國立虎尾科技大學 |

Organizational Culture and Library Chief Executive Officers' Servant Leadership Practices.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Organizational Culture and Library Chief Executive Officers' Servant Leadership Practices./
作者:	Barrett, Ava Leonie.
面頁冊數:	1 online resource (379 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
Contained By:	Dissertation Abstracts International79-04A(E).
標題:	Organizational behavior. -
電子資源:	click for full text (PQDT)
ISBN:	9780355396362

Organizational Culture and Library Chief Executive Officers' Servant Leadership Practices.
Barrett, Ava Leonie.

Organizational Culture and Library Chief Executive Officers' Servant Leadership Practices. - 1 online resource (379 pages)

Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.

Thesis (Ed.D.)

Includes bibliographical references

The purpose of this qualitative, single case study was to explore how a group of library CEOs perceived organizational culture as a mediating mechanism linking their servant leadership practices to employee success as well as organizational performance. It was not known how these CEOs perceived organizational culture as a mediating mechanism linking their servant leadership practices to employee success as well as organizational performance. Guiding the study were the seven-dimensional servant leadership and the organizational cultural models. Research questions examined the servant leadership practices of the library CEOs to understand how those practices enabled an organizational culture that engendered employee success and organizational performance. The sample consisted of 15 participants from three libraries in South Central Florida. The first three of the five phases of analysis cycle, the servant leader measurement tool, and NVivo 11 were used to analyze the data. Emergent themes were consistent with the practice and characteristics of servant leadership. Five of them, empowering staff, developing community, developing communication, organizational change, and conceptualizing and strategizing, related to Research Question 1. Working with minimal supervision and collaborative work related to Research Question 2. Three others, productivity, going beyond, and engaged employees, related to Research Question 3. Conclusions found that CEOs do perceive their practice of servant leadership to be congruent with employee and organizational success. Implications are for researchers interested in better understanding the mediating role organizational culture plays in CEO servant led organizations.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355396362Subjects--Topical Terms:

557544
Organizational behavior.
Index Terms--Genre/Form:

554714
Electronic books.

Organizational Culture and Library Chief Executive Officers' Servant Leadership Practices.
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500 $a Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
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502 $a Thesis (Ed.D.) $c Grand Canyon University $d 2017.
504 $a Includes bibliographical references
520 $a The purpose of this qualitative, single case study was to explore how a group of library CEOs perceived organizational culture as a mediating mechanism linking their servant leadership practices to employee success as well as organizational performance. It was not known how these CEOs perceived organizational culture as a mediating mechanism linking their servant leadership practices to employee success as well as organizational performance. Guiding the study were the seven-dimensional servant leadership and the organizational cultural models. Research questions examined the servant leadership practices of the library CEOs to understand how those practices enabled an organizational culture that engendered employee success and organizational performance. The sample consisted of 15 participants from three libraries in South Central Florida. The first three of the five phases of analysis cycle, the servant leader measurement tool, and NVivo 11 were used to analyze the data. Emergent themes were consistent with the practice and characteristics of servant leadership. Five of them, empowering staff, developing community, developing communication, organizational change, and conceptualizing and strategizing, related to Research Question 1. Working with minimal supervision and collaborative work related to Research Question 2. Three others, productivity, going beyond, and engaged employees, related to Research Question 3. Conclusions found that CEOs do perceive their practice of servant leadership to be congruent with employee and organizational success. Implications are for researchers interested in better understanding the mediating role organizational culture plays in CEO servant led organizations.
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