Matching Items (10)
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- Creators: Department of Finance
- Creators: School of Public Affairs
- Status: Published
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
Over a twelve-month period I completed industry research on women working in the financial industry. I then compiled a set of 17 qualitative questions with a focus on career development, leadership, compensation, and best practices for women working in the financial industry in order to complete my own study. I focused my time and energy on ten women working in the finance in Arizona. I completed one hour interviews with each woman in order to gain an understanding of the challenges women face in the workforce today. I have learned that gender bias is still very prevalent in the financial industry. Seven out of the ten women I spoke to labeled it as an obstacle during their career. The wage gap in finance continues to exist and I believe this is due to a culture of secrecy in the workforce and the discouragement of negotiation. The women I interviewed focused on communal leadership skills such as encouragement, empathy, and team success. This is a benefit today as the workplace culture changes these leadership strategies are extremely affective. Although gender discrimination is still prevalent, there are many promising signs for women entering the financial industry. Women as a whole are very satisfied with their careers and recommend the field to other young women starting off. Ten out of ten of the women I interviewed believe that being female in a male dominated workforce can be a benefit. If you work hard and demonstrate successful leadership abilities it can be easier to stand out. It is definitely possible to have a fulfilling career in the financial industry, but you have to define success in your own terms and make time for the activities and people you enjoy. I hope that my research will impact other young women to continue to pave the way of success for women in the financial industry.
ContributorsRuttledge, Florence Rose (Author) / Kalika, Dale (Thesis director) / Ostrom, Amy (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor)
Created2015-05
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
The goal of this research is to answer the questions 1) What is innovation? 2) Why is innovation important? 3) How does leadership impact the effectiveness in driving innovation? 4) How can insight be taught to other individuals who would like to drive innovation in their own practice? By defining leadership characteristics, actions, and attributes, a tangible framework was created which can be utilized by any leader as a guiding point to drive innovation. Data for this project was collected through two channels: a survey which was administered to individuals who identified primarily as undergraduates and professionals, then interviews were conducted with individuals who are recognized as innovative leaders. Interview participants were selected based on recommendations from peers, awards, and accolades received. The questions in the survey focused on collecting data on the general perception and understanding of what an innovative leader is compared to traditional change management elements. Interview questions honed in on specific information regarding leadership approaches, group dynamic techniques, and personal characteristics in relation to leadership style. The findings from the study can be used for positive impact on universities and organizations.
ContributorsBriones, Nicole Marie (Author) / LePine, Marcie (Thesis director) / Wilkinson, Christine Kajikawa (Committee member) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
The purpose of this research is to define significant explanatory factors behind differences in work preferences across country of origin, gender, and generation. We conducted a survey through Qualtrics, which consisted of 45 questions. The survey was administered to men and women who were U.S. citizens and non-US citizens and who were from two pre-defined generational groups: Generation X and Generation Z. Furthermore, the questions were intended to determine different work preferences in Hofstede's Cultural Dimensions (Power Distance, Masculinity/Femininity, Individualism/Collectivism, Uncertainty Avoidance), McClelland's Motivational Theory, Alpha/Beta Work Values, and Leadership Traits from the GLOBE study. We also had the opportunity to travel to Tokyo, Japan in December 2016 to gather qualitative research data regarding individuals' opinions and experiences in cultural and gender differences in the workplace. We were able to support hypotheses regarding Hofstede's Cultural Dimensions, Alpha and Beta Values, and Leadership Traits specifically across our gender and generational cohorts. Findings from the study indicate significant variations between all three cohorts. Our literature and hypotheses review, methodology, limitations, practical implications in addition to future research to expand our study will be discussed within this text. We hope to provide context and insight into how businesses of the twenty-first century can be inclusive, fair, and profitable amidst a changing workforce and a host of global factors that are constantly refining the multinational company.
ContributorsJirak, Matthew (Co-author) / Vogliotti-Simental, Hector (Co-author) / LePine, Marcie (Thesis director) / Lee, Peggy (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / W. P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.
ContributorsLanghorn, Chloe Nicole (Author) / deLusé, Stephanie (Thesis director) / Fishburne, Kate (Committee member) / School of Politics and Global Studies (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
Description
In this essay, I will use my existing knowledge of a global mindset alongside additional research to explore how college students like myself can develop a global mindset, and I will provide my best recommendations for how a student at Arizona State University can take advantage of the resources available to develop their own global mindset.
ContributorsPerez, Rodrigo (Author) / Wisneski, John (Thesis director) / Drummond, Rivadavia (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Management and Entrepreneurship (Contributor)
Created2023-05
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
Description
Anyone can be a leader, and this thesis project will be your guide to becoming a better leader in any aspect of your life! This project listens to the words of wisdom from leaders and compares those against the advice from scholars. From this discussion, a collection of traits emerge which can be built upon to become a better leader.
ContributorsPeterson, Emma (Author) / Voorhees, Matthew (Thesis director) / Martin, Thomas (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor)
Created2022-05