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      Putting leadership in its place: Transferability of leadership ability across contexts

      Dick, Jonathan William
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      Dick, J. W. (2009). Putting leadership in its place: Transferability of leadership ability across contexts (Thesis, Master of Social Sciences (MSocSc)). The University of Waikato, Hamilton, New Zealand. Retrieved from https://hdl.handle.net/10289/3938
      Permanent Research Commons link: https://hdl.handle.net/10289/3938
      Abstract
      Abstract

      The aim of this study was to contribute to the growing body of research involving the

      subject of leadership, while looking at a facet of this phenomenon on which there

      appears to be very little data available. In the fast moving environment of the twenty

      first century, there is more and more pressure on leaders from every area of industry,

      commerce, community and public service to be capable of not only performing their

      basic tasks in the immediate scope of their area of responsibility, but also a growing

      expectation that they must be capable of exporting this ability into any environment or

      context that the organisation rapidly finds itself. There is little time to recruit, train and

      deploy new leaders when a novel situation presents itself. This research employs a

      qualitative approach utilising an interpretive multiple case study method to investigate

      what followers look for and expect in their leaders in the form of traits, values or

      characteristics. The investigation then looks to see what style of leader employs these

      values to best effect, suggesting that this type of style, based on this set of values, are

      the most likely to be durable across any context. The study is conducted looking at the

      wider culture of the individual participant in terms of age and era, gender, education,

      and the added dynamic of punishment as a leadership tool. While initial findings

      suggest that females may have this ability to transfer their leadership style at face value,

      the study acknowledges the variables involved and recommends the way forward for

      future research in this area.
      Date
      2009
      Type
      Thesis
      Degree Name
      Master of Social Sciences (MSocSc)
      Publisher
      The University of Waikato
      Rights
      All items in Research Commons are provided for private study and research purposes and are protected by copyright with all rights reserved unless otherwise indicated.
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