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Transformational Innovation and Transformational Leadership in the U.S. Government Department of Defense Acquisitions Workforce.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Transformational Innovation and Transformational Leadership in the U.S. Government Department of Defense Acquisitions Workforce./
Author:	Angell, B. Dean.
Description:	1 online resource (181 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
Contained By:	Dissertation Abstracts International79-01A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9780355138146

Transformational Innovation and Transformational Leadership in the U.S. Government Department of Defense Acquisitions Workforce.
Angell, B. Dean.

Transformational Innovation and Transformational Leadership in the U.S. Government Department of Defense Acquisitions Workforce. - 1 online resource (181 pages)

Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

This dissertation, Transformational Innovation (TI) in the U.S. Department of Defense (U.S. DoD) Acquisitions, is a qualitative case study. The topic is viewed through a social constructivist lens and designed to understand the contemporary real-life experiences of U.S. DoD acquisition professionals in meeting the challenge of the Better Buying Power initiative. This initiative, Better Buying Power, asks U.S. DoD acquisition professionals to create innovative business processes designed to increase the effectiveness and best value of U.S. DoD acquisition activities. The researcher examined observed illustrations of TI and the accompanying instances of transformational or transactional leadership. Transformational leadership (TL) can be characterized by idealized influence/charisma, inspirational motivation, intellectual consideration and stimulation, and individualized consideration. In contrast, transactional leadership is a method whereby goals and tasks are assigned to employees who are motivated by rewards and punishments and must do as the manager says or face the consequences. The data gathered from this research effort are centered on two areas, transformational leadership in the U.S. DoD acquisitions workforce, and transformational innovation within the U.S. DoD acquisitions workforce. Several themes emerged from the study: there were few examples of transformational leadership; there were few examples of transformational innovation; there were many examples of transactional leadership, the U.S. DoD is still primarily transactional; and change in the U.S. DoD is directive. The results of the study add to the literature surrounding TL and TI and offer insight into the effects of transformational leadership on transformational innovation.

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

Mode of access: World Wide Web

ISBN: 9780355138146Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Transformational Innovation and Transformational Leadership in the U.S. Government Department of Defense Acquisitions Workforce.
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520 $a This dissertation, Transformational Innovation (TI) in the U.S. Department of Defense (U.S. DoD) Acquisitions, is a qualitative case study. The topic is viewed through a social constructivist lens and designed to understand the contemporary real-life experiences of U.S. DoD acquisition professionals in meeting the challenge of the Better Buying Power initiative. This initiative, Better Buying Power, asks U.S. DoD acquisition professionals to create innovative business processes designed to increase the effectiveness and best value of U.S. DoD acquisition activities. The researcher examined observed illustrations of TI and the accompanying instances of transformational or transactional leadership. Transformational leadership (TL) can be characterized by idealized influence/charisma, inspirational motivation, intellectual consideration and stimulation, and individualized consideration. In contrast, transactional leadership is a method whereby goals and tasks are assigned to employees who are motivated by rewards and punishments and must do as the manager says or face the consequences. The data gathered from this research effort are centered on two areas, transformational leadership in the U.S. DoD acquisitions workforce, and transformational innovation within the U.S. DoD acquisitions workforce. Several themes emerged from the study: there were few examples of transformational leadership; there were few examples of transformational innovation; there were many examples of transactional leadership, the U.S. DoD is still primarily transactional; and change in the U.S. DoD is directive. The results of the study add to the literature surrounding TL and TI and offer insight into the effects of transformational leadership on transformational innovation.
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