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Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises./
Author:	Obsie, Abdirahman.
Description:	1 online resource (157 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.
Contained By:	Dissertation Abstracts International79-05A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355590111

Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises.
Obsie, Abdirahman.

Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises. - 1 online resource (157 pages)

Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.

Thesis (Ph.D.)

Includes bibliographical references

Leadership styles can have a profound impact on how humanitarian organizations make decisions and deliver humanitarian assistance in crisis situations. This phenomenological study was designed to decrease the knowledge gap by exploring the perceptions of leaders who led their organizations through humanitarian crises. This investigation was necessary because the existing research has focused on organizational leadership in noncrisis situations. The research question was "How do leaders who have led their organizations through humanitarian crises describe their experiences and leadership style?" Moustakas's phenomenological approach informed understanding of the data. The 12 leaders of humanitarian organizations who participated in this study did not use one particular leadership style for every situation they experienced. The leadership style they used during a typical day was different from the one they employed when there was a crisis to address. The findings indicated that the majority of leaders relied on a situational leadership style during humanitarian crises because they needed to be very flexible in leading their organizations during these challenging events. The majority of the leaders also reported that the challenges they faced during a crisis included a lack of effective collaboration between agencies, poor coordination between agencies, and competition for funds. The findings of this study provide recommendations regarding the perceptions of leaders of humanitarian organizations and leadership styles they employ when responding to humanitarian crises.

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

Mode of access: World Wide Web

ISBN: 9780355590111Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises.
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100 1 $a Obsie, Abdirahman. $3 1181202
245 1 0 $a Perceptions of Leaders Who Have Led Their Humanitarian Organizations through Humanitarian Crises.
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300 $a 1 online resource (157 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.
500 $a Adviser: Kerry Grohman.
502 $a Thesis (Ph.D.) $c Capella University $d 2017.
504 $a Includes bibliographical references
520 $a Leadership styles can have a profound impact on how humanitarian organizations make decisions and deliver humanitarian assistance in crisis situations. This phenomenological study was designed to decrease the knowledge gap by exploring the perceptions of leaders who led their organizations through humanitarian crises. This investigation was necessary because the existing research has focused on organizational leadership in noncrisis situations. The research question was "How do leaders who have led their organizations through humanitarian crises describe their experiences and leadership style?" Moustakas's phenomenological approach informed understanding of the data. The 12 leaders of humanitarian organizations who participated in this study did not use one particular leadership style for every situation they experienced. The leadership style they used during a typical day was different from the one they employed when there was a crisis to address. The findings indicated that the majority of leaders relied on a situational leadership style during humanitarian crises because they needed to be very flexible in leading their organizations during these challenging events. The majority of the leaders also reported that the challenges they faced during a crisis included a lack of effective collaboration between agencies, poor coordination between agencies, and competition for funds. The findings of this study provide recommendations regarding the perceptions of leaders of humanitarian organizations and leadership styles they employ when responding to humanitarian crises.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Capella University. $b Social and Behavioral Sciences. $3 1179663
773 0 $t Dissertation Abstracts International $g 79-05A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10689785 $z click for full text (PQDT)