The New is
Womens Leadership in Community-Profit
Doctoral Thesis by Patricia Marlette Black BA, MEd,
Queensland University of Technology, 1999.
LIST OF FIGURES
Figure 3.1 The use of power in hierarchical leadership compared with the use of power in the concept of collaborative individualism proposed by Limerick and Cunnington (1993)
Figure 5.1 The research method
Figure 5.2 The research participants
Figure 6.1 Employment profile of formal participants
Figure 6.2 Participants perceptions of themselves as leaders
Figure 8.1 Relative importance of issues faced by the leadership of research organisations
Table 1.1 Leadership within organisational context
Table 2.1 A comparison of distinctive cultural, personal, organisational and leadership features of the mechanistic and holistic world views
Table 3.1 Summary of key concepts of the leadership literature viewed through five dominant leadership images
Table 5.1(a) Original research questions
Table 5.1(b) Final research questions
Table 5.2 Criteria for the selection of sites
Table 5.3 International classification of nonprofit organisations (ICNPO)
Table 5.4 Research sites at a glance (all in the private sector)
Table 5.5 Criteria for selecting the sample (formal participants)
Table 5.6 Location of interviews and number of interviews conducted in each location
Table 6.1 The formal participants situated in their research sites and in terms of their leadership positions
Table 6.2 Frequency distribution of ways in which participants became involved in leadership in community-profit organisations
Table 7.1 Frequency distribution of participants suggested ingredients in a recipe for effective leadership
Table 7.2 Relative support for statements of participants perceptions of the relationship between designated leaders and non-positional leaders
Table 7.3 Summary of recurring themes in the participants experience of leadership in the research organisations and the importance attached to those themes by participants
Table 8.1 Frequency distribution of factors that motivate participants to engage in leadership in community-profit organisations
Table 8.2 Designated leaders and non-positional leaders perceptions of the relative importance of issues being faced by the leadership of the research organisations
Table 8.3 Frequency distribution of participants perceptions of leadership strategies in their organisations
Table 8.4 Frequency distribution of personal leadership styles perceived by the formal participants
Table 8.5 Relative support for participants statements of the perceived expectations of the leadership of their community-profit organisations
Table 9.1 The consonance between the characteristics of womens leadership in community-profit organisations which emerge from the research findings and distinctive features of the emerging holistic world view summarised in Table 2.1
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