Dissertation/Thesis Abstract

Evaluating ethics training and the outcome on leadership decision making: A phenomenological study
by ELBoushi, Tondelayo C., D.M., University of Phoenix, 2010, 167; 3431685
Abstract (Summary)

The purpose of the qualitative phenomenological study was to explore and analyze the experiences and perceptions of 15 management level staff who participated as trainees in ethics training in the United States within the last three years. The study was used to discover why evaluating the outcome of ethics training in leadership decision making was lacking. The data was gathered via audio-recorded in-depth interviews. Moustakas’ modified van Kaam method (1994) was used to analyze the data. Seventeen themes emerged from the research. Sixty-seven percent of the participants reported being open to having their leadership decision making evaluated from an ethical perspective. Eighty percent of participants experienced no change in leadership decision making after participation in an ethics training program. Results indicate that evaluating the outcome of ethics training on leadership decision making relies on change within the organization that transcends various organization boundaries. Participants in the study expressed that transformational change within the organization in ethics training and training evaluation was critical to successfully evaluating the outcome ethics training on leadership decision making.

Indexing (document details)
Advisor: Webber, Jon
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 71/12, Dissertation Abstracts International
Subjects: Ethics, Management, Business education
Keywords: Decision-making, Ethics, Leadership, Training evaluation
Publication Number: 3431685
ISBN: 978-1-124-33198-0
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