The correlation analysis showed that the statement of the thesis problem Essay
The correlation analysis showed that the statement of the thesis problem
that is when Leadership scores are high then the scores for the other categories are also high, holds true only for the Others (or Junior Officers) but not necessarily to the Leaders (or Senior 0fficers). D. Step-wise Regression Analyses: D. 1. For the Combined Data: The stepwise regression for the combined data, using dummy variables (0 = Others; 1= Leader) is: Y = 1. 42 + 0. 42 Leader + 0. 361 Item 5 + 0. 32 Item 4 Where Y = Item 1 For Others Group, Leader = 0 For Leaders Group, Leader = 1.
Overall average scores for Human Resource Focus, Item 5 and Measurement, Analysis, and Knowledge Management, Item 4 determine the Leadership Score, Item 1, regardless of either the Others Group or the Leaders Group. These are the items with the highest correlations with Leadership, Item 1, and where Others and Leaders do not differ in their scores. D. 2. For the Others Group: Stepwise regression analysis resulted in the following equation for predicting leadership score: Y= 1. 395 + 0.
362 Item 5 + 0. 33 Item 4 Where: Y = average Leadership score (Item 1) X’s are Item 5 and Item 4 D. 3. For the Leaders Group: The stepwise regression analysis resulted in the following equation: Y = 1. 631 + 0. 40 Item 4 + 0. 73 Item 7 + -0. 315 Item 6 Where: Y = Leadership score (Item 1) X’s are Item 4, Item 7, and Item 6 For the Leaders, three items: Measurement, Analysis, and Knowledge Management, Item 4; Business Results, Item 7; and Process Management, Item 6, predict the Leadership Score.
Only Measurement, Analysis, and Knowledge Management, Item 4, is the common item for the Others Group and the Leaders Group. Other and more detailed Results can be gleaned from Appendix F. Significance of Study “Over their distinguished careers, Warren Bennis (Warren Bennis, 1995) and Joan Goldsmith have demonstrated how leaders are made, not born. In today’s environment of crisis and uncertainty, the ability to develop leaders is arguably the most pressing concern, whether the arena is business, politics, education, health care, the environment, or the arts.
Integrating wisdom from the world’s most insightful and accomplished leaders, self-assessments, and dozens of interactive skill-building exercises…reveals the underpinnings of true leadership…shows you how to see beyond leadership myths, translate failures into springboards for renewed creativity, and communicate your vision for yourself, your team, or your organization…ongoing research on collaborative leadership, ethics, integrity, and personal development”. Barnes and Noble, Publishers of Learning to Lead This study has shown that maybe contrary to popular belief, “leaders are made, not born”.
Even in this study group where the respondents were divided into the so-called Leaders (occupying top 7 positions) and Others (occupying lower than the higher positions, 37 positions) where it was expected that the Leaders should be showing relatively higher perceptions of all the other Baldrige categories. The 2007 Baldrige Leadership Triad and the Baldrige Results Triad However, the Leaders or the Senior Leaders or Senior Officers were more concerned with external factors, like Customer and Market Focus and Business Results.
Within the dynamics going around in ESGR, the surveyed organization, the Others or the Junior Leaders or Junior Officers were more concerned with all the aspects of the Baldrige categories as expected of them to balance everything, be it low in supplies or lack of men, they try their best to please their Senior Officers who go about to please the customers and attain the objectives. Within this hierarchy of positions, this study suggests can be seen a transformation from Junior Level Leadership to Senior Level Leadership.
For the Leaders or Senior Officers who had been once Junior Officers before, these Senior Officers can concentrate on Customer “System Operations The system operations are composed of the six Baldrige Categories in the center of the figure that define your operations and the results you achieve. Leadership (Category 1), Strategic Planning (Category 2), and Customer and Market Focus (Category 3) represent the leadership triad. These Categories are placed together to emphasize the importance of a leadership focus on strategy and customers.
Senior leaders set your organizational direction and seek future opportunities for your organization. Workforce Focus (Category 5), Process Management (Category 6), and Results (Category 7) represent the results triad. Your organization’s workforce and key processes accomplish the work of the organization that yields your overall performance results. All actions point toward Results—a composite of product and service, customer and market, financial, and internal operational performance results, including workforce, leadership, governance, and social responsibility results.
The horizontal arrow in the center of the framework links the leadership triad to the results triad, a linkage critical to organizational success. Furthermore, the arrow indicates the central relationship between Leadership (Category 1) and Results (Category 7). The two-headed arrows indicate the importance of feedback in an effective performance management system” (Commerce, 2007b). and Market Focus and delivering Business Results because these Senior Officers are confident that their policy decisions will be carried out by their very competent Junior Officers.
Therefore, these findings corroborate well with the latest 2007 Baldrige literature reviewed regarding Baldrige Leadership and Results Triad, reproduced in full page above from pages 4 and 5 of the original document, as Appendix G (Commerce, 2007b). The ESGR, has it, as it were, its 7 Senior Leaders straddling on to both ends of the Baldrige Triads; Leadership and Results, riding onto success! It is all up to the ESGR, wishing them luck, in proceeding on to the Baldrige Process, for possible Baldrige Award.
These study findings showed, using the methods above that it is possible to study and confirm certain human behavioral aspects on human resource management regarding leadership, using the same raw Baldrige scores which calculate the Baldrige Criteria. For future research, since the 37 Others have already been determined, that for example, after 3 to 5 years if they are still at ESGR and they got promoted, to use the same Baldrige Test to determine if they will also react the same way as their 7 Leaders, to show their leadership transformation.
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University/College: University of Arkansas System
Type of paper: Thesis/Dissertation Chapter
Date: 18 May 2017
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