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Dissertation/Thesis Abstract

Identifying the impact of leadership practices on organizational agility
by Young, Alethea G., M.S., Pepperdine University, 2013, 75; 1543416
Abstract (Summary)

This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.

Indexing (document details)
Advisor: Feyerherm, Ann E.
Commitee: Worley, Christopher G.
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 52/02M(E), Masters Abstracts International
Subjects: Management, Organization Theory, Organizational behavior
Keywords: Leadership, Leadership style, Organizational agility, Organizational change, Organizational culture, Studies
Publication Number: 1543416
ISBN: 978-1-303-29830-1
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