Building a Model of Leadership Development for Times of Change
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Latvijas Universitāte
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eng
Abstract
romocijas darbā autors grib analizēt, kas notiek ar potenciālajiem līderiem krīzes laikos, kāda veidā krīze negatīvi un pozitīvi ietekmē viņu vadības iemaņas un kā organizācijas var izmantot krīzi, lai aizsargātu un veicinātu līderības prasmju attīstīšanu. Promocijas darba mērķis ir veidot teorētisko pamatu tam, kā nodrošināt līderības prasmju attīstīšanu pārmaiņu un krīzes laikā. Autors uzskata, ka būtiskākais līderisma iemaņu attīstīšanas procesā šai laikā ir vērtības un paraugi. Turklāt galvenā hipotēze ir, ka paraugi un vērtību sistēma ir divi faktori, kas varētu ievērojami kavēt vai veicināt līderības attīstības iespējas krīzes situācijās. Lai atbildētu uz pētījuma jautājumiem autors lieto plašu teorētisku analīzi, aptaujas, stāstu analīzi un intervijas ar ekspertiem.
Building a model of leadership development for times of change. The author wants to analyze what happens with potential leaders during times of crises, how crises affect positively or negatively their leadership skills, and which opportunities and threats could be used in order to protect and encourage their leadership development. The objective is to provide the theoretical foundation on how leadership development works in times of change and crisis. As an essential part of this objective, the author wants to study particularly the relevance of role models and values during times of change for the development and training of leadership skills. The main hypothesis is that role models and system of values are two factors which could hinder or encourage significantly the possibilities of leadership development during times of change. The author uses extensive theoretical research, surveys, case studies, and interviews with experts. Keywords: leadership, human resources, learning and development, change management
Building a model of leadership development for times of change. The author wants to analyze what happens with potential leaders during times of crises, how crises affect positively or negatively their leadership skills, and which opportunities and threats could be used in order to protect and encourage their leadership development. The objective is to provide the theoretical foundation on how leadership development works in times of change and crisis. As an essential part of this objective, the author wants to study particularly the relevance of role models and values during times of change for the development and training of leadership skills. The main hypothesis is that role models and system of values are two factors which could hinder or encourage significantly the possibilities of leadership development during times of change. The author uses extensive theoretical research, surveys, case studies, and interviews with experts. Keywords: leadership, human resources, learning and development, change management