Faculty, Baker College Center for Graduate Studies
Dr. John Theodore holds a Ph.D. degree in Administration and Latin American Studies from the University of Kansas; a Ph.D. in Management from the Aristotelian University in Greece, European Union; and a D.B.A. in International Business from the University of South Africa. He has been teaching in higher education for four decades and has held several administrative positions. Dr. Theodore is also a Certified Management Consultant (CMC) by the Institute of Management Consultants in Washington, D.C., and president of JDT Management Consultants, specializing in management, organization, strategy, human resources, international business, and higher education. He has published books dedicated to comparative and international management in countries with capitalist, socialist, and communist economy systems, and a large number of articles pivoting around education, management, organization, strategy, and international business.
DBA - Leadership Studies - 2002, Nova Southeastern University, Fort Lauderdale, Florida
H. Wayne Huizenga Graduate School of Business & Entrepreneurship Center
Transformational, Transactional, And Laissez-Faire Leadership Paradigm At ABC Company's Medical Claims Processing Center
UMI AAT 3069485
Transformational leadership theory has been researched in an assortment of business, educational, and government arenas. The current study consists of 195 respondents and utilizes the Multifactor Leadership Questionnaire 5X-Short form (MLQ 5X-Short) as developed by Bass (1995). The MLQ 5X-Short was utilized to determine the effects of perceived supervisory leadership style, (i.e. transformational, transactional, and laissez-faire) on perceived leader effectiveness, employee extra effort, and employee satisfaction.
Multiple regression techniques along with correlation analyses were utilized to measure the independent variables of transformational, transactional, and laissez-faire leadership with the dependent variables of leader effectiveness, employee extra effort, and employee satisfaction. The transactional leadership variable is comprised of idealized influence (attributed), idealized influence (behavioral), inspirational motivation, intellectual stimulation, and individualized consideration. The transactional leadership variable is comprised of contingent reward, management-by-exception (active), and management-by-exception (passive). The laissez-faire leadership variable or a lack of leadership is a single item variable.
The present study concludes that transformational leadership contributes more to the dependent or outcome variables than does transactional and/or laissez-faire leadership. Given the findings of the present study, the applicability of transformational leadership paradigm has been clearly demonstrated for the medical claims processing arena.
The purpose of this article was to examine and evaluate how 1) the late arrival of industrialization in Greece and the subsequent de-industrialization of the country deterred the formation and expansion of private corporations and impeded the mergers of small private enterprises in creating larger ones in the corporate form of business and 2) how the limited presence of private corporations retarded the development of management. Corporations are created through a planned initial formation and/or through the mergers of smaller corporate and non-corporate entities, such as proprietorships, partnerships, and family-owned non-stock corporations. Subsequently, the ample factors of production within the corporation allow the formation of professional management and the principles of organization which result in advanced managerial and organizational performance.
The purpose of this article is to present the importance of the inclusion of the perspective of social sciences learning into the learning emanating from the training of the functional units and the three levels of the hierarchy in learning organizations in order for such organizations to acquire holistic learning that will satisfy both their internal and external environmental learning needs. Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. The social sciences is the study dedicated to the social activities of individuals and groups. The branches of the social sciences included in this article are cultural anthropology, economics, history, communication, psychology, political sciences, geography, law, and sociology.
Culture and the Development of Management: An International Example (2012)
(ISBN: 978-0984372942; Lysels Public Policy Publishing, Richmond, CA)
The book describes how the national culture of a country impacts upon the development of management. India, Ecuador, Brazil, Russia, Japan, Greece, Italy, France, Germany, the United Kingdom, and the United States are the countries included in the study. The book presents sufficient evidence to support the hypothesis that cultural factors exert a major influence on the development of management and a change in one or more of such factors cause changes in the development of management.