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Leadership : = Outdated Theories and Emerging Non-traditional Leadership.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Leadership :/
Reminder of title:	Outdated Theories and Emerging Non-traditional Leadership.
Author:	Martin, Warren.
Description:	1 online resource (149 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.
Contained By:	Dissertation Abstracts International79-05A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9780355598292

Leadership : = Outdated Theories and Emerging Non-traditional Leadership.
Martin, Warren.

Leadership :Outdated Theories and Emerging Non-traditional Leadership. - 1 online resource (149 pages)

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

Thesis (D.B.A.)--Northcentral University, 2018.

Includes bibliographical references

The purpose of this qualitative study was to explore a phenomenon concerning why organizational leaders have transitioned from academically recommended leadership theories to their own non-traditional leadership practices. Existing research suggests that current leadership theories are outdated and not keeping pace with continual change, vast technological advancements, and expectations by stakeholders for transparency. The concept for this study was inspired in part by a combination of over 40-years of personal and professional observations and experience in leadership, and a personal theory that leaders do not practice traditional leadership theory as originally intended, but rather select various elements from numerous theories and merge them into a single leadership practice, also known as non-traditional leadership. The findings of this study suggested that all participants practiced non-traditional leadership. Continual change was recognized as an ongoing phenomenon, and leadership theories, or elements of theories, were considered outdated. Acceptance of change and adaptability was identified as necessary attributes for modern day successful leaders, and leaders who continued to practice traditional theory, did so out of fear of change. Additional research should be conducted to evaluate how wide spread the practice of non-traditional leadership practices has spread and why leaders have chosen to ignore the recommended academic teachings of traditional leadership theories. Further research should be conducted concentrating on traditional leaders, in an effort to understand their motivations for following traditional leadership models.

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

Mode of access: World Wide Web

ISBN: 9780355598292Subjects--Topical Terms:

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

554714
Electronic books.

Leadership : = Outdated Theories and Emerging Non-traditional Leadership.
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245 1 0 $a Leadership : $b Outdated Theories and Emerging Non-traditional Leadership.
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300 $a 1 online resource (149 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.
500 $a Adviser: Henry Luckel.
502 $a Thesis (D.B.A.)--Northcentral University, 2018.
504 $a Includes bibliographical references
520 $a The purpose of this qualitative study was to explore a phenomenon concerning why organizational leaders have transitioned from academically recommended leadership theories to their own non-traditional leadership practices. Existing research suggests that current leadership theories are outdated and not keeping pace with continual change, vast technological advancements, and expectations by stakeholders for transparency. The concept for this study was inspired in part by a combination of over 40-years of personal and professional observations and experience in leadership, and a personal theory that leaders do not practice traditional leadership theory as originally intended, but rather select various elements from numerous theories and merge them into a single leadership practice, also known as non-traditional leadership. The findings of this study suggested that all participants practiced non-traditional leadership. Continual change was recognized as an ongoing phenomenon, and leadership theories, or elements of theories, were considered outdated. Acceptance of change and adaptability was identified as necessary attributes for modern day successful leaders, and leaders who continued to practice traditional theory, did so out of fear of change. Additional research should be conducted to evaluate how wide spread the practice of non-traditional leadership practices has spread and why leaders have chosen to ignore the recommended academic teachings of traditional leadership theories. Further research should be conducted concentrating on traditional leaders, in an effort to understand their motivations for following traditional leadership models.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Business administration. $3 1148568
655 7 $a Electronic books. $2 local $3 554714
690 $a 0310
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Northcentral University. $b Business and Technology Management. $3 1148453
773 0 $t Dissertation Abstracts International $g 79-05A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10688717 $z click for full text (PQDT)