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dc.contributor.authorDoss, Kristin L.
dc.date.accessioned2014-03-04T02:31:32Z
dc.date.available2014-03-04T02:31:32Z
dc.date.issued2007-05
dc.identifier.otherdoss_kristin_200705_ms
dc.identifier.urihttp://purl.galileo.usg.edu/uga_etd/doss_kristin_200705_ms
dc.identifier.urihttp://hdl.handle.net/10724/23831
dc.description.abstractIn today’s workforce, organizations must be more innovative than ever before due to increased competition within and external to their industry. Hiring leaders effective in change management is no longer enough, and organizations and research alike are beginning to focus more on change leadership. The focus of this study is to bridge a gap between the organizational change literature and leadership literature by investigating Big Five personality and leadership capability (leadership development level) as predictors of change leadership. It is hypothesized that in a model including both leadership development level and personality as predictors, leadership development level will account for a unique component of variance in change leadership, beyond that which is accounted for by personality.
dc.languageeng
dc.publisheruga
dc.rightspublic
dc.subjectChange Leadership
dc.subjectBig Five Personality
dc.subjectFive-Factor Model of Personality
dc.subjectConstructive/Developmental Theory
dc.subjectCD Theory
dc.subjectLeadership Development
dc.subjectChange Management
dc.subject360-Degree Feedback
dc.titleChange leadership
dc.title.alternativepredictions from Big Five Personality and constructive/developmental theory
dc.typeThesis
dc.description.degreeMS
dc.description.departmentPsychology
dc.description.majorPsychology
dc.description.advisorKarl Kuhnert
dc.description.committeeKarl Kuhnert
dc.description.committeeWendy Ruona
dc.description.committeeKecia Thomas


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