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Perceived Managerial and Leadership Behaviors Within a Moroccan Higher Education Institution.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Perceived Managerial and Leadership Behaviors Within a Moroccan Higher Education Institution./
作者:	Lekchiri, Siham.
面頁冊數:	1 online resource (128 pages)
附註:	Source: Dissertation Abstracts International, Volume: 78-10(E), Section: A.
標題:	Management. -
電子資源:	click for full text (PQDT)
ISBN:	9781369840193

Perceived Managerial and Leadership Behaviors Within a Moroccan Higher Education Institution.
Lekchiri, Siham.

Perceived Managerial and Leadership Behaviors Within a Moroccan Higher Education Institution. - 1 online resource (128 pages)

Source: Dissertation Abstracts International, Volume: 78-10(E), Section: A.

Thesis (Psy.D.)--Indiana State University, 2017.

Includes bibliographical references

The purpose of this research was to determine what behaviorally distinguishes effective and ineffective managers within a Moroccan Higher Education Institution (HEI) and explore the extent to which the findings of this study are either specific to the context/culture or are more general by conducting a comparative analysis to findings from similar replications of a French and a Hungarian HEIs. Critical Incident Technique (CIT) was the methodology deployed to collect data from participants in terms of how they perceive managers as either effective or non-effective. The collected data (CIs) were subjected to content and thematic analysis that resulted in derived positive and negative behavioral statements. A total of 42 participants/informants were interviewed and revealed a total of 418 CIs, of which 189 were positive CIs and 229 were negative. The analysis revealed a total of 49 Behavioral Statements (BSs), of which 19 were positive and 30 were negative behavioral indicators. The comparison to the French HEI study found over 73% convergence with positive/effective behaviors and 67% convergence with negative/ineffective behaviors. The comparison to the Hungarian HEI study found over 63% convergence with positive/effective behaviors and 60% convergence with negative/ineffective behaviors. The findings suggest that there are high commonalities in terms of results obtained in all three countries. At no point, the divergence in BSs has revealed behaviors that are culturally or contextually specific, hence, no conclusion in that regard can be made at this point. The findings of this investigation bring empirical evidence to understanding what and how managers are perceived as effective or ineffective in the Moroccan academic context, and therefore adds to the literature. The information obtained can also provide rich information/knowledge that can be used as a basis to address the behavioral developmental needs of managers in HEIs. This research adds value by following a replication study as the French and Hungarian HEIs, which both were based on single HEIs; moreover, this study is the first to be conducted in the Moroccan/North African region.

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

Mode of access: World Wide Web

ISBN: 9781369840193Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Perceived Managerial and Leadership Behaviors Within a Moroccan Higher Education Institution.
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520 $a The purpose of this research was to determine what behaviorally distinguishes effective and ineffective managers within a Moroccan Higher Education Institution (HEI) and explore the extent to which the findings of this study are either specific to the context/culture or are more general by conducting a comparative analysis to findings from similar replications of a French and a Hungarian HEIs. Critical Incident Technique (CIT) was the methodology deployed to collect data from participants in terms of how they perceive managers as either effective or non-effective. The collected data (CIs) were subjected to content and thematic analysis that resulted in derived positive and negative behavioral statements. A total of 42 participants/informants were interviewed and revealed a total of 418 CIs, of which 189 were positive CIs and 229 were negative. The analysis revealed a total of 49 Behavioral Statements (BSs), of which 19 were positive and 30 were negative behavioral indicators. The comparison to the French HEI study found over 73% convergence with positive/effective behaviors and 67% convergence with negative/ineffective behaviors. The comparison to the Hungarian HEI study found over 63% convergence with positive/effective behaviors and 60% convergence with negative/ineffective behaviors. The findings suggest that there are high commonalities in terms of results obtained in all three countries. At no point, the divergence in BSs has revealed behaviors that are culturally or contextually specific, hence, no conclusion in that regard can be made at this point. The findings of this investigation bring empirical evidence to understanding what and how managers are perceived as effective or ineffective in the Moroccan academic context, and therefore adds to the literature. The information obtained can also provide rich information/knowledge that can be used as a basis to address the behavioral developmental needs of managers in HEIs. This research adds value by following a replication study as the French and Hungarian HEIs, which both were based on single HEIs; moreover, this study is the first to be conducted in the Moroccan/North African region.
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