The purpose of the qualitative grounded theory case study conducted was to understand the perceptions of ShoreBank’s remaining founders and senior leaders about the values and behaviors that guide leadership. The goal was to develop a constructivist grounded theory about ShoreBank’s leadership values and approaches and highlight the core beliefs, attitudes, values, and behaviors that could inform the next generation of leaders in ShoreBank and in other community-development banking institutions. Data gathered from 20 senior leaders were analyzed. The analysis revealed 23 core behaviors, 3 management approaches, 6 influences, and 3 consequences. Recommendations included being strategic about building an organization identity, fostering shared knowledge across internal companies and external stakeholders, developing leaders for succession, and emphasizing collective responsibility for results.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/02, Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology, Organizational behavior, Banking|
|Keywords:||Banking, Community development, Grounded theory, Leadership, ShoreBank, Values|
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