Does God really exist?
I am highly interested in supporting the philosophy because it has been a debate that has existed for some millennium. God has been the cause of conflict and the reason for peace in some parts of the world. People who find a reason not to believe in him have always been secluded from the rest. Also, those who trust in him have been seen as hypocrites since their mistakes judge them. This is a philosophy that is interesting since it brings about the relationship between socioeconomic and political aspects of human beings in relation to the influence of a supernatural being. I would like to know that God exists in our world and this starts with the materials presented by the Philosophy of Aquinas. I would not want to choose a side and sound bias, but I would like to use facts to present my findings.
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RUNNING HEAD PERSONAL BRANDING ACTION PLANPERSONAL BRANDING ACT.docxtodd581
RUNNING HEAD: PERSONAL BRANDING ACTION PLAN
PERSONAL BRANDING ACTION PLAN 2
PERSONAL BRANDING ACTION PLAN
NAME
MAY 2019
I) Keywords that best describe myself
a) Strategist
b) Motivator
c) Fitness Consultant
d) Talent enabler
II) Passions and Values
a) Passions
i) Community Service
ii) Healthy and mental fitness living
iii) Mentorship
b) Values
i) Commitment
ii) Integrity
iii) Resilience
III) Value Proposition
I am a servant to my clients. I am entrusted with a task that is vital in personality development. It is paramount that my deeds and speech emulate my training. I am open to criticism and take up challenges easily. This position carries a responsibility to be a custodian of values as well as instill them to those I rub off shoulders with.
IV) Personal Branding/Networking Goals
Develop a blog and post tips twice a week.
Attend organized empowerment talks and apply to become one of the speakers.
Engage in online forums and social media chat rooms.
V) Elevator Pitch
Did you know it takes the average person just two seconds to look at a company logo and decide if they like it? Being a personal trainer, I can tell you for a fact that people judge you as fast as they would with a logo. I am interested in building inter-personal skills as well as maintaining one’s mental fitness. My passion is coming up with unique ways to help my clients express themselves by what they say, do and wear. I would be thrilled to help you achieve your personal goals.
References
How to Give an Elevator Pitch (With Examples). (n.d.). Retrieved from Indeed Career Guide: https://www.indeed.com/career-advice/interviewing/how-to-give-an-elevator-pitch-examples
The Definitive Guide to Personal Branding. (n.d.). Retrieved from Brand Yourself: https://brandyourself.com/definitive-guide-to-personal-branding
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Running head PERFORMANCE1PERFORMANCE2Case Scena.docxtodd581
Running head: PERFORMANCE 1
PERFORMANCE 2
Case Scenario
Case Scenario
The most striking point in this scenario is that the union’s collective bargaining covenant has “decoupled compensation from performance” (Hale, 2007). This means that the worker performance cannot be incentivized through benefits and compensation. This results to the assumption that without anything to gain it would be meaningless to appraise the performance of the workers. Besides, even from the union’s perspective, having performance metrics in hand, especially if they are trending up, can only strengthen their position at the next negotiation of the collective bargaining agreement.
However, it is also clear that the HR director erred in deciding to evaluate the effectiveness of the performance appraisal process by indexing that supposed effectiveness to the number of managers who adopted the process. That metric is useful only if the frequency of adoption is a proxy for gains in performance, a line of reasoning in need of clarification and exposition. One way for the HR director to flesh this out would be to obtain an understanding of why some managers were adopting the new performance appraisal process and why some were not. If the municipality’s managers are in fact concerned with the performance of their units, the survey would presumably point to ways the managers think the new process helps or does not help them get a handle on the productivity of their employees. The advantage of this would be that the survey would provide invaluable feedback, with which the performance appraisal process could be tweaked to address the concerns of the non-adopters and build upon the positives as seen by the adopters. The takeaway is that it is not entirely correct to assert that “the number of managers using the form has no bearing on productivity” (Hale, 2007) – the number of managers adopting the new process could serve to evaluate the process’ effectiveness, but only with some auxiliary development.
As Hale points out, the most straightforward metric for determining the value of the new appraisal process would be to measure “whether performance had improved” (Hale, 202). But, perhaps just as clearly, there seems to be something wrong with the reasoning implicit in that response. It seems shortsighted to apply the broad desideratum of improved performance to the seemingly more fundamental prerequisite initiative of becoming better able to measure performance (Hale, 2007).
Assuming many additional criteria are required to evaluate the value of the HR director’s new appraisal process. Given that the ‘industry’ in question is a municipality, relevant productivity and people performance metrics are to be found in, for example, time-at-task, attainment of objectives, and rework. For example, if the municipality receives a call about a broken water line, the time-at-task involved in repairs, the successful repair, any need for rework, plus response time, all repr.
Running Head PERTINENT HEALTHCARE ISSUE1PERTINENT HEALTHCAR.docxtodd581
Running Head: PERTINENT HEALTHCARE ISSUE 1
PERTINENT HEALTHCARE ISSUE 2
Analysis of Pertinent Healthcare Issue
Students Name:
Institutional Affiliation:
Impact of increasing cost in a health organization
Introduction
The cost of receiving healthcare service is becoming a serious national healthcare concern. It has been established that the United States spend more on healthcare, in relation to the national income than any other industrialized nation. However, achieving minimum cost means having to make certain hard compromises which have never been easy. For example, low expenditure on research and development, limitation in terms of the choices of health coverage or healthcare providers and having to wait for long before using new technologies. The health system has gone through a series of transformational changes that has seen the cost of healthcare provision sky-rocket. The most affected are among the 41 million uninsured Americans who are unable to cater for the cost of insurance as well as the underinsured whose coverage program cannot cater for their overall health needs. The major catalyst behind the rising cost of healthcare has been; the rising number of aging population that take great benefit from the technologies created for lengthening life span, lifestyle choices like adoption of sedentary lifestyle and unhealthy eating habits resulting to obesity and cardiovascular disorders among others.
Cost impact on health organization.
Increasing cost has impacted the national health organization/system in so many ways. The impacts are not only experienced by the patients but the providers, employers, payers (insurance bodies) and even other employees within the health organization. Firstly, an array of transformational changes has been made i.e. payment transformation where a shift has been made from volume-based (fee-for service payment) which has high cost implications to value-based models and also the development of primary care in attempt to counter increasing cost. The turnover of healthcare providers has also faced a fair share of cost impact. The providers burdened by the feeling of denying patients services due to inability to cater for cost or lack of insurance loses meaning of services and morale to continue with the service. Consequently, advancement in training and education improve the providers’ patient service and more enhanced application of Evidence-Based practice appears costly and unaffiliated hence promoting low morale. Morbidity and mortality cases has been on the rise. Advanced technology used in diagnosis/treatment of serious medical conditions has become expensive and some of them are not covered by the insurance (core payments) hence late interventions taken after serious damage. The is also an indication of lowered patient engagement as far healthcare decision making is concerned since patients with financial challenge have limited options and are sometimes forced to comply with the physici.
Running head Patient Safety and Risk Management in Dental Pra.docxtodd581
Running head: Patient Safety and Risk Management in Dental Practice: Are There Enough
Guidelines? An Evaluative Study on The Existing System in a Dental College of Riyadh 1
Patient Safety and Risk Management in Dental Practice: Are There Enough Guidelines? An
Evaluative Study on The Existing System in a Dental College of Riyadh
Introduction
While it is essential to the practice of healthcare professionals to concern about patient
safety, it is relatively current that it has been transformed into a specific body of knowledge and
therefore patient safety may be considered as a relatively ‘innovative’ discipline. Its core ideas
are to prevent the occurrence of avoidable adverse events (errors, complications and accidents)
accompanying the practice of healthcare and to reduce the impact of unavoidable adverse events.
This is a simple definition for the multifaceted, complexed nature and many key elements in the
practice of patient safety. There are economic, financial, social, cultural and organizational
matters of a patient safety environment that makes it unpractical to simply define it as the
practicing safe health care or protecting patients from harm by health care professionals. It is
essential for all health care professionals and health care organizations to become more
acquainted with the overall framework of patient safety, to dynamically contribute in hard work
to apply patient safety procedures in everyday practice and to create a culture of patient safety
culture (Yamalik & Perea Pérez, 2012).
There is a constant concern and interest in dentistry for matters related to patients and
practicing safe and quality care in the everyday dental practice. Yet, like other health
professions, more attention is given to patient related matters and safety-related matters
(Yamalik & Dijk, 2013).
Furthermore, there is an emerging professional consideration of risk management, patient
safety and handling errors. Rather than hiding them, errors are now understood as learning
material and by that, the number of publications on dental errors are increasing. As an example,
Patient Safety and Risk Management in Dental Practice: Are There Enough Guidelines? An
Evaluative Study on The Existing System in a Dental College of Riyadh 2
prescribing errors in dental practice is a potential ground for development in the medication
management process and patient safety (Yamalik & Dijk, 2013).
An empirical data on the attitudes of dental professionals and dental auxiliaries about the
reporting of medical errors was collected in Riyadh, Saudi Arabia by Al-Nomay et al., (2017),
most respondents (94.4% of them) expressed that medical errors should be reported. Yet, insights
of the norm, personal preferences and existing practices regarding which type of error should be
reported were inconsistent. Only 17.9% of respondents perceived that reporting errors that results
in.
Running head PayneABUS738001PayneABUS738001.docxtodd581
Running head: PayneABUS738001
PayneABUS738001
Human Resource Management and Employee Turnover
BUS-7380 Qualitative Business Research Design and Methodology
Week 1
Amenia Payne
Dr. Lawrence Ness
May 17, 2020
Introduction to Problem
How an organization along with its performance is affected by human resource management (HRM) policies that play an important role in the organization for performance and growth of employees and organization is a widely discussed topic (Boudreau 1991; Jones& Wright, 1992; Kleiner 1990). Different sources contend that work rehearses that advance superior, for example, exhaustive representative enrollment and choice methods, motivator pay, and execution the executives frameworks, and broad worker inclusion and preparing, will in general upgrade the capacities of a company's present and future representative's information, aptitudes, inspiration, just as the maintenance of value workers (Jones and Wright, 1992; U.S. Division of Labor, 1993). The human asset strategies of the association will be in general assistance +7. The year 2006 was the year when HR managers noticed that were approximately 46% and considered employee turnover their top post priority in workforce and organization and that took the peak from 2012 that was 25% in that year.
Society for Human Resource Management (SHRM) explained that it has different causes for lessening employee turnover ought to be imperative for any association that involves (1) employee turnover can turn out to be exorbitant rapidly, (2) undesirable turnover influences the presentation of any association, (3) as the accessibility of talented representatives diminishes, it will turn out to be progressively hard to hold looked for after workers. According to a study, it was analyzed that employee turnover can be too costly that annually it can shoot up to 200% of annual salaries that is a great loss for organizations caused mainly due to turnover. Now with these staggering figures, it is very difficult for organizations today to fully understand the concept of employee retention and turnover and how to decrease the overall process and how to handle turnover (Mayhew, 2019). Similarly, trained employees and loyal workforce of the organization get replaced with new employees that take additional time to get trained hence organizations face a loss of time along with loss of resources and money (Iqbal, 2010). Employee turnover should only be done when it is essential for any organization to replace existing employees with new talent and that will only be done when organizations know that this turnover will give benefit and growth to the organization (Meyer, 2011). Employee turnover has termed as a risky choice as it involves the major risks in any organization for current and future project implications by human resource management (Iqbal, 2010).
An organization’s business strategic plans for execution should be contingent on current and potential employees. Throu.
Running head NURSING RESEARCH 1NURSING RESEARCH 7.docxtodd581
Running head: NURSING RESEARCH 1
NURSING RESEARCH 7
Nursing Research
Student's Name
Institutional Affiliation
Nursing research
Obesity and Weight Management Programs
Introduction to the Problem
The problem under investigation in this research is the issue of obesity and weight management. This topic was selected because it the issues is affecting many people today around the world and most significantly in the United States. Thousands of people worldwide are dying from obesity and overweight related illnesses such as diabetes, cancer, high blood pressure among many others (Obesity & weight control: Health risks, weight loss & bariatric surgery, n.d.). Therefore, it has a huge impact on the healthcare system since it has increased the problems that healthcare professionals and facilities are facing. Hospitals are now congested mainly due to diet related illnesses, obesity being at the top of the list, which causes short staffing due to the increasing patients numbers relative to providers’ numbers. The providers, especially nurses, may then suffer from burnout and thus affecting the quality of care that they provide. Several weight management programs have then been created in order to tackle the serious problem of obesity. Therefore, conducting a proper research on obesity and weight management programs is very crucial since it will help in providing in-depth understanding of the whole issue and thus useful in developing and implementing ways that can curb the problem by proper implementation of these programs. This will improve the conditions of healthcare facilities and eventually the quality of care provided.
The Problem
The problem is obesity and weight management programs. Obesity is a medical condition that occurs when an individual has excess body fat or weight that might have some significant effect on his or her health (Hu, 2008). On the other hand, weight management is the process of embracing long-term lifestyle modification to keep a healthy body weight on depending on the age, gender, and height of an individual. They include methods such as eating heathy food and increasing the levels of physical activity. Weight management programs are then the initiatives that are created in controlling the weight of individuals in order to control such conditions as obesity. Managing one’s weight through these programs is very important part of their health because they avoid being overweight and obese to reduce the risks of medical conditions such as heart disease, diabetes, high blood pressure and stroke. The intake of diet considered unhealthy, lack of physical exercise and practicing unhealthy lifestyles such as too much intake of alcohol, smoking may lead to increase in weight, and thus a person is considered overweight. This is when the body contains too much body fat above the required amount. Obesity then occurs after being overweight when the calorie intake of a person goes higher than the amount of energy that .
Running head PERCEIVED BENEFITS AND BARRIES ON MMR VACCINE 1 .docxtodd581
Running head: PERCEIVED BENEFITS AND BARRIES ON MMR VACCINE 1
Perceived Benefits and Barriers about the MMR Vaccine among the Parents of a Pediatric
Population in South Florida
Florida International University
PERCEIVED BENEFITS AND BARRIES ON MMR VACCINE 2
Background
According to the Center for Disease Control and Prevention (CDC), about 1 in 4 people
in the United States will be hospitalized and one out of every 1,000 people with measles will
develop brain swelling that could lead to brain damage. Given the possible severity when
obtaining Measles, the CDC recommends to protect children against measles by obtaining a
vaccine that provides enduring insurance against all strains of measles (Measles, 2018). The
Measles, Mumps, and Rubella vaccine (MMR) is administered in two doses in order to prevent
an individual from obtaining one of those diseases. The first dose was given to children when
they are about 13 months old, which offers 90 to 95% protection against those diseases. The
second dose increases those protection odds to become 99%, which is administered before a
child turns five years old. In order for the vaccine to be immune in our system, we need to
achieve at least 95% of immunity to those diseases (Gardner, 2010).
Side effects of MMR vaccine
There is for all intents and purposes no medication without reactions. Gentle symptoms of MMR
vaccine include the following: fever, mild rash, and swelling of the glands in the cheeks or neck.
Moderate reactions include: febrile seizures, brief joint inflammation, and impermanent
thrombocytopenia. Serious side effects of MMR vaccine are amazingly uncommon, but can
include serious allergic responses. Other serious side effects are rare to the point that it is
difficult to recognize whether they are caused by the vaccine, which includes: deafness, long-
term seizures, coma, lowered consciousness, and lasting brain damage (Mahmić-Kaknjo, 2017).
PERCEIVED BENEFITS AND BARRIES ON MMR VACCINE 3
Barriers
Obtaining immunization has been viewed as one of the best general wellbeing accomplishments
of the twentieth century for their job in killing smallpox and controlling polio, measles, rubella,
and different irresistible ailments in the United States. Regardless of their adequacy in
forestalling and destroying illness, routine youth vaccine take-up remains problematic. Parent
refusal of immunizations has added to flare-ups of vaccine preventable infections, for example,
measles and pertussis (Maglione, 2014). Late episodes of measles in the United Kingdom and
United States have awoken reestablished worry about vaccination dismissal. The rate of
vaccination take-up has fallen. Individuals' view of vaccine protection and effectiveness has
appeared to be an imperative factor for immunization take-up that, in the meantime, can spread
between people (Medus, 2014).
Research has shown that guardians' frames of mind .
Running Head PATHOPHYSIOLOGY 1PATHOPHYSIOLOGY5.docxtodd581
Running Head: PATHOPHYSIOLOGY 1
PATHOPHYSIOLOGY 5
Pathophysiology
Student name
School
Instructor
Date
Rheumatoid Arthritis (RA) is a joint inflammatory disorder that can, at times, extend the effects to other body organs like lungs and blood vessels; The condition complicates the body's immune system with the advancement of the symptoms( explain types of symptoms) and citation needed(>>>>>>>>) Patients suffering from RA are prune to severe conditions that may arise as the condition matures. patients have distinct symptoms expressed outwardly based on the level and stage of the inflammatory disorder, some of which are similar to those expressed by the patients in the case study. The condition is not hereditary or family born but thought to result from genetic risk factors such as…… (citation needed) The patient in the case study was aware that increased inflammatory could result in the highlighted symptoms and thus presented them to identify whether they were emanating from the condition or any other source of infection.
Identify the genes that may be associated with the development of the disease.
A variety of gene pairs are associated with the RA condition as significant risk factors. The causative genes to the condition are suspended in the immune system function ( citation). Change in human Leukocyte antigen genes (HLA) in the significant contributor to Rheumatoid Arthritis ( citation needed). The genes, RLA-DRB1, are highly associated with triggering the Rheumatoid Arthritis condition. It is associated with the production f body proteins. The HLA proteins assist the immune system in distinguishing immune proteins and those proteins produced by body invaders like viruses (Soo P, n.d). Variation in other genes has a little impact on the condition ( citation needed).
Explain the process of immunosuppression and the effect it has on body systems.
Immunosuppression is a process that subdues the human immune system to individuals undergoing organ transplants or those with autoimmune conditions like Rheumatoid Arthritis(>>>>>>>>). The process involves administering drugs to ensure that the immune system does not repel the organs being transplanted (McCance & Huether, 2019). The physicians must first carry an examination of different body organs them makes a prescription to the patient. After the examination, a strict medical plan or therapy session is created, which patients should stickily follow. During the process, the doctor monitors the patients effectively on a close observation. Immunosuppression has different side effects in the body, some of which arise due to the drugs ( citation needed). The effects include; decrease in bony density, a decrease in muscle functioning, effect on the operation of muscle fiber, which reduces muscle protein production and cases of hyperglycemia and severe diabetes. The effects get controlled through regular exercise. This paragraph should lead to the 4th or next paragraph this p
Invasiv.
Running head PASTORAL COUNSELLING ON MENTAL HEALTH1PASTORAL .docxtodd581
Running head: PASTORAL COUNSELLING ON MENTAL HEALTH 1
PASTORAL COUNSELLING ON MENTAL HEALTH 36
Pastoral Counseling on Mental Health
Student’s Name
Course
Institutional Affiliation
Pastoral Counseling on Mental Health
Chapter 4 Results4.1 Introduction
In this chapter, the researcher is going to present the results and findings obtained from the research. The primary objective of the study was to find out the effects of pastoral counseling on mental health. The researcher conducted a research survey to obtain the relevant data that was required to achieve the research objective. The data collection tool that was used in this study was a survey questionnaire that contained a total of 21 questions. The design of the questionnaire was in line with the specific objectives of this study. This chapter will present the respondents' background information, and the findings obtained from the analysis in line with the research objectives.
4.2 Data Analysis
Descriptive statistics were used in the discussion of the findings of the research. The results were explained using percentages. The target respondents of the study were sampled using simple random sampling. However, the primary target sample was that of people who had experienced some form of mental health at a certain point in their lives. The primary criterion for sampling was that the individual participant must have attained the age of 18 years and above.
4.3 Response Rate
Herein the response rate is the total number of people who completed the survey correctly and met the requirements of the researcher. In this study, a total of 106 participants completed the study. Before the survey was conducted, the respondents were taken through the details of the survey before they could give consent or decline. The reason they were chosen to take part in the study was that they were members of the Deliverance Center for all Nations Church and that they were of 18 years and above.
Further, they were informed of the candidate undertaking the research. Additionally, the researcher told the respondents that the objective of the study was to find out whether the church members sought pastoral counseling as a remedy for addressing mental health issues and whether pastoral counseling had a positive impact on the organization. The respondents were made aware that there was no benefit whatsoever of taking part in the research, and it was voluntary. The potential risks that the respondents would experience in the study were made known to them, which were the same risks one would encounter in their daily lives. The participants were informed that the information they gave would be confidential, and no one else will access them apart from the researcher. Possible contacts were availed to the respondents in case they intended to contact a third party regarding the research.
Once the participants had been taken through the details, they were asked whether they were willing to proceed with the survey or .
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Running head PRODUCT AND TARGET MARKET PLANNING1PRODUCT AND TA.docx
1. Running head: PRODUCT AND TARGET MARKET
PLANNING1
PRODUCT AND TARGET MARKET PLANNING4
Product and Target Market Planning
The government of Kenya, an East African Country, has
prioritized Modern-housing project as part of the presidency
five-year plans. The government intends to be able to provide
affordable modern housing for the better part of its population
(Waweru, 2014). Reliable Construction Company chose Kenya
as the product market. The company intends to introduce into
Kenya, the sale of concrete and precast materials as a way of
venturing into the foreign market. The ready market for these
products influenced the company’s choice of the country as a
foreign market. The market is set to be the company’s biggest
venture since its launch in 2017.
The company deals in the distribution of concrete and precast
materials. The precast materials consist of various molds and
shapes. The physical attributes of the products provided ensure
that they can be provided to any market as long. This is because
the raw materials to produce these products are sand, cement
2. and metal rods. The company uses CRH Plc cement in the
United States which is the best cement in the world with its
production company named the largest cement company in The
United States. The bulkiness of cement makes it hard to be
transported to Kenya for the use for the production. However, it
was noted that the southeastern part of Kenya has limestone
which is a raw material for the manufacture of cement and
therefore means that an adapted form of concrete and precast
materials can be provided by the company.
There are many factors that will influence the movement of the
products. Firstly, the political ground will ensure that the
introduction of the product is boosted. This is because they need
to convince the electorate that they are delivering. Secondly,
Kenya is a third world country but among the highly developed
in East Africa. There are many developed industries that deals
with the same products as Reliable Construction Company and
therefore the industries will provide the raw material to produce
the company’s products. The economic state of the country will
be beneficial to the production of the products. The country has
an unemployment rate of twenty-six percent (Waweru, 2014).
This, therefore, means that the country will provide for the
labor needs of the company.
The market is a developed market with valuable potential
customers. The country is on the verge of modernization and
therefore the need for the products is propelled by the
consumer’s need to develop. The number of real estate realtors
is increasing daily and this, therefore, means that there is a
ready market for the products (Waweru, 2014). The country is
in East Africa which is a long distance from the United States.
However, with the introduction of the direct flight from Kenya
to The United States late last year, this has increased the
suitability of the market.
Reference
Wawerù, K. (2014). The ABC of real estate investment in
Kenya: The law, the logic, the math.
3. Measuring leader behaviour:
evidence for a “big five”
model of leadership
Peter H. Langford and Cameron B. Dougall
Voice Project, Macquarie Park, Australia and
Department of Psychology, Macquarie University, North Ryde,
Australia, and
Louise P. Parkes
Voice Project, Macquarie Park, Australia
Abstract
Purpose – The purpose of this paper is to provide evidence for a
“leadership big five”, a model of leadership
behaviour integrating existing theories of leadership and
conceptually aligned with the most established
model of personality, the big five. Such a model provides
researchers and practitioners with a common
language to describe leadership behaviour in a field with a
plethora of leadership models. The model also
describes a wider range of leadership behaviour than other
models of leadership, and presents dimensions
that correlate with important organisational outcomes as
demonstrated in this study.
Design/methodology/approach – In total, 1,186 employees
completed the Voice Leadership 360, a survey
designed to measure the leadership big five, collectively rating
193 managers from a range of different sectors
and industries, using a 360-degree survey methodology.
4. Findings – Confirmatory factor analyses and internal reliability
analyses provide evidence for
22 lower-order factors of leadership behaviour that aggregate
into five higher-order factors of leadership
aligned with the big five personality descriptors. Further
evidence for the validity of the model is indicated by
significant correlations between 360-degree survey ratings and
raters’ judgements of leaders’ personality, and
significant correlations between 360-degree survey ratings and
both work unit engagement levels and
manager reports of work unit performance.
Research limitations/implications – The cross-sectional design
is the main limitation of the present
study, limiting conclusions that changes in leadership
behaviours will lead to changes in organisational
outcomes. The primary research implications of this study
include the support for an integrating model of
leadership behaviour that aligns with a large body of
psychological research, as well as the development of a
survey that can be used for future exploration of the model.
Practical implications – Practitioners may use the results of the
study to rethink how they develop
competency frameworks and measure leadership behaviour in
organisation development contexts.
This broad model of leadership and the familiarity of its
dimensions could increase the effectiveness of
behaviour change interventions, and the presented survey
provides a reliable and valid tool for
360-degree assessments.
Originality/value – The study provides evidence that leadership
can be described in a structurally similar
way to human personality. It presents a leadership model that
consists of a broader range of leadership
behaviours related to organisational outcomes compared with
previous models of leadership.
Keywords Leadership, Validity, Employee engagement, 360-
6. The current issue and full text archive of this journal is
available on Emerald Insight at:
www.emeraldinsight.com/0143-7739.htm
126
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38,1
useful for the progress of human personality research (DeYoung
et al., 2007). We propose
that such a common language in leadership research and
practice would be similarly useful
for researchers and practitioners to create, disseminate, and
apply leadership research.
The aim of this study was to propose a common language of
leadership called the leadership
big five. The leadership big five is a broad model of leadership
integrating several existing
leadership models into five common factors. The leadership big
five aligns with the most
established, popular, and exhaustive model of human
personality, the five-factor model of
personality, also known as the “big five” (McCrae and Costa,
1997). This alignment provides
researchers and practitioners the opportunity to understand
leadership behaviour from a
new broader perspective compared to previous models of
leadership, and the opportunity to
discuss leadership using a common language.
Leadership big five
There is a lack of consensus regarding exactly what set of
behaviours are necessary for
7. effective leadership. Over the past century, we have seen
perceptions of leadership
gradually move from a single factor to a more differentiated set
of behaviours, as
suggested in Table I. The very early days of management
research were entirely devoted
to the application of rational efficiency to production and labour
(e.g. Fayol, 1949,
originally published in French in 1916; Taylor, 1911). In the
1920s and 1930s, the human
relations movement highlighted the importance of showing
concern for the welfare of
workers (Mayo, 1933; Roethlisberger and Dickson, 1939). The
research programs at the
Ohio State University in the 1950s found two meta-categories
labelled “initiating structure” and
“consideration” (Stogdill, 1957). Subsequently, Blake et al.
(1962) proposed a “managerial grid”
Major dimensions of leadership behaviour
Example
descriptions
Planning,
directing,
monitoring
Rewarding,
developing,
consulting
Energetic,
ambitious, strong
communicator
9. Yukl (2002) Task Relations Change
Goleman (1995),
Salovey and Mayer
(1990)
Emotional
intelligence –
others
Emotional
intelligence –
self
Seligman and
Csikszentmihalyi
(2000)
Positive
psychology
Leadership big five
(present study)
Organise Connect Voice Innovate Enjoy
Conceptual alignment with big five personality descriptors
McCrae and Costa
(1997)
Conscientiousness Agreeableness Extroversion Openness to
experience
Emotional
stability
10. Table I.
Historical
development of major
leadership theories
127
Measuring
leader
behaviour
which described these same dimensions of behaviour as
“concern for production” and
“concern for people”.
The 1970s saw a growing recognition of the importance of
leaders’ ability to manage
change, and researchers began to describe leadership behaviour
along two broad
dimensions (Bass, 1985; Conger, 1989; House, 1976):
transactional leadership, characterised
by the previously recognised dimensions associated with the
rational management of
production and people; and transformational leadership,
characterised by creating and
communicating an inspiring mission and vision, setting high
standards of performance,
and providing intellectual stimulation to help subordinates
become more innovative. As an
integration of the above theories, Yukl (2002) proposed a three-
factor model of leadership
consisting of task-oriented behaviours (e.g. planning and
11. transactional behaviours such
as quality-checking work), relations-oriented behaviours (e.g.
transactional behaviours
such as recognising others), and change-oriented behaviours
(e.g. transformational
behaviours such as encouraging innovative thinking).
The 1990s saw a rapid rise in the concept of “emotional
intelligence”, thanks to
researchers such as Salovey and Mayer (1990) and the popular
writings of Goleman (1995).
At its broadest level, emotional intelligence has two
components: understanding and
influencing other people, and having insight and control over
one’s own emotions. The latter
focus upon emotions is also reflected in the recent “positive
psychology” movement and its
application in the workplace (Seligman and Csikszentmihalyi,
2000), emphasising the value
of positive emotions and resilience among employees and
leaders.
With a plethora of different leadership models, to help progress
leadership research
and practice it would be useful to have a broader model of
leadership integrating several
different perspectives into one model. Analyses of natural
language and personality
questionnaires reveal virtually all descriptors of individual
differences in people can
be categorised with the big five factors – extraversion, openness
to experience,
conscientiousness, agreeableness, and emotional stability
(McCrae and Costa, 1997).
Given the robust empirical support for the big five, leadership
behaviours are also likely to
12. fall on these five dimensions. Indeed, as shown in Table I,
while no single model of
leadership conceptually links with all big five dimensions, the
broad range of leadership
behaviours is conceptually aligned with all big five personality
characteristics. Researchers
have previously examined the relationship between personality
traits and leadership
(e.g. Derue et al., 2011; De Hoogh et al., 2005; Hogan and
Hogan, 2001; Judge et al., 2002).
Studies such as Judge et al. (2002) help us understand what
personality characteristics might
be related to leadership effectiveness, but they do not provide
any conclusive evidence that
the big five is a useful model for the description of leadership
behaviour. Given leadership
behaviour is related to a range of different explanatory factors
in addition to personality
such as learned skills, group processes, and organisational
systems and practices, we
propose the relationship between personality traits and
leadership behaviour is a
descriptive, rather than a necessarily explanatory, relationship.
In an effort to develop an integrative model of leadership, in an
exploratory study
presented as a conference paper, Langford and Fong (2008)
developed 114 new survey
items describing leadership behaviour, representing the theories
identified in Table I. After
gathering ratings of leaders from 1,766 employees, factor
analyses reduced the item set to
63 questions that loaded neatly on 22 lower-order factors which
in turn could be loaded on
two, three, or five higher-order factors. The two-factor solution
resembled the “initiating
13. structure” and “consideration” dimensions of leadership,
accounting for 59 per cent of
variance in the data. The three-factor solution resembled the
“task”, “relations”, and
“change” dimensions of leadership, accounting for 64 per cent
of variance. The five-factor
solution resembled the big five, and accounted for 72 per cent
of variance in the data,
supporting the existence and usefulness of the leadership big
five.
128
LODJ
38,1
The current study builds directly upon Langford and Fong
(2008). In the earlier study,
three of the 22 lower-order factors were represented by two
items each, so an additional
three items were designed with the aim of representing 22
factors each with three items.
Moreover, the previous study was not conducted in an
ecologically valid 360-degree
feedback setting – respondents were simply asked to rate a
manager in their workplace,
with each respondent choosing a different manager, and the
ratings were not reported to the
managers being rated. Given that leadership surveys are
commonly used in 360-degree
feedback settings, it was deemed important to examine the
refined set of 66 survey items
with a methodology that provided greater ecological validity
and practical application.
14. Hence, the current study was conducted in organisations with
multiple ratings from
employees of different hierarchical levels for each manager, and
with employees knowing
that reports would be returned to the rated managers. Finally,
Langford and Fong (2008) did
not provide evidence for the criterion and convergent validity of
the leadership big five.
For the model to be of theoretical and practical use, it is
important to understand whether
the behaviours in the model are related to useful outcomes for
organisations, and important
to understand whether the behaviours have relationships with
established descriptors of the
big five model of personality.
Measuring the leadership big five: evidence for the reliability
and validity of previous
360-degree feedback surveys
For the leadership big five to have implications for practice and
research it is important to
be able to reliably and validly measure the leadership big five in
a manner likely to be
applied by managers and researchers, such as with a survey that
can be effectively
implemented using a 360-degree feedback methodology. We
review the validity of existing
surveys and studies here to understand how best to test the
validity of the leadership survey
presented in this paper. When 360-degree feedback surveys are
developed, practical
relevance often tends to be prioritised over methodological
rigour, a common concern in
industrial-organisational psychology (Anderson et al., 2001).
For example, researchers tend
to report reliability coefficients (e.g. Garman et al., 2003;
15. Church, 2000; Kets de Vries et al.,
2004; Lelliott et al., 2008; Redeker et al., 2014), or the
dimensionality or factor structure of
360-degree feedback surveys (e.g. Kets de Vries et al., 2004;
Lelliott et al., 2008; Redeker et al.,
2014). However, evidence that survey scores can predict
business relevant criterion
measures is rare, which is problematic because it is important to
know whether changes in
ratings of leadership behaviour will result in improvements in
practically important
business outcomes (Atkins and Wood, 2002).
The few studies that have provided evidence for the criterion
validity of 360-degree
feedback surveys have been limited in several ways. First, often
the people completing the
criterion measures are the same people giving 360-degree
feedback ratings at the same time
(e.g. Anderson, 2006; Redeker et al., 2014), such as employees
rating a leader’s behaviour and
then reporting their overall satisfaction with the leader. Such an
approach is subject to
measurement error such as halo effects (Waldman et al., 1998),
and common method variance
(CMV) that spuriously inflates the relationship between the
variables (Podsakoff et al., 2003).
While methods such as using questions with different wording
can reduce the effects of CMV
(Podsakoff et al., 2003), criterion studies should not solely rely
on data gathered from
participants who completed both the criterion measures and
360-degree feedback ratings.
Another limitation of previous criterion validation research is
that it can be difficult to
16. interpret the practical implications of criterion measures and
their relevance for business
performance. For example, criterion measures of leadership
effectiveness often consist of
generalised questions asking raters how “effective” a leader is
(Anderson, 2006; Redeker
et al., 2014). However, in such studies no evidence presented
that this generalised criterion
measure of effectiveness is related to relevant business
outcomes such as productivity or
129
Measuring
leader
behaviour
employee turnover. Other criterion measures in the literature
have been more interpretable
and practically relevant than general leadership effectiveness,
such as trust in leaders and
organisational citizenship behaviours (Podsakoff et al., 1990).
However, more concrete
organisational outcomes such as productivity and turnover are
even more clearly
interpretable and practically relevant.
One emerging criterion related to leadership behaviour and
organisational performance is
employee engagement. Employee engagement has a wide range
of definitions and theoretical
perspectives, although recent perspectives have emphasised a
multidimensional approach
17. related to positive attitudes a person holds about his/her job and
organisation (Langford, 2010;
Shuck, 2011). Employee engagement is related to important
organisational outcomes such as
customer satisfaction, profitability, productivity, safety,
turnover, and absenteeism (Harter
et al., 2002; Langford, 2009). Several models have suggested
that leadership is an important
factor related to employee engagement (e.g. Carasco-Saul et al.,
2015; Christian et al., 2011;
Langford, 2009; Macey and Schneider, 2008). Transformational
leadership behaviour, in
particular, has been theorised to be related to employee
engagement through several paths
such as increasing employees’ innovative behaviour (Carasco-
Saul et al., 2015), influencing
perceptions of meaning in work (Ghadi et al., 2013), and
inspiring employees to form an
emotional attachment to the vision and goals of the organisation
(Shuck and Herd, 2012).
Thus, employee engagement is a particularly relevant and useful
criterion variable for
evaluating a leadership 360-degree feedback survey.
The present study
In summary, we highlight the need for a broad, integrated model
of leadership behaviour
that may assist researchers and practitioners to conceptualise
leadership using a consistent
language. The aim of the present study is to present a broad
model of leadership behaviour
called the leadership big five that is aligned with the most
established and exhaustive model
of human personality, the big five. We aimed to measure and
provide evidence for the
validity of the leadership big five with a 360-degree feedback
18. survey, overcoming
limitations in previous validation research of 360-degree
feedback surveys.
Our hypotheses were:
H1. Ratings of a broad range of leadership behaviour can be
reduced to five higher-order
factors.
H2. Ratings of leadership behaviour using a 360-degree
feedback survey measuring
these five higher-order factors will be associated with ratings on
conceptually
aligned measures of the big five personality traits.
H3. The leadership big five will be related to a range of
practically relevant criterion
variables, including work unit engagement levels and manager
reports of work unit
performance.
Method
Participants
In total, 193 managers voluntarily invited at least five
employees they work with (including
a minimum of two subordinates) to rate their leadership
behaviour. Approximately
90 per cent of the managers described themselves as middle
managers or above.
The characteristics of the managers including the size of
organisation, sector, and industry
are located in Table II. In total, 1,186 employee participants
rated the managers. Each
manager had on average 6.15 people rate them (SD ¼ 1.61). The
characteristics of the rater
19. participants including their gender, age, employment status, and
relationship with the
manager they rated are summarised in Table III.
130
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38,1
The 193 managers were recruited by undergraduate students
who participated in exchange
for course credit. In return for participation, each manager
received a report presenting
their aggregated survey scores, and benchmarking their results
with other managers
in the sample.
Manager characteristic Frequency % of sample
Size of organisation (employees)
Less than 20 31 16.1
20-99 43 22.3
100-199 20 10.4
200-999 32 16.6
1,000-10,000 38 19.7
More than 10,000 27 14.0
Not reported 2 1
Total 193 100
Sector
Public sector 21 10.9
Private sector 158 81.9
Not-for-profit 11 5.7
Not reported 3 1.6
20. Total 193 100
Industry
Agriculture, forestry and fishing 2 1
Manufacturing 7 3.7
Electricity, gas and water supply 2 1
Construction 7 3.7
Wholesale trade 2 1
Equipment supply and service 3 1.6
Retail trade 44 23
Accommodation, hospitality, tourism, cafes and restaurants 24
12.6
Transport and storage 7 3.7
Information and communication technologies 15 7.9
Finance and insurance 11 5.8
Accounting and financial advising 2 1
Law 5 2.6
Management consulting 2 1
Engineering 4 2.1
Other professional, property and business services 5 2.6
Other government administration 3 1.6
Police and security 1 0.5
Education – primary or early childhood 4 2.1
Education – secondary 3 1.6
Education – university 3 1.6
Education – tertiary other than university (e.g. VET) 1 0.5
Health – hospital and medical 6 3.1
Health – other (e.g. allied health professions not in hospitals) 5
2.6
Community services other than health 4 2.1
Cultural and recreational services 2 1
Personal services 2 1
Pharmaceutical, biotechnology and medical products 5 2
Other 10 5
Not reported 2 1.0
Total 193 100
21. Note: n ¼ 193
Table II.
Characteristics of
managers receiving
feedback represented
in the sample
131
Measuring
leader
behaviour
Measures
Voice Leadership 360. The initial development of the item set
used in this study has been
described earlier in this paper. As reported in the conference
paper by Langford and
Fong (2008), 114 items were developed to measure leadership
behaviours represented by the
theories in Table I. Factor analysis reduced the set to 63 items,
and initial evidence was
presented suggesting the presence of 22 lower-order factors and
five higher-order factors
conceptually aligned with the big five dimensions of
personality. For the present study three
items were added with the goal of having three items for each of
the 22 lower-order factors,
resulting in the 66 items used in the present study.
22. In an effort to make the model as practical and user-friendly as
possible for leaders and
raters engaged in 360 surveys in organisational settings, the five
factors were labelled as
voice, organise, innovate, connect and enjoy (with VOICE as an
acronym). Using established
scientific labels from the big five personality factors, these
factors can perhaps be described
as relating to, respectively, extraversion, conscientiousness,
openness, agreeableness,
and emotional stability (see Table I for the thematic links
between these factors and other
leadership theories).
Big five measure of personality. In order to evaluate the
convergent validity of the
leadership big five with big five personality dimensions, raters
completed a brief 15-item
measure of the big five personality traits. Raters were asked
how well adjectives described
the leaders on a five-point scale from “Strongly Disagree” to
“Strongly Agree”.
Rater characteristic Frequency % of sample
Gender
Female 528 44.5
Male 630 53.1
Not reported 28 2.4
Total 1,186 100
Age
Younger than 20 171 14.4
20-29 452 38.1
30-39 226 19.1
40-49 173 14.6
23. 50-59 125 10.5
60 or older 18 1.5
Not reported 21 1.8
Total 1,186 100
Employment status
Full-time permanent 676 57.0
Part-time permanent 262 22.1
Contract/fixed-term 52 4.4
Long-term casual (W12 months) 129 10.9
Short-term casual (o12 months) 49 4.1
Not reported 18 1.5
Total 1,186 100
Relationship with the manager they rated
The manager’s subordinate 959 80.9
The manager’s peer 152 12.8
The manager’s manager 74 6.2
Not reported 1 0.1
Total 1,186 100
Note: n ¼ 1,186
Table III.
Characteristics of
raters represented
in the sample
132
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38,1
The adjectives are consistent with behaviours and descriptions
of the big five (e.g. McCrae
24. and John, 1992).
The measure showed good psychometric properties. As shown in
Table IV, internal
consistency was high for each scale (αW0.8) and a confirmatory
factor analysis (CFA)
showed the measure to acceptably fit the big five model. The χ2
test was significant, which
was expected given the large sample size ( χ2 ¼ 520, df ¼ 80,
po0.001). The Comparative Fit
Index (CFI) ¼ 0.96, Normative Fit Index (NFI) ¼ 0.96, Tucker
Lewis Index (TLI) ¼ 0.95,
Standardized Root Mean Square Residual (SRMR) ¼ 0.04, and
Root Mean Square Error of
Approximation (RMSEA) ¼ 0.07. The results exceed acceptable
model fit cut-offs:
CFIW0.90, NFIW0.90 (Byrne, 1994); TLIW0.90, SRMRo0.08
(Hu and Bentler, 1999);
RMSEAo0.08 (Browne and Cudeck, 1993; MacCallum et al.,
1996).
Managers’ survey. The individuals receiving feedback on their
leadership behaviours
were asked to complete a brief survey requesting demographic
information about their
organisation (Table II) and performance details of their business
unit (described in more
detail below). Langford (2009) used a version of this survey to
evaluate the criterion validity
of an organisational climate survey.
Managers receiving ratings of their behaviour were asked to
respond to 16 questions
relating to the performance of the group of employees they
supervise on a five-point scale
from 1 (Strongly Disagree) to 5 (Strongly Agree). There were
25. five performance dimensions,
four consisting of three items and one consisting of four items.
The dimensions were
overall performance (e.g. “the goals and objectives of my work
unit are being reached”),
change and innovation (e.g. “my work unit is innovative”),
safety (e.g. “staff in my work
unit engage in good safety behaviour”), customer satisfaction
(e.g. “customers (internal or
external) are satisfied with our products and/or services”), and
employee productivity
(e.g. “staff in my unit do their jobs quickly and efficiency”).
Additionally, managers
were asked to provide the approximate percentage rate of
voluntary annual employee
turnover and approximate number of days employees are absent
per employee per year
within their work unit.
Work unit engagement. To measure the employee engagement of
each work unit, raters
were asked to complete the ten-item engagement scale of
Langford’s (2009) climate survey
on a five-point scale from 1 (Strongly Disagree) to 5 (Strongly
Agree) (e.g. “I feel a sense of
loyalty and commitment to this organisation”).
Big five factors Items CFA
Openness to experience (0.86) 1. Flexible 0.85
2. Open-minded 0.89
3. Innovative 0.74
Conscientiousness (0.85) 4. Organised 0.76
5. Conscientious 0.83
6. Self-disciplined 0.84
26. Extraversion (0.85) 7. Energetic 0.79
8. Extroverted 0.78
9. Lively 0.88
Agreeableness (0.89) 10. Caring 0.86
11. Agreeable 0.87
12. Forgiving 0.83
Emotional stability (0.83) 13. Relaxed 0.76
14. Emotionally stable 0.81
15. Satisfied 0.80
Note: Scale α’s in parentheses
Table IV.
Brief big five measure
factor loadings and
regression weights
133
Measuring
leader
behaviour
Results
Missing data
In total only 3.1 per cent of rater responses to the Voice
Leadership 360 were either
unanswered or “Don’t Know/Not Applicable”, suggesting the
survey is suitable for a range
27. of different industries and management levels. Because there
was only a small amount of
missing data and it was essentially missing at random, missing
data were replaced using a
standard regression-based expectation maximisation algorithm,
common in organisational
research (e.g. Langford, 2009; Patterson et al., 2005).
Levels of analysis
Data were analysed at the levels of both individual raters and
work units (i.e. all ratings
combined for a single manager being rated). Factor analyses and
reliability analyses were
conducted at the individual rater level. All validity coefficients
calculated between
360-degree feedback ratings, rater judgements of leader
personality, rater engagement, and
work unit performance outcomes were calculated at the work
unit level to be consistent with
the practical application of 360-degree feedback surveys.
Factor analyses
CFAs were conducted to confirm the validity of the Voice
Leadership 360’s factor structure
proposed in Langford and Fong’s (2008) exploratory study.
Lower-order factors. The CFA of the 22 lower-order factors
indicated the lower-order
factor model was an acceptable fit for the data, with strong
regression weights (Table V) and
acceptable model fit statistics. The χ2 test was significant,
which was expected given the
large sample size ( χ2 ¼ 5,330, df ¼ 1,848, po0.01). CFI ¼
0.94, NFI ¼ 0.92, TLI ¼ 0.94,
SRMR ¼ 0.03, and RMSEA ¼ 0.04.
28. H1 – higher-order factors
The first hypothesis was that a five-factor model would provide
a valid explanation of the
survey results. The CFA of the five higher-order factors
indicated the high-order factor
model was an acceptable fit with the data, with strong
regression weights (Table VI) and
acceptable model fit statistics ( χ2 ¼ 1,342, df ¼ 199, po0.01).
CFI ¼ 0.94, NFI ¼ 0.93,
TLI ¼ 0.93, SRMR ¼ 0.04, RMSEA ¼ 0.07. The five-factor
model was a better fit than the
poorer fitting one-factor model (CFI ¼ 0.89, NFI ¼ 0.88, TLI ¼
0.88, SRMR ¼ 0.04, RMSEA
0.09), supporting the use of a multi-factor model. Thus, H1 was
supported.
H2 – relationship with a “big five” measure of personality
The second hypothesis is that the leadership big five would
show empirical convergence with
conceptually aligned measures of the big five personality
dimensions. Analyses were
conducted to determine how well raters’ descriptions of leaders’
personality would predict
Voice Leadership 360 scores. To determine the independent
relationships of the personality
measures with the Voice Leadership 360 higher-order factor
scores, five regression analyses
were conducted. In each regression a 360 higher-order factor
was regressed on all of the
personality factors and the other four 360 higher-order factors.
The standardised regression
coefficients for each of the personality factors predicting each
of the 360 higher-order factors
are presented in Table VII. The data demonstrate good
convergent and discriminate validity.
As expected, each of the five personality factors best predicted
29. leadership behaviour on the
higher-order factor conceptually aligned with the personality
dimension. The personality
factors generally had either no or a weaker relationship with
higher-order factors not
conceptually aligned with the personality factor, compared to
higher-order factors that were
aligned with the personality factor. Thus, H2 was supported.
134
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38,1
Lower-order factors Items CFA
Vision and inspiration (0.83) 1. Makes the purpose of the
organisation feel important 0.78
2. Talks enthusiastically about the goals of the organisation
0.79
3. Inspires people with ideas for the future 0.80
High expectations (0.86) 4. Has high performance expectations
0.80
5. Wants to achieve 0.85
6. Has a strong focus on results 0.81
Advocacy (0.84) 7. Speaks positively about the organisation to
others 0.78
8. Promotes the organisation’s products and/or services well
0.81
9. Tells others about the value of what the organisation does
0.81
30. Verbal influence (0.86) 10. Is a confident presenter 0.76
11. Explains his/her ideas well face-to-face 0.88
12. Speaks clearly 0.82
Time management (0.84) 13. Manages his/her workload well
0.86
14. Is good at managing the demands on his or her time 0.90
15. Is good at delegating work to others 0.66
Quality (0.90) 16. Shows attention to detail 0.83
17. Quality checks his/her work well 0.91
18. Ensures work meets required quality standards 0.85
Speed (0.87) 19. Completes work quickly 0.83
20. Ensures tasks are completed on time 0.85
21. Gets a lot of work done 0.80
Problem solving (0.86) 22. Is good at solving problems 0.84
23. Takes action to prevent problems from occurring 0.83
24. Responds to problems quickly 0.80
Continuous improvement
(0.85)
25. Looks for ways to improve products and services 0.78
26. Finds more efficient ways to complete tasks 0.81
27. Considers creative solutions to problems 0.82
Intellectual stimulation
(0.89)
28. Has ideas that make others rethink some of their own ideas
0.85
29. Stimulates others to think about old problems in new ways
0.87
30. Has interesting ideas 0.84
31. Risk taking (0.87) 31. Is comfortable with change 0.86
32. Is willing to try new things 0.89
33. Takes calculated risks 0.74
Optimism (0.83) 34. Sees the positive side of things 0.80
35. Shows enthusiasm 0.85
36. Sees the future as being better than today 0.73
Receiving feedback (0.88) 37. Seeks feedback about how he/she
is performing 0.76
38. Responds well when others give feedback 0.90
39. Acts upon feedback given by others 0.89
Empathy (0.90) 40. Understands the values, needs and interests
of others 0.87
41. Treats people fairly 0.86
42. Is sensitive to the different needs of different people 0.87
Developing others (0.90) 43. Gives others chances to perform
well on their own 0.83
44. Creates opportunities for others to learn new skills 0.88
45. Helps others achieve their development goals 0.88
Recognition (0.88) 46. Recognises people’s achievements 0.87
47. Tells others that he/she believes in their abilities 0.86
48. Thanks others for their help 0.80
Performance correction
(0.88)
49. Is good at managing people who are underperforming 0.84
50. Is good at correcting undesirable behaviour in others 0.89
51. Resolves disputes well 0.82
Cooperation (0.86) 52. Keeps people informed about what’s
32. going on 0.75
53. Works well in a team 0.86
54. Is good at coordinating his/her work with others 0.86
(continued)
Table V.
Voice Leadership 360
lower-order factor
loadings and
regression weights
135
Measuring
leader
behaviour
H3 – organisational and employee outcomes
The final hypothesis was that the leadership big five would
correlate with practically
important business outcomes. The 360-degree feedback ratings
for each manager were
aggregated and correlated with the manager’s ratings of five
outcomes of work unit
performance, absenteeism, and turnover, and a composite
performance measure, which is an
average of the standardised scores for the five outcome
measures, absenteeism, and
turnover. Additionally, the ratings for each manager were
correlated with an average of
33. their raters’ employee engagement scores. The data are
presented in Table VIII.
Lower-order factors Items CFA
Stress management (0.89) 55. Is able to stay productive when
facing stressful events 0.84
56. Keeps a positive attitude when something goes wrong 0.85
57. Copes well under pressure 0.88
Happiness (0.86) 58. Keeps a good sense of humour 0.88
59. Has fun at work 0.88
60. Likes the kind of work he/she does 0.70
Work/life balance (0.89) 61. Maintains a good balance between
work and other aspects of his/her life 0.82
62. Stays involved in non-work interests and activities 0.88
63. Has a social life outside of work 0.88
Health and safety (0.82) 64. Maintains a physically healthy
lifestyle 0.68
65. Engages in safe workplace behaviour 0.87
66. Encourages others to be safe and healthy 0.83
Notes: The Voice Leadership 360 is copyrighted by Macquarie
University, with an exclusive licence to Voice
Project. With permission, university researchers involved in
non-profit research can use the survey without
cost. For all enquiries regarding use of the survey or
benchmarking data please contact Peter Langford on
[email protected] Scale α’s in parenthesesTable V.
Higher-order factors Lower-order factors CFA
Voice (0.92) 1. Vision and inspiration 0.82
2. High expectations 0.73
35. 38,1
The pattern of correlations generally shows good evidence of
criterion, convergent, and
discriminant validity. For example, all higher-order factors and
lower-orders factors were
related to at least one criterion measure of performance,
suggesting the Voice Leadership
360 scales measure a broad set of behaviours that are likely
important for work unit
performance. The criterion measures also had stronger
relationships with behaviours that
are theoretically closer to the outcome measure at both lower-
order factor and higher-order
factor levels. For example, safety performance was related most
to the lower-order factor of
health and safety, involving leaders engaging in safe behaviour
and encouraging safe
behaviour. Turnover was related most (negatively) to the lower-
order factor of developing
others (i.e., helping others achieve development opportunities).
Change and innovation was
related most to the higher-order factor of innovate, assessing
continuous improvement,
intellectual stimulation and risk taking. Work area engagement
was broadly related to the
leadership ratings, consistent with previous research suggesting
the quality of supervision
and leadership is a driver of engagement (Langford, 2009).
Additionally, consistent with
theory (e.g. Carasco-Saul et al., 2015; Shuck and Herd, 2012),
work area engagement had
stronger relationships with transformational leadership
behaviours such as making the
36. purpose of the organisation feel important, inspiring others, and
talking enthusiastically
about the goals of the organisation (vision and inspiration) than
task-oriented leadership
behaviours such as quality checking. Unexpectedly, customer
satisfaction was related to
only one leadership behaviour (advocacy, measuring the
positive promotion of the
organisation, and its products and services). Absenteeism also
had only one relationship
with leadership behaviour (receiving feedback), but in a
positive direction. That is, leaders
who tended to take feedback well and act upon it had slightly
higher rather than lower
absenteeism in their work area. Thus, H3 was generally
supported, although not across all
outcome measures.
Discussion
The present study aimed to explore the existence of a
“leadership big five” – a five-factor
model of leadership providing an overarching framework and
integrating existing
leadership models.
Leadership big five
As hypothesised, the results showed that the leadership big five,
aligned to the big five
model of personality, provided an empirically useful
explanation of the survey data.
Further, the low percentage of unanswered or “Don’t Know/Not
Applicable” responses
suggests the leadership big five, and the way it was measured in
the current study, is
applicable across a wide range of different industries and levels
of raters and ratees.
37. Data collected from raters (work unit level)
Rater
feedback M SD
Leader
extraversion
Leader
conscientiousness
Leader
openness
Leader
agreeableness
Leader emotional
stability
M 4.25 4.32 4.24 4.29 4.21
SD 0.50 0.45 0.48 0.49 0.50
Voice 4.36 0.39 0.25** 0.21** −0.03 −0.12 0.12
Organise 4.24 0.42 −0.03 0.51** 0.05 −0.16* −0.14
Innovate 4.16 0.44 0.04 0.01 0.26* −0.12 −0.17*
Connect 4.15 0.44 −0.10* −0.07 0.06 0.40** −0.01
Enjoy 4.23 0.44 0.16** 0.00 −0.07 −0.10 0.51**
Notes: Standardized β coefficients ⩾ 0.25 are made italics for
emphasis. *po0.05; **po0.01
Table VII.
Standardized linear
regression β
coefficients of
83. te
s:
*p
o
0.
05
;*
*p
o
0.
01
Table VIII.
Means, standard
deviations and
correlations between
Voice Leadership 360
factors and
organisational
outcome measures
138
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38,1
The leadership big five has several theoretical and practical
implications. Theoretically, the
leadership big five provides evidence that a broad set of
leadership behaviours can be
reduced and described with a similar set of factors commonly
84. used to describe personality.
This set of factors has advantages over previous, more narrowly
defined models of
leadership. Specifically, because all leadership big five factors
were related to business
relevant criterion measures such as turnover and work unit
engagement, the data suggest
that leadership behaviour is better conceptualised as a broad
range of multidimensional
leadership behaviours rather than a narrower set of behaviours
as described by any one of
the leadership models outlined in Table I.
In the same way the personality literature was once limited by
competing and
overlapping models of personality (McCrae and John, 1992), the
leadership literature
consists of a variety of different models and frameworks that
make it difficult to integrate
findings, and collaborate between researchers using different
theoretical constructs and
measures of leadership behaviour (e.g. Anderson, 2006; Redeker
et al., 2014; Yukl, 2002).
We propose the leadership big five reported in this study can
begin the development of a
common language of leadership behaviour, for two important
reasons; first, because it
conceptually aligns leadership behaviour with the most
established and common-language
model of personality in the research literature; second, because
it includes a broad list of
leadership behaviours that spans multiple existing models of
leadership. This has several
implications for researchers and practitioners. For future
research direction, this common
language would be useful for researchers to synthesise both
85. previous and future research.
The increased consistency and understanding of leadership
behaviour in the research
literature could help leadership research progress faster in a
similar way that the big five
model of personality helped personality research progress.
For practitioners, the leadership big five provides a framework
that practitioners may find
easier to understand and more comprehensive than other
leadership models. The big five model
of personality is so prevalent that virtually all psychologist
practitioners would be familiar with
its theory and application. For example, the big five model of
personality and associated
assessments are used by practitioners in executive coaching
settings to increase leadership
effectiveness (McCormick and Burch, 2008). Thus, the
familiarity and ease of conceptual
integration with the big five and associated assessments is
likely to be advantageous for
practitioner understanding, which may have implications for the
effectiveness of behaviour
change interventions. Additionally, because the leadership big
five describes a broader range of
leadership behaviours important for organisational outcomes
compared with many previous
leadership models, its application (e.g. in a leadership
development context) may be more likely
to increase organisational performance compared with other
models.
All lower-order and higher-order factors predicted some form of
criterion of work unit
performance including employee engagement, turnover, safety,
customer satisfaction,
86. change and innovation, and overall work unit performance.
Unexpectedly, customer
satisfaction and absenteeism were related to fewer leadership
behaviours. This is likely
because the process by which leadership behaviour affects
certain organisational outcomes
is complicated and indirect, involving several steps of mediator
and moderator variables.
For example, because employees are more likely to interact
directly with customers than
leaders, the relationship between leadership behaviour and
customer satisfaction may be
mediated or moderated by employee engagement and the
personal characteristics of
employees. Indeed, employee engagement shows more
consistent relationships with
customer satisfaction (Langford, 2009) than the leadership
behaviours in the present study.
Measurement of the leadership big five: Voice Leadership 360
The present study overcomes several limitations with validity
research of previous
360-degree feedback surveys by using criterion variables that
are interpretable and have
139
Measuring
leader
behaviour
practical relevance for organisations. Also, because most of the
criterion variables
87. were measured independently of rater feedback, the study
overcomes a significant
limitation of CMV, which can spuriously increase the
relationship between predictor and
criterion measures. The exception to this was rater engagement
and judgements of
managers’ personality, which raters completed at the same time
as completing the
360 surveys. However, the engagement items were written
differently such that the rater
was the subject rather than the leader (cf. the 360 items).
Additionally, the personality
items and 360 items were not similarly worded. Thus, there is
less concern about CMV
here than with the methodologies of previous research, where
criterion and predictive
measures were worded similarly with the leader always as the
subject (e.g. Anderson,
2006; Redeker et al., 2014). The methodologies strengthen the
conclusion that the
lower-order and higher-order factors in the leadership big five
are related to work
unit performance.
Limitations and strengths
The cross-sectional nature of the study is perhaps the biggest
limitation of the present
study and there is an opportunity for future research to confirm
the findings using a
longitudinal design. Another limitation of the study is that the
leaders personally chose
the 360-degree feedback raters, which may have resulted in
leaders selectively choosing
raters who would provide more positive rather than negative
feedback, or whose ratings
reflect the generalised likeability of the leader rather than
88. leadership behaviour, a concern
in 360-degree feedback methodologies (Eichinger and
Lombardo, 2004). Indeed, the mean
scale scores for managers were generally high. However, in
practice because leaders often
choose their own 360-degree feedback raters, this would have
likely increased the
ecological validity of the study. Additionally, because the CFA
showed that the leadership
big five was a better fit for the data than a one-factor model, it
is unlikely that ratings
reflect generalised likeability. Further, any range restriction
from the generally high
ratings may have resulted in an underestimation of the
relationship between the
predictive and criterion measures that was not corrected for in
the present study. Criterion
validity coefficients of 360-degree feedback surveys are likely
to increase substantially
with the correction of measurement error and range restriction
(Conway and
Huffcutt, 1997; Schmidt et al., 2006).
The organisational performance data collected were based partly
on subjective reports
by the managers who received feedback. Thus, managers could
have provided inaccurate
information about the performance of their work area. However,
the performance outcomes
are of interest to managers and observable, and managers were
able to opt out of providing
specific performance ratings if they were not confident in their
ratings.
Because the data were primarily collected from a western
sample it is unknown
89. whether the leadership model presented here is relevant for non-
western populations.
Researchers have suggested that a single leadership model is
unlikely to be successfully
applied in all Asian and African contexts (Blunt and Jones,
1997). Additionally,
researchers have suggested that a six rather than a five-factor
model more adequately
describes personality in the Chinese culture (Cheung et al.,
2001). Thus, validating
the model with non-western cultures is needed for researchers
and practitioners in
those contexts.
The study has several strengths. First, it presents data that is
oriented towards both
researchers and practitioners. There is a well-known divide
between practitioners and
researchers (Anderson et al., 2001), and the present study aims
to be both
methodologically rigorous (e.g. overcoming limitations of
previous validation research)
and practically relevant (e.g. presenting an easy to understand,
broad model of leadership
behaviour, assessed against practically important business
outcomes). The combination
140
LODJ
38,1
of rigour and practical relevance may lead to more effective
research and practical use of
90. 360-degree feedback surveys than previously reported (e.g.
Nowack and Mashihi, 2012).
Second, the study has high external and ecological validity
relevant for the practical
application of the leadership model. The data suggest the
leadership model and
measurement survey presented in the current study are
applicable for a wide range of
industries and management levels, and the data were collected
in a manner consistent
with its practical application. Third, the study invites
researchers to adopt a common
language of leadership, consistent with the common language of
the big five model of
personality. This may encourage consistency, prevent
redundancy, and stimulate
increased cross-fertilisation of future leadership research.
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Journal of Higher Education Theory and Practice Vol. 17(4)
2017 57
A Leadership and Professional Development Teaching and
Learning Model
for Undergraduate Management Programs
Belinda Johnson White
Morehouse College
104. This article describes a holistic leadership and professional
development teaching and learning model for
undergraduate students with universal application across all
disciplines and functional areas of
organizations due to its emphasis on the non-technical skill
requirements of leadership. The model
highlights the development of intrapersonal, interpersonal and
professionalism skills or KSAs
(knowledge, skills and abilities) and uses the mnemonics
FOCUS and ACTION to structure the large
number of traits, behaviors and KSAs. The model is useful in
the early stages of career development as it
succinctly identifies management competencies expected of
emerging leaders, signaling a readiness for
the leadership pipeline.
The topic of leadership development in higher education has
received significant attention over the
past three decades (Day, Fleenor, Atwater, Sturm & McKee,
2014; Riggio, 2008). Many college programs
endeavored to understand fully their efforts to develop the next
generation of leaders (DeRue, Sitkin &
Podolny, 2011). The management education program of this
undergraduate liberal arts institution took on
the task via the department�s goal of receiving the Association
to Advance Collegiate Schools of Business
(AACSB) accreditation. Accreditation first requires alignment
of the mission of the business program
with the mission of the institution. The business program
faculty chose the mission �to develop skills
requisite for excellence in leadership�� to complement the
college mission �to develop students with
disciplined minds who will lead lives of leadership and
105. service� (college website).
In addition, accreditation requires development and
implementation of a curriculum to accomplish the
business program mission. Through arduous rounds of
committee meetings, retreats and discussions, the
business department faculty agreed on a set of ten learning
objectives for the business program: (1)
discipline specific goals and outcomes; (2) communication; (3)
critical/analytical thinking and problem
solving; (4) ethics and social responsibility; (5) global
awareness; (6) information systems and
technology; (7) leadership, professionalism and civic
engagement; (8) interpersonal and teamwork skills;
(9) organization and synthesis of learning; and (10) graduate
education and professional career
preparation.
To remain true to the business department�s newly created
mission�develop skills requisite for
excellence in leadership, the business faculty agreed to the
creation of a three-hour core course titled
Leadership and Professional Development (LPD) to specifically
address learning objective seven�
leadership, professionalism and civic engagement. The
responsibility for the design, development and
delivery of the course was assigned to a two-person team
comprised of a business faculty member and the
director of career counseling and placement, hereafter referred
to as the LPD instruction team. The
58 Journal of Higher Education Theory and Practice Vol. 17(4)
2017
106. members of the instruction team were selected because of their
combined 44 years of corporate, teaching
and career development experience. The collective background
of the team members provided the skills
necessary to create a course that would meet the criteria
established by the faculty.
Essential elements identified by the business faculty for
inclusion in the LPD class centered on (1)
teaching and learning leadership basics and management
competencies; (2) contributing to the realization
of the college mission and the department mission; (3) teaching
and learning professionalism and soft
skills; (4) integrating content and activities that would address
other skills identified in the business
department learning objectives of communication, interpersonal
and teamwork skills, graduate education
and professional career preparation; and (5) ensuring the
requirement for a service-learning project.
PURPOSE
The purpose of this article is to describe the LPD teaching and
learning model and content designed
by the instruction team to address the business department�s
learning objective focused on leadership,
professionalism and civic engagement. The modular design and
absence of business technical skills (such
as accounting, finance, management and marketing) positions
the model for adaptive use in a variety of
educational and training settings, independent of the subject
matter skills associated with the activity.
Therefore, this article is beneficial to academics and
practitioners who wish to use the model in their own
functional area. This article presents the LPD model�s origin
107. and supporting literature; its purpose, design
and components; and summary followed by a section offering
conclusions with recommendations.
LPD MODEL ORIGIN: LITERATURE REVIEW
To accomplish the task set before them by the business
department faculty, the LPD instruction team
sought a variety of sources to identify class content and
delivery. The sources included student leadership
theoretical models�the Social Change Model (Haber &
Komives, 2009; Wagner, 2006) and the Student
Leadership Practices Inventory (Kouzes & Posner, 1998;
Posner, 2004); the college mission and nine
institutional values; professionalism guiding principles and
selected literature on soft skills; and a
management development model�Hogan and Warrenfeltz�s
(2003) domain model of managerial
education. Considered below are some key elements of the
aforementioned sources.
The Social Change Model
Created in the early 1990s, the Social Change Model (SCM) has
been referred to �as the most widely
used model of leadership development in higher education�
(Haber & Komives, 2009, p. 138). The SCM
resulted from the collaborative efforts of ten leadership
specialists and student affairs professionals. The
group, led by Helen and Alexander Astin, identified �what
knowledge, values, or skills students need to
develop in college in order to participate in effective leadership
focused on social change� (Wagner,
2006, p. 8). The result was the SCM of leadership development.
108. Key assumptions of the SCM informed the LPD model in that
the SCM encourages change based on
values, presents opportunity for collaboration, underscores
individuals� passionate commitment to social
justice, and is made accessible to all students. The above-
mentioned group of researchers summarized
their findings by identifying seven critical values to leadership
development, all beginning with the letter
C, grouped into three categories: (1) individual
values�consciousness of self, congruence and
commitment; (2) group values�collaboration, common purpose
and controversy with civility; and (3)
community values�character. These seven values, known as the
Seven C�s, revolve around change,
which is considered to be the hub of SCM. The SCM is founded
on the belief that the ultimate goal of
leadership is positive social change, defining change as
�believing in the importance of making a better
world and a better society for oneself and others� (Wagner,
2006, p. 9).
Journal of Higher Education Theory and Practice Vol. 17(4)
2017 59
The Student Leadership Practices Inventory
The Student Leadership Practices Inventory (Student LPI) is
similar to the SCM in that they both
were created specifically for the college undergraduate. The
Student LPI results from the work of Kouzes
& Posner (1998). As one of the few leadership development
109. instruments targeted for college students, the
Student LPI identifies specific behaviors and actions that
students report using when they are at �their
personal best as leaders� (Posner, 2004, p. 443-444). Research
by Kouzes and Posner on student
leadership behavior was based on a case-study approach to
determine a pattern of behaviors used by
students when they were most effective as leaders. The results
of their research are summarized in what is
described as the five practices of exemplary leadership: (1)
modeling the way; (2) inspiring a shared
vision; (3) challenging the process; (4) enabling others to act;
and (5) encouraging the heart (Kouzes &
Posner, 1998; Posner, 2004).
College Mission and Values
The SCM and Student LPI provide a theoretical foundation that
supports the college mission and
values. The SCM call to service and social justice along with
the exposed values and ideals of the Student
LPI are in congruence with the college mission to �develop
students with disciplined minds who will
lead lives of leadership and service� and the nine institutional
values (college website). In 2008, the
college president commissioned a year-long dialogue titled the
Institutional Values Project (IVP). Its
purpose was to engage faculty, staff and students in dialogue
about the values considered important to the
college community and necessary for the achievement of its
vision of becoming one of the best liberal
arts colleges in the nation. The LPD instruction team faculty
member was selected to serve as a member
of the leadership team for the project.
Group discussions, surveys and other assessments were used to
110. identify the shared values and
enabling behaviors that represent the college. The emphasis on
engaging faculty, staff and students in the
development of the shared values was identified as key to the
success of the academic community, as well
as preparing students for citizenship and leadership. The year-
long process resulted in the adoption of
nine college values. These nine values are listed as follows:
spirituality, community, accountability, trust,
respect, integrity, honesty, civility and compassion (college
website).
The three inputs outlined above�SCM, Student LPI and the
college mission and institutional values,
provide rich character-based context to inform the LPD model.
The following discussion will detail inputs
related to competencies and knowledge needed for success in
the organizational setting�professionalism,
soft skills and managerial education.
Professionalism Guiding Principles
To better understand how to incorporate professionalism into
the new course, the LPD instruction
team reviewed Andrews� 1969 Harvard Business Review
article, �Toward professionalism in business
management.� He identified five criteria to be used to evaluate
the professional quality of any occupation:
(1) knowledge that has been subjected to disciplined analysis;
(2) competent application to a class of
practical problems; (3) social responsibility through which
practitioners are motivated less by personal
gain than to accomplish goals appropriate to his field; (4) self-
control by which the membership of a
profession has effective means for setting standards of conduct
and influencing behavior; and (5)
111. community sanction whereas those served by the profession
grant respect, authority and status to the
occupation and its practitioners (Andrews, 1969, p. 50-51).
Further investigation into professionalism led to the work of
McGuigan (2007) on the attributes of
professionalism that are to be exhibited by the practitioner
through which the individual earns the
community sanction described in Andrews� fifth criteria of
professionalism in business management.
McGuigan (2007, p. 1) says �whether or not the occupation
itself has attained professional status, the
individual can attain the attributes of professionalism.� His
five attributes of professionalism for the
individual include: (1) reliance on a high personal standard of
competence in providing professional
service; (2) the means by which a person promotes or maintains
the image of the profession; (3) a
60 Journal of Higher Education Theory and Practice Vol. 17(4)
2017
willingness to pursue development opportunities that improve
skills; (4) the pursuit of quality,
competence and ideals within the profession; and (5) exuding a
sense of pride about the profession.
Soft Skills
A discussion of professionalism is tightly coupled with a
discussion of soft skills. Research studies
since the 1990s have classified soft skills under the umbrella of
professionalism and noted its critical role
112. in career success (Kryer, 1997; Levenburg, 1996; Sergenian &
Pant, 1998). More recent studies show
evidence that soft skills are critical to one�s future workplace
success due to the collaborative nature of
today�s business environment (Azevedo, Apfelthaler & Hurst,
2012; Bedwell, Fiore & Salas, 2014;
NACE, 2014).
Soft skills are defined as �interpersonal qualities, also known
as people skills, and personal attributes
that one possesses� (Robles, 2012, p. 453) and the
�nontechnical skills related to personal traits� (Onifade
& Stivers, 2014, p. 13). Noting that �leadership involves a
relationship process that requires working with
others to accomplish a goal or to promote positive change,�
Brungardt (2011, pg. 1) defines soft skills as
�that relationship factor involved in human interaction required
to achieve positive outcomes from the
leadership process.� The soft skills cited in Brungardt�s
(2011) study as desirable by employers but
deficient in their incoming hires include communication,
interpersonal, adaptability, leadership,
teamwork, working with diverse groups, decision-making and
creative thinking.
Two studies of particular interest to the LPD instruction team
are Robles (2012) and Onifade and
Stivers (2014). Both studies addressed the identification of soft
skills that employers said were important
but lacking in business graduates, with a recommendation for
business educators to revise their curricula
to meet the needs of the workplace.
Research conducted by Robles (2012) based on a survey of 49
business executives identified ten soft-
skill attributes determined as critical to employee success that
113. employers want business educators to
promote in their curriculum. The ten soft-skills attributes are as
follows: communication, courtesy,
flexibility, integrity, interpersonal skills, positive attitude,
professionalism, responsibility, teamwork and
work ethic. The soft-skills competencies desired by employers
identified in the research conducted by
Robles (2012) were matched by Onifade and Stivers (2014).
Using a cluster organizational structure, they
reported desirable soft skills in three clusters: (1) personal
skills cluster�interpersonal/people skills,
professionalism, et cetera; (2) communication cluster; and (3)
global social competencies�global
perspective, intercultural competence and social responsibility.
Hogan and Warrenfeltz Domain Model of Managerial Education
With the aforementioned delineations of professionalism and
soft-skills competencies identified, the
LPD instruction team expanded its research base to a teaching
and learning model designed for a business
management program�the Hogan and Warrenfeltz (2003)
domain model of management education. The
research on career and organizational success conducted by
Hogan and Warrenfletz shows the need to go
beyond technical issues in the development of the modern
manager and include training in self-mastery,
including knowledge, awareness and management of self. As the
intent of the addition of the LPD course
is to serve the college business program in this capacity, the
Hogan and Warrenfeltz (2003) findings were
of specific interest to the instruction team.
The taxonomy of learning outcomes for a business management
program proposed by Hogan and
Warrenfeltz (2003) was created based on existing competency
114. models. Their taxonomy is organized in
terms of four competency domains: (1) intrapersonal skills such
as core self-esteem, emotional security or
resiliency, self-confidence, stability and self-control; (2)
interpersonal skills such as the ability to engage
with others, socially adept, approachable and rewarding to deal
with; (3) leadership skills seen as the
ability to build and maintain effective teams; and (4) business
skills, which involve several cognitive
abilities such as planning, monitoring budgets and forecasting
costs. According to Hogan and Warrenfeltz
(2003), these four domains �define the content of management
education; they provide a basis for
designing curricula, assigning people to training and evaluating
management education. Finally these four
domains form a natural, overlapping developmental sequence,
with the later skills depending on the
Journal of Higher Education Theory and Practice Vol. 17(4)
2017 61
appropriate development of the earlier skills. We also think they
form a hierarchy of trainability, in which
the earlier skills are harder to train and the later skills are easier
to train� (p. 78).
The extensive literature review conducted by the LPD
instruction team clearly identified a
magnanimous amount of information that should be covered in
the LPD course. The competencies
identified contained a multiplicity of traits, abilities, skills,
knowledge and behaviors (TASKBs) that the
learner should be exposed to in order to meet the business
department learning objective in leadership,
115. professionalism and civic engagement. Using the Hogan and
Warrenfeltz (2003) domain model of
management education as a framework, the LPD instruction
team assigned the TASKBs identified in the
literature review to one of Hogan and Warrenfeltz�s four
domains. Considering the literature review did
not find complete agreement among all researchers on the
classification of TASKBs within the domain
competencies of intrapersonal, interpersonal and leadership
skills or professionalism and soft-skills
categories, the LPD instruction team made the final decision as
to the domain placement of the TASKBs.
This assignment is reported in Table 1 Leadership and
Professional Development Competency
Comparison.
TABLE 1
LEADERSHIP AND PROFESSIONAL DEVELOPMENT
COMPETENCY COMPARISON
Skill Domain
Intrapersonal
Develops early; has
important consequences for
career development
Interpersonal
Easily measured; predicts a
wide range of occupational
outcomes
Leadership
Depends on intrapersonal
and interpersonal skills
116. Domain Model of
Managerial
Education
(Hogan &
Warrenfeltz, 2003)
Core self-esteem
Emotional security
resiliency;
self-confident; stable,
positive moods; positive
attitudes toward authority;
self-control; core of
emotional intelligence
Charming, poised, socially
adept, approachable,
rewarding to deal with;
Dealing effectively with the
other; Maintaining
relationships with a variety
of people
Building and maintaining
effective teams through
recruiting, persuading,
motivating, visioning and
persistence
Social Change
Model
(Haber &
117. Komives, 2009;
Wagner, 2006)
Consciousness of self: self
aware of beliefs, values,
attitudes and emotions
Congruence: actions
consistent with values and
beliefs
Commitment: investment
and energy to serve group
and goals
Collaboration: effectively
working with others
Common purpose: shared
aims and values
Controversy with civility:
effectively managing
differences
Citizenship: responsibly
connected to community
and society
Change: making a better
world and society for self
and others
Student Leadership
Practices Inventory
(Kouzes & Posner,
1998)
(Not referenced in model) (Not referenced in model)
118. Modeling the way; Inspiring
a shared vision; Challenging
the process; Enabling others
to act; Encouraging the
heart
College Mission;
College Values
(1867, 1998)
Values: spirituality,
accountability, trust, respect
for self, integrity
Values: community, trust,
respect for others, honesty,
civility, compassion
Mission: leadership and
service
Professionalism
Occupation
Criteria
(Andrews, 1969)
(Not referenced in model)
Behavior monitoring and
discipline by membership
Social responsibility;
Community sanction
119. 62 Journal of Higher Education Theory and Practice Vol. 17(4)
2017
Professionalism
Individual
Attributes
(McGuigan, 2007)
High personal standards of
competence; Promote and
maintain image of
profession; Pursuit of
developmental opportunities
to improve skills; Pursuit of
quality, competence, and
ideals within profession;
Sense of pride about the
profession
(Not referenced in model) (Not referenced in model)
Soft Skills
(Robles, 2012)
Integrity: honest, ethical,
high morals, positive
attitude
Professionalism:
businesslike, well-dressed,
appearance, poised
Responsibility: accountable,
reliable, resourceful, self-
120. disciplined
Work ethic: hard working,
willing to work, loyal, self-
motivated
Communication: oral,
speaking, written,
presenting, listening
Courtesy: manners,
etiquette, gracious
Flexibility: adaptability,
adjusts, teachable
Interpersonal skills: nice,
personable, friendly
Teamwork: cooperative,
agreeable, collaborative
(Not referenced in model)
Soft Skills
(Onifade & Stivers,
2014)
Personal skills:
dependability, reliability,
initiation, self-motivation,
professionalism, work ethic,
accountability, honesty,
integrity, ethical values,
personal productivity, time
management
Personal Skills: adaptability,
flexibility, collaboration,
teamwork skills
121. Communication: oral,
written, presentation
Global Social
Competencies: intercultural
competence
Personal skills: leadership
ability, creativity,
innovation
Global Social
Competencies: global
perspective, social
responsibility
The LPD instruction team was then faced with the dilemma of
how to present a vast amount of
material to students in such a way as to effectively achieve the
business department learning objective in
leadership, professionalism and civic engagement. Based on our
experience in teaching the college�s
student body population, we concluded that a structured,
simplified presentation of the wealth of
TASKBs that comprise the competency domains was necessary;
in other words�an LPD model.
The three components of the business department learning
objective�leadership, professionalism and
civic engagement would be used as category headings for the
LPD model: first, intrapersonal and
professionalism skills; second, interpersonal and leadership
skills; and third, civic engagement
representing the experiential learning activities required for
inclusion in the class such as the service-
learning project. Collectively these components would enable
122. the overlap of the designation of the
TASKBs into the intrapersonal, interpersonal and leadership
categories by other researchers, allowing
some flexibility in the assignment of TASKBs. This flexibility
accommodated our desire to create an easy
to remember three-component LPD model using two
mnemonics�FOCUS for the first component,
ACTION for the second component and the term Great
Leadership for the third component.
LPD MODEL PURPOSE AND DESIGN
The purpose of the model is to assist students in developing the
traits, abilities, skills, knowledge and
behaviors (TASKBs) expected of business graduates pursuing
lives of leadership and service in the
twenty-first century. Using Kolb�s (1984) learning theory as
the pedagogical framework, the LPD model
is designed to provide an integrated, holistic, experiential
learning approach to leadership development
(see Figure 1).
Journal of Higher Education Theory and Practice Vol. 17(4)
2017 63
FIGURE 1
LEADERSHIP AND PROFESSIONAL DEVELOPMENT (LPD)
TEACHING & LEARNING MODEL
123. Informed by (a) leadership theoretical models, (b) the college
mission and values, (c) soft
skills/professionalism guiding principles and (d) a domain
model of managerial education, the LPD
model outlines specific management competencies for the
emerging leader. At the foundational base, the
model identifies developmental needs in the area of
intrapersonal and professionalism skills, represented
by the mnemonic FOCUS. The middle section of the model
identifies developmental needs in the area of
interpersonal and leadership skills, represented by the
mnemonic ACTION. A third and final component
of the model, Great Leadership, is an experiential learning
category. This category provides the platform
for the inclusion of experiential activities that require students
to utilize the FOCUS and ACTION
TASKBs in career development and civic engagement activities.
The overarching outcome for students
engaging the LPD model is to engage the business department
mission �to develop skills requisite for
excellence in leadership�,� which complements the college
mission �to develop students with
disciplined minds who will lead lives of leadership and
service� (college website).
The LPD model subscribes to the teaching of management skills
with the goal of �increasing
students� intra- and interpersonal awareness combined with the
development and practice of interpersonal
and team skills within a managerial context� (Bigelow et.al.,
1999, p. 356) that began in the 1980s.
Subsequent research shows that competency-based models lead
to increased student satisfaction and
learning (Brownell & Chung, 2001; Hess, 2007; Hill &
Houghton, 2001; McEnrue, 2002). Another
strategy employed by the LPD instruction team to enhance the
124. student learning experience was the use of
the mnemonics FOCUS and ACTION.
Great
Leadership
(career
development and
civic engagement
activities )
ACTION
(interpersonal and
leadership skills )
FOCUS
(intrapersonal and
professionalism skills)
64 Journal of Higher Education Theory and Practice Vol. 17(4)
2017
Mnemonics have been reported to be used with success in
statistics (Hunt, 2010) and accounting
education (Seay & McAlum, 2010). Encouraged by their
professions to require students to be active