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Relationships Among Managerial Coaching in Organizations and the Outcomes of Personal Learning, Organizational Commitment, and Turnover Intention

This study investigated the impact of managerial coaching on employees to provide a clearer understanding of how managerial coaching affects employees' attitudes and behaviors, particularly their personal learning, organizational commitment, and turnover intentions. Emerging from the extensive literature review, a framework of managerial coaching was provided and hypotheses and a conceptual model to explain the interrelationships between managerial coaching and its potential outcomes were established.

Medsker, G. J., Williams, L. J., & Holahna, P. J. (1994). A review of current
practices for evaluating causal models in organizational behavior and human
resource management research. Journal of Management, 20(2), 439-464.
Merriam, S.

Examining Personal Error Reduction and Accountability Training Affects on Reduced Pilot Error

In the late 1970s, Cockpit Resource Management (CRM) training began to address the issue of human factors in aircraft mishaps. The training focuses on the development of interpersonal communications among crewmembers in the cockpit, as well as communications with agencies and individuals outside the cockpit. By contrast, Personal Error Reduction and Accountability (PERA) training emphasizes intrapersonal development and individual responsibility for improving performance and safety in the flying environment. This research is the first attempt to measure the effectiveness of PERA trainings using data collected in cooperation with U.S. Marine aviation. A mixed approach of quantitative and qualitative analyses was used to evaluate the PERA training program. The 4th Marine Air Wing (MAW), which had completed three phases of PERA training (PERA-3), and pilots from the 2nd MAW, who had completed phase one (PERA-1) of the training, were participants in the research. The initial findings indicated that PERA training had an increasingly positive influence on attitude for those personnel who completed PERA-3, as compared to those who had completed only PERA-1 training.

CHAPTER 2: LITERATURE REVIEW Background The literature for the human
factors topic in aviation was ... Instead, much of the relevant literature was
centered on the more established aviation human factors of Crew Resource
Management ...

Step by Step: A Study of Step Length in Able-bodied Persons, Race Walkers, and Persons with Amputation

The SCSL analysis is a simple tool to analyze step length contributions. By knowing the differences in segment contributions of persons with gait pathology, we can better determine what treatments or training procedures can improve upon gait.

Although step length is often measured during gait analysis studies, there has
been little research specifically studying the modulation of step length. It is known
that increased walking speeds of most people naturally occur by increasing both
 ...

Toward an Integrated Model of Visionary Leadership: A Multilevel Study

This quantitative cross-sectional study posited and tested a model of visionary leadership behavior (Sashkin, 1992) incorporating all three traditional domains of leadership research: trait, situation, and behavior. Drawing from the academic and practitioner literature, four individual difference (cognitive complexity, emotional intelligence, leader self-efficacy, and personality) and three situational (organizational stratum, sense of meaning and purpose, and sense of community) predictors of visionary leadership behavior were identified. A sample of 611 civilian and military focal leaders from military-related organizations at organizational strata 3 and 4 provided self-reported survey data for predictors. Subordinates of each focal leader provided criterion variable data to mitigate common method variance. One hypothesized and four alternate models relating predictors to criterion variables were tested with structural equation modeling (SEM). Model testing supported a respecification of the hypothesized model as having best fit, parsimony, and consistency with theory. Cognitive complexity failed to demonstrate significant relationships with criterion variables, emotional intelligence did not exhibit a posited increase in prediction with higher organizational levels, and all predictor to criterion path coefficients were significantly weaker than expected. Between-group testing supported a finding that higher organizational stratum positively moderates the relationship of predictors to criterion variables for leader self-efficacy and sense of community. A suppression effect of sense of meaning and purpose on three predictors was confirmed in post hoc analysis. This research has made a contribution in moving the field of leadership toward a theoretically based and empirically testable research model for examining visionary leadership behavior. Recommendations for future research are included.

This quantitative cross-sectional study posited and tested a model of visionary leadership behavior (Sashkin, 1992) incorporating all three traditional domains of leadership research: trait, situation, and behavior.

The Relationships Between Emotional Intelligence, Visionary Leadership, and Organizational Citizenship Behavior in Continuing Higher Education

This study explored the nature of the relationship between emotional intelligence, visionary leadership, and organizational citizenship behavior in continuing higher education. Emotional intelligence was measured using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) (Mayer, Salovey, & Caruso, 2002). Visionary leadership was measured with The Leadership Profile (TLP) (Sashkin & Rosenbach, 1996). Organizational citizenship behavior was measured by Organizational Citizenship Behavior (Podsakoff, MacKenzie, Moorman, & Fetter, 1990). A nonexperimental, quantitative research design was used to answer eight research questions. Results of paired-samples t tests showed that leaders' self-ratings of visionary leadership differed from observers' ratings, with statistically significant differences on 3 of 10 TLP scales. Pearson r correlation and linear regression results surprisingly showed a negligible relationship between emotional intelligence and visionary leadership. Suggestions are offered as to why leaders' emotional intelligence may not have been more predictive of leaders' visionary leadership. Pearson r correlation and linear regression results demonstrated a moderate relationship between visionary leadership and organizational citizenship behavior as overall TLP accounted for 25% of the variance in overall organizational citizenship behavior (R 2 = .25, p

leaders. Third, transformational leadership views the leader-follower relationship
as a multidirectional process between leader and follower rather than a
unidirectional relationship from leader to follower. Fourth, transformational
leadership ...

Visionary Leadership: Perceptions of Principals who Graduated from Educational Leadership Constituency Council Recognized Or Denied Building Level Programs

Keywords. visionary leader, principal preparation program, educational leadership constituency council programs (ELCC)

Keywords. visionary leader, principal preparation program, educational leadership constituency council programs (ELCC)

Parametric, Non-parametric and Statistical Modeling of Stony Coral Reef Data

In chapter one, we review past coral reef studies; emphasis is placed on recent studies on the stony corals of reefs in the lower Florida Keys. We also review the economic impact of coral reefs on the state of Florida.

... the normality probability distribution fit. Figure 4.4 Kernel Density Estimate vs.
Normal Probability Distribution: 1997 to 2006. ST1997 -6 -2 0 2 4 6 ST1997 -6 -2
0 2 4 6 -6 -2 0 2 4 6 -6 -2 0 2 4 6 ST1998 ST1998 Figure 4.4 (Continued) i i i i i i i.

"[A] Veil of Voodoo": George P. Mahoney, Open Housing, and the Coming of the Southern Strategy

This thesis focuses on George P. Mahoney's opposition to open housing and its implications on the 1966 governor's race in Maryland. During the first half of the 1960s, the United States experienced a rights revolution. The Civil Rights Act of 1964 and the Voting Rights Act of 1965 provided substantial legislative advances for African Americans; meanwhile, the United States Supreme Court took the role of social activist in cases like Griswold v. Connecticut. However, urban violence and black militancy helped foster a backlash against the rights revolution. Mahoney capitalized on the growing backlash, using his opposition to open housing to garner the Democratic gubernatorial nomination. While he gained the nomination, Mahoney effectively split the Democratic Party for the general election. Many Maryland Democrats found themselves alienated by Mahoney's stand; so much so, they rushed to support the Republican nominee, Spiro T. Agnew. While Mahoney lost the general election, his position on open housing exemplified the growing polarization within the United States during the 1960s. Furthermore, Mahoney's stand highlighted a growing political rift that existed in the Democratic Party, which provided the basis for Richard M. Nixon's southern strategy.

639 In his article, Jacobs mapped out how Mahoney's nomination spelled trouble
for Brewster and Tydings. Jacobs noted that Mahoney's victory turned Tydings
dream of reform into a nightmare. As Jacobs explained, “[Tydings] dreamed of ...