Barrett

Barrett, The Honors College at Arizona State University proudly showcases the work of undergraduate honors students by sharing this collection exclusively with the ASU community.

Barrett accepts high performing, academically engaged undergraduate students and works with them in collaboration with all of the other academic units at Arizona State University. All Barrett students complete a thesis or creative project which is an opportunity to explore an intellectual interest and produce an original piece of scholarly research. The thesis or creative project is supervised and defended in front of a faculty committee. Students are able to engage with professors who are nationally recognized in their fields and committed to working with honors students. Completing a Barrett thesis or creative project is an opportunity for undergraduate honors students to contribute to the ASU academic community in a meaningful way.

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Breaking the Glass Canopy: The Ascension of Women in Colombian Revolutionary Groups

Description
In previous research, little work was done to understand how and to what extent female combatants in Colombian revolutionary groups functioned as leaders. This paper seeks to assess the agency that women in Colombian leftist revolutionary organizations such as M-19 and FARC had access to, specifically with regards to leadership.…

In previous research, little work was done to understand how and to what extent female combatants in Colombian revolutionary groups functioned as leaders. This paper seeks to assess the agency that women in Colombian leftist revolutionary organizations such as M-19 and FARC had access to, specifically with regards to leadership. Colombian revolutionary groups failed to successfully incorporate women into higher ranks, despite claiming otherwise. The military structure particularly favors men by esteeming masculine roles and blaming women for the transgressions of men. This paper specifically evaluates the differences between the M-19 and FARC with regards to female leadership. The M-19 more effectively incorporated women into leadership roles than FARC due to differences regarding representation.
ContributorsCunningham, Carissa Ann (Author) / Wood, Reed (Thesis director) / Fahs, Breanne (Committee member) / School of Social and Behavioral Sciences (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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Organizational Culture: Leadership, Values, and Communication

Description
This work aims to provide a review of the literature on the concept of organizational culture, and apply that knowledge to four companies: Salesforce, Adobe, Facebook, and Twitter. Organizational culture is the shared learning any group goes through over time that guides future thoughts and behaviors. Culture can be influenced…

This work aims to provide a review of the literature on the concept of organizational culture, and apply that knowledge to four companies: Salesforce, Adobe, Facebook, and Twitter. Organizational culture is the shared learning any group goes through over time that guides future thoughts and behaviors. Culture can be influenced and created by leaders in specific ways, as well as by the members of the organization in how they communicate and behave with each other. The focus of this thesis is to analyze recent earnings calls for the values communicated by CEOs of the companies in question. The earnings calls were conducted by the companies, and in them, senior leaders inform shareholders and analysts on financial updates and other pertinent information about the performance of the company. Those four companies were chosen because they are popularly known to have effective and successful cultures. By understanding the foundation of organizational culture and how it might apply to such companies, people who are interested in the concept of organizational culture, and leaders in particular, may stand to learn of an aspect of business where an untapped advantage can be gained.
ContributorsLeviyev, Shalamo (Author) / Kassing, Jeffrey (Thesis director) / Salerno, Jessica (Committee member) / School of Social and Behavioral Sciences (Contributor, Contributor) / Barrett, The Honors College (Contributor)
Created2019-05

Utilizing Research and Testimony To Develop an IT Leadership Model

Description

This project aimed to understand what best practices for leadership in the Information Technology sector and if it could be consolidated for a comprehensive learning plan. This learning plan was housed on a traditional LMS (Canvas) and utilized a combination of IT Management research, interviews conducted with five industry members…

This project aimed to understand what best practices for leadership in the Information Technology sector and if it could be consolidated for a comprehensive learning plan. This learning plan was housed on a traditional LMS (Canvas) and utilized a combination of IT Management research, interviews conducted with five industry members (all boasting five or more years of work experience), and an analysis of six top institution IT Leadership programs, to create a template. For the provided questionnaires, participants were asked to consider their time in the industry and discuss work culture dynamics, distribution of power, and what pain points were felt in their daily operations. All participants also described their direct roles and seniority, ranging from self-described “middle” to ”high” level placements. Based on these interviews, much of what seems to halt productivity and employee satisfaction regularly comes from a lack of concise and regular communication and a need for more understanding regarding team members' drive or capabilities. Regarding the program evaluation, six IT Leadership programs were chosen, where five were constructed by higher education institutions and one from a certificate governing body. The top skills identified across all programs were communication and decision-making. Communication is an all-encompassing idea for collaboration and strong speaking skills, with programs 1,4,5, and 6 noting their importance. Decision-making in this context is about both work delegation and firm problem-solving. For work delegation, it was pointed out in the interviews that techs and engineers see strong leadership utilizing professional judgment as vital to a business’s performance, with all programs but program 4 similarly emphasizing the same. Given this evaluation, the leadership styles used can be identified as Delegative, Strengths-Based, and Transformative. The previously noted interviews and research resulted in a 4-week course demo, which utilized the interviews in conjunction with leadership concepts.
ContributorsOrtiz Leon, David (Author) / O'Flaherty, Katherine (Thesis director) / Rouse, Nick (Committee member) / Barrett, The Honors College (Contributor) / School of Humanities, Arts, and Cultural Studies (Contributor)
Created2023-12

thesis-deliverable_-it-leadership-course-material-and-link.pdf

ContributorsOrtiz Leon, David (Author) / O'Flaherty, Katherine (Thesis director) / Rouse, Nick (Committee member) / Barrett, The Honors College (Contributor) / School of Humanities, Arts, and Cultural Studies (Contributor)
Created2023-12

thesis-deliverable_thesis-summary.pdf

ContributorsOrtiz Leon, David (Author) / O'Flaherty, Katherine (Thesis director) / Rouse, Nick (Committee member) / Barrett, The Honors College (Contributor) / School of Humanities, Arts, and Cultural Studies (Contributor)
Created2023-12

ortizleon_fall_2023.pdf

ContributorsOrtiz Leon, David (Author) / O'Flaherty, Katherine (Thesis director) / Rouse, Nick (Committee member) / Barrett, The Honors College (Contributor) / School of Humanities, Arts, and Cultural Studies (Contributor)
Created2023-12

Inspecting the Glass Ceiling: Analyzing Perspectives of Gender and Parenthood in Leadership

Description
The gender gap in leadership has been shrinking over time, with women occupying 32% of managerial positions in 1983, and 40.5% of managerial positions in 2022 (U.S. Bureau of Labor Statistics, 2004, 2023). Within the United States, the cultural and social expectations for what it means to be a good…

The gender gap in leadership has been shrinking over time, with women occupying 32% of managerial positions in 1983, and 40.5% of managerial positions in 2022 (U.S. Bureau of Labor Statistics, 2004, 2023). Within the United States, the cultural and social expectations for what it means to be a good leader include having agentic personality traits (Badura et al., 2018), being an active participant in group discussion (Bass, 1990), and expressing primarily achievement and antagonistic emotions (Fischbach et al., 2015). But, does a working man or woman’s desire to have children impact the way others perceive their ability to assume a position of leadership? Approximately one hundred and fifty college students and civil engineers were equally split into five groups. Four of the five groups were instructed to rate a different imaginary coworker, distinguished based on their gender and desire to have kids in the future. The fifth group was instructed to rate their ideal manager. All five groups used a descriptive index with 67 terms in order to complete their respective ratings. The results supported the hypothesis that men who want to have children have character traits that are most similar to those traits used to describe an ideal manager. However, the results did not support the hypothesis that women who want to have children would be least similar to the ideal manager group, as men who do not want to have children were rated least similar.
ContributorsDyer-McGowan, Karen (Author) / Koop, Gregory (Thesis director) / Holloway, Steven (Committee member) / Barrett, The Honors College (Contributor) / School of Humanities, Arts, and Cultural Studies (Contributor) / School of Social and Behavioral Sciences (Contributor)
Created2024-05