Building a leadership-driven organization through people and process.

详细信息   

• 作者：Peterson ; Tonya Marie.
• 学历：Ph.D.
• 年：2016
• 毕业院校：Cardinal Stritch University.bDoctoral Leadership Studies.
• Department：Organizationalbehavior.
• ISBN：9781339061184
• CBH：3723376
• FileSize：3126660
• Pages：266

文摘

The purpose of this study was to determine the areas to focus on to maximize business value through the attainment of projected vision and goals. Transformational leadership, leading people, and managing processes are key attributes for a leadership-driven organization to harness during periods of organizational change. The related research question was. How does a leadership-driven organization apply people and process to achieve vision and align values? The research design employed for the study was a concurrent mixed-method approach to exploring the organizational impact that people and process have on the influence of organizational transformation, operational value, and organizational vision. Qualitative and quantitative data were collected and coded through interview research and survey research, offering increased accuracy and dependability of the research dissertation through a triangulation of data. The research findings suggested an organization must continuously grow, expand, improve, or change to effectively and efficiency embrace the future needs of the global environment through a foundation of learning. The transformational leader plays a critical role within this learning organization by establishing vision, motivation, influence, and guidance to other leaders in the organization. The strategy and portfolio plan must align to the targeted vision, mission, and goals of the organization. The people and process are guided toward the organizational target through leadership direction. The implications for the research recognizes a transformational leaders need to balance focus on leading people and managing processes throughout change to achieve the desired purpose. Leading people is an interwoven emphasis on learning and service through leadership action. The dissertation suggests learning precedes, stimulates, and follows change. Learning offers new discoveries to enhance, advance, and mature an organization. Service promotes a unity and common focus found within the organization, thereby positively impacting an ability to achieve professional and organizational goals. The dissertation suggests a servant leader must be cognizant of the direct impact change may have on people, the organization, and the global community. Managing processes offers a basis for establishing an organizational structure to support the change, strategic portfolio plan to define the change, and project management practices to deliver the change.