Matching Items (5)
Filtering by
- All Subjects: Leadership
- Creators: School of Public Affairs
- Resource Type: Text
Description
Based upon personal involvement from August 2010 to July 2014 as a Marine Option Midshipman within the ASU Naval Reserves Officer Training Corps (NROTC), being a student of leadership training within my degree plan, and gender difference research I conducted, this creative project addresses potential issues that reside within the ASU NROTC and the ways in which the program overall can be changed for the Marine Options in order to bring about proper success and organization. In order to officially become a Marine within the Unites States Marine Corps, it is necessary for Marine Option students to fulfill Officer Candidate School (OCS) at Quantico, Virginia. As the first female to go through OCS as a midshipman from the ASU NROTC, I found that there is an inadequate amount of preparation and training given in regards to the gender differences and what is to be expected for successful completion. I will offer a brief history regarding the NROTC across the Unites States and the ASU NROTC itself. These subjects will cover the program layouts as well as the leadership training that is required and provided within it and the ways in which this is conducted. I will then compare and contrast this to the leadership training given to me within my study of Leadership and Ethics regarding the transformational leadership, gender-based leadership, and coercive leadership. Finally, I end my thesis with a reflection of personal experiences taken away from these avenues and offer recommendations to better equip the ASU NROTC program in having successful retention and success of the female Marine Option midshipman.
ContributorsCamarena, Leonor Jimenez (Author) / Lucio, Joanna (Thesis director) / Warnicke, Margaretha (Committee member) / Barrett, The Honors College (Contributor) / School of Public Affairs (Contributor)
Created2014-12
Description
An information influx and numerous modes of content delivery has resulted in local governments competing for the public's attention. A recent poll from the Public Technology Institute discovered that although 85% of Local Governments use social media to disseminate information to their constituents, only 37% have an enterprise-wide social media strategy (PTI, 2017). Without a clear approach towards social media, Local Governments are failing to maximize their voices and often ineffective when reaching out to their constituents. Research has suggested, charisma is a successful tool for capturing an audience's attention and conveying a memorable message. Charisma can also be taught and executed not only through spoken rhetoric but in online social media platforms. Within this study, 18 local government employees participated in an educational workshop on the use of nine non-verbal "Charismatic Leadership Tactics". Participants completed a pre-workshop assignment which was later compared to a post-workshop assignment. Results showed, participants on average, increased their use of Charismatic Leadership Tactics by a mean of 61%. Researchers collected social media analytics one month prior and one month following the workshop from the City's social media accounts in which participants managed. Collectively, of the thirteen social media accounts, the overall total engagement was greater the month after the educational workshop compared to the month before the workshop. These results suggest charisma can be taught, charisma can be conveyed through micro-blogosphere platforms such as Twitter, and the use of Charismatic Leadership Tactics could be responsible for increasing follower engagement with social media content.
ContributorsPrior, Thomas Cole (Author) / Jensen, Ulrich (Thesis director) / Lewis, Natalie (Committee member) / School of Public Affairs (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Arizona’s Dram Shop Statute, specifically ARS 4-311, was enacted in 1986 to hold liquor licensees financially responsible for any injuries or deaths that arise from the service and consumption of alcohol by customers of their establishment. The intent of such policies was to mitigate instances of driving under the influence of alcohol. However, evidence shows that such statutes have little to no effect on incidents of drunk driving in the State of Arizona, yet are detrimental to the viability of local restaurants and bars. The full liability that businesses in this industry face has an adverse effect on the following:
• The ability of establishments to obtain and maintain insurance coverage
• Limits the number of insurance carriers in Arizona, which increases the cost of such coverage.
• Expensive insurance directly affects business profitability:
o restricting their ability to make capital purchases
o limiting their ability to make local investments
o reduces state income tax revenue
o the need to reduce their staff or close their doors completely
o less money that any local business can bring to their bottom line is less money that they are able to
o reinvest in their community, their city, and in their state
In an effort to reduce the burdens imposed on Arizona’s restaurant and bar industry, I propose legislative changes to Arizona Revised Statute 4-311. These legislative changes would not only aid these small businesses in their efforts to be profitable and serve their communities, but would be beneficial to local cities and the State of Arizona alike. I would propose the following:
• Place a burden of proof on the plaintiff that a customer was served in an “obviously intoxicated” state as defined in A.R.S 4-311 (D), diminishing the ability to file suits based solely on the driver’s BAC of .08 or above.
• Strike all claims with basis on “known or should have known” judge made and judge applied common law standard that has not been incorporated in to the Arizona Dram Shop Statutes through legislation.
With these changes to Arizona Dram Shop Statutes, local restaurants and bars could contribute not only to their local economies, but also to support deterrence of the crime through a .5% tax on liquor sales generated through the sale of such in a liquor licensed establishment. This tax would amount to approximately $27* million dollars annually for the State of Arizona. This additional tax revenue would go directly to their local police departments to specifically fund increased efforts to deter instances of drunk driving. This deterrence could be achieved through increased police presence, hiring and training officers in the specialty of detecting drunk drivers, and/or conducting additional sobriety checkpoints throughout the state. Currently, a few other states (MD 9%, MN 2.5%, ND 7%, D.C 10%) have implemented a small tax on retail sales of liquor in addition to the various excise tax imposed at the wholesale and/or manufacturing level.
• The ability of establishments to obtain and maintain insurance coverage
• Limits the number of insurance carriers in Arizona, which increases the cost of such coverage.
• Expensive insurance directly affects business profitability:
o restricting their ability to make capital purchases
o limiting their ability to make local investments
o reduces state income tax revenue
o the need to reduce their staff or close their doors completely
o less money that any local business can bring to their bottom line is less money that they are able to
o reinvest in their community, their city, and in their state
In an effort to reduce the burdens imposed on Arizona’s restaurant and bar industry, I propose legislative changes to Arizona Revised Statute 4-311. These legislative changes would not only aid these small businesses in their efforts to be profitable and serve their communities, but would be beneficial to local cities and the State of Arizona alike. I would propose the following:
• Place a burden of proof on the plaintiff that a customer was served in an “obviously intoxicated” state as defined in A.R.S 4-311 (D), diminishing the ability to file suits based solely on the driver’s BAC of .08 or above.
• Strike all claims with basis on “known or should have known” judge made and judge applied common law standard that has not been incorporated in to the Arizona Dram Shop Statutes through legislation.
With these changes to Arizona Dram Shop Statutes, local restaurants and bars could contribute not only to their local economies, but also to support deterrence of the crime through a .5% tax on liquor sales generated through the sale of such in a liquor licensed establishment. This tax would amount to approximately $27* million dollars annually for the State of Arizona. This additional tax revenue would go directly to their local police departments to specifically fund increased efforts to deter instances of drunk driving. This deterrence could be achieved through increased police presence, hiring and training officers in the specialty of detecting drunk drivers, and/or conducting additional sobriety checkpoints throughout the state. Currently, a few other states (MD 9%, MN 2.5%, ND 7%, D.C 10%) have implemented a small tax on retail sales of liquor in addition to the various excise tax imposed at the wholesale and/or manufacturing level.
ContributorsRutten, Lori Ann (Author) / Novak, Shawn (Thesis director) / Herbert, Anne (Committee member) / School of Public Affairs (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
With a fresh democratic energy emerging from newer generations, there is an increasing
number of youth becoming politically active and civically engaged. Many of whom are active
and engaged are college students, seeking change not only within politics and society, but within
their institution. At Arizona State University (ASU), the institution is spread across four unique
campuses in which each of the campuses holds its own undergraduate student government.
Within the Associated Students of Arizona State University (ASASU), each Undergraduate
Student Government (USG) experiences low voter turnout every year in their elections and high
turnover rates. Understanding why students chose to be involved in the first place is a major
question.
number of youth becoming politically active and civically engaged. Many of whom are active
and engaged are college students, seeking change not only within politics and society, but within
their institution. At Arizona State University (ASU), the institution is spread across four unique
campuses in which each of the campuses holds its own undergraduate student government.
Within the Associated Students of Arizona State University (ASASU), each Undergraduate
Student Government (USG) experiences low voter turnout every year in their elections and high
turnover rates. Understanding why students chose to be involved in the first place is a major
question.
ContributorsAlvarado, Yasmin Teresa (Co-author) / Alvarado, Yasmin (Co-author) / Anderson, Derrick (Thesis director) / Wang, Lili (Committee member) / School of Public Affairs (Contributor, Contributor) / School of Politics and Global Studies (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It is the primary focus of this research to view leadership as the collection of skills that an individual develops over time which allows them to demonstrate leadership ability regardless of their actual position within an organization. Through a review of the leadership skills literature, a potentially unifying framework for understanding and measuring leadership skills was extrapolated: Mumford, Campion, and Morgeson’s Leadership Skills STRATAPLEX (2007). In order to determine the ability of the framework to serve as a unified model between the divergent characteristics of the public and private sectors, a limited replication study was performed on a targeted sample of Human Resources (HR) leaders in the public and private sectors. The study consisted of a twenty-three-question survey which captured the HR leaders’ years of experience, sector type (sector of employment), and their self-rated measurement of the twenty-one leadership skills needed to perform in their position. Through the limited replication study, it was found that there existed no statistically significant difference between the sector type and any of the twenty-one leadership skills within this replication study. Although it should be noted that some of the leadership skills did approach statistical significance, a more robust replication of the STRATAPLEX for the explicit purpose of determining a relationship between sector type and the twenty-one leadership skills would prove useful in determining the veracity of these results. The results of this study serve to doubly inform leadership researchers of the possibility of creating a unified leadership skills framework as well as demonstrating to organizational leaders the value in producing leadership training which models this framework as its foundation for all leadership positions.
ContributorsAppelhans, Noah Michael (Author) / Knott, Eric (Thesis director) / Macafee, Lisa (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of Politics and Global Studies (Contributor) / Dean, W.P. Carey School of Business (Contributor) / School of Public Affairs (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05