Matching Items (4)
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- All Subjects: Leadership
- All Subjects: Sustainability
Description
Although the number of women earning college degrees and entering the workforce is increasing, a gender gap persists at top leadership positions. Women are faced with numerous challenges throughout the talent pipeline, challenges that often drive women out of the workforce. This paper looks at the power of mentoring and how women, particularly young women, have the potential to overcome these challenges through a successful mentoring relationship. We use examples of successful mentoring programs at the corporate and university level to support the development of a mentoring program at the high school level. Our paper presents the research and development process behind the Young Women in Leadership (YWiL) Workshop, a half-day event that focused on bringing awareness to the importance of mentoring and leadership at the high school level while providing young women with the confidence and knowledge to begin to establish their own mentoring relationships.
ContributorsRust, Brenna (Co-author) / Myers, Sheridan (Co-author) / Desch, Tim (Thesis director) / Kalika, Dale (Committee member) / Barrett, The Honors College (Contributor) / School of Life Sciences (Contributor) / School of Accountancy (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / WPC Graduate Programs (Contributor) / W. P. Carey School of Business (Contributor)
Created2015-05
Description
My project is an examination of the process ASU Tempe campus took to institute an organics collection program. Working from a sustainability science perspective I demonstrate the structural and logistical barriers faced during program creation and expansion. My examination lead to the creation of a manual designed as a tool for other organizations in which I document ASU's process and provide information on key steps and procedures necessary to implement a unique organics collection program.
ContributorsSchumacher, Katherine Marie (Author) / Schoon, Michael (Thesis director) / Brundiers, Katja (Committee member) / Levine, Alana (Committee member) / Barrett, The Honors College (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / School of Sustainability (Contributor)
Created2013-05
Description
The aim of this thesis is to explain the dichotomy between public perception of leadership and quantifiable measurement of leadership based on Information Measurement Theory, a method of utilizing deductive logic, and to identify and interpret the causes of such discrepancies as seen in the case of Steve Jobs. The general public perceives Steve Jobs to be an effective leader because he was visionary, entrepreneurial, charismatic and highly successful. However, these perceptions are not true indicators of leadership but rather qualitative interpretations of leadership without tangible evidence in support of this idea. An analysis of words found in multiple appearances of online articles relating to Steve Jobs and leadership revealed a variety of common factors associated with Steve Jobs' leadership, supporting a primarily positive viewpoint by the public. The thesis then identified how a new methodology of measuring leadership effectiveness based on quantitative data, known as the New Leadership Model, concludes Steve Jobs does not meet the criteria necessary to be considered a Best Value Leader, one who uses alignment rather than management, direction and control to achieve maximum efficiency within an organization. The discrepancies between public perception of Steve Jobs as a leader and the results of the New Leadership Model evaluation show significant variance. Potential rationale for these variances is offered in the thesis. In conclusion, the thesis argues that public perception will often differ from quantifiable measurement of leadership based on the interpretation of leadership by various groups and by the methods each group uses to identify characteristics of effective leadership.
ContributorsRoderique, Kelsey Boyd (Author) / Kashiwagi, Dean (Thesis director) / Kashiwagi, Jacob (Committee member) / Barrett, The Honors College (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / WPC Graduate Programs (Contributor) / Walter Cronkite School of Journalism and Mass Communication (Contributor)
Created2014-05
Description
As the student union on Arizona State University’s main Tempe campus, the MU should be a model of building sustainability. After a fire engulfed the MU’s second floor in 2007, the building underwent major renovations and achieved LEED v2.0: Commercial Interiors (LEED CI) Gold certification. Since then, more up-to-date building certification programs have been established, including the Green Globes (GG) green building rating system and a more recent version of LEED that suits the MU’s situation—Existing Buildings: Operations and Maintenance (LEED EB:OM). This paper performs a cost-benefit analysis of these rating systems, specifically looking at 1) national recognition, 2) ease of use, 3) amount of resources needed to invest, 4) length of time of the certification process, 5) certification fees and costs, 6) pre-requisites and system structure of point allotment, and 7) flexibility of the systems. A review of the previous LEED CI certification of the MU addresses 1) solar panel installation and renewable energy achievements, 2) improvement of indoor air quality, 3) application of sustainable construction practices, 4) missed opportunities since renovations were not performed on the entire building, 5) water efficiency scoring, and 6) lack of significant Energy & Atmosphere improvements. A proposal for the university to consider LEED EB:OM certification for the Memorial Union will be presented, analyzing the points already secured by campus-wide programs and policies, credits that are possible with minimal funding, and elaborating on opportunities already planned for completion, including 1) the Power Parasol project, 2) “Zero Waste by 2015” and “Carbon Neutrality” programs and goals, and 3) plans for alternative transportation methods through the Tempe Campus Access Management Plan. In conclusion, my recommendation to pursue LEED EB:OM and achieve Silver level will be presented. With the majority of LEED points already secured and several on the horizon, certifying the MU under LEED EB:OM will set an example and increase the amount of existing buildings on campus to pursue LEED certification. University-wide policies on green cleaning, sustainable purchasing, alternative energy sources, carbon neutrality, and LEED for Multiple Buildings all contribute to simplifying the LEED certification process for ASU buildings campus-wide.
ContributorsHeppner, Mary Catherine (Author) / Brown, Nicholas (Thesis director) / Martin, Thomas (Committee member) / Bogart, Brooke (Committee member) / Barrett, The Honors College (Contributor) / School of Letters and Sciences (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor)
Created2013-05