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Degree

Ph.D., Antioch University, Leadership and Change, 2006.

Abstract

The central purpose of the present study was to examine how academic notions of leadership development compare and contrast with the theory of action that guides corporate leadership development initiatives. A secondary purpose was to analyze the process and potential extensions of the user-focused theory of action approach. Initial findings suggest that the user-focused theory of action approach is transferable to the case studied. In addition, an analysis of the leadership development literature and the Frontline Leadership Excellence System yielded a thought-provoking comparison of theory and practice. The study also provided an analysis of literature gaps and useful suggestions regarding the user-focused theory of action process and extensions for practice.

Subject Headings

Business Administration, Management

Keywords

Leadership Development; Evaluation; Leadership; User-Focused Theory of Action

Advisor

Jon Wergin

Pages

239p.

Document number: antioch1141832898
Permalink: http://rave.ohiolink.edu/etdc/view?acc_num=antioch1141832898

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