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dc.contributor.advisorPiggot-Irvine, Eileen
dc.contributor.authorBrosinsky, Chris
dc.date.accessioned2016-04-20T21:28:37Z
dc.date.available2016-04-20T21:28:37Z
dc.date.issued2016-04-20
dc.date.submitted2016
dc.identifier.urihttp://hdl.handle.net/10170/886
dc.description.abstractThis action research engagement project answered the following primary research question: How can Defence Research and Development Canada augment its existing leadership development efforts to improve leadership candidate effectiveness? Three senior managers were engaged in individual interviews and others in a focus group session to gain their experiential insight on the current learning and training efforts, and how each contributes to creating organizational leadership acumen. This collaborative approach to problem solving engaged those participants who are responsible to promote a learning culture and provide their support for employee development; study findings and the supporting research literature indicated a need for systematic clarity. The recommendations indicated the need to articulate the mandate for leadership development and its merit for stakeholders, to define holistic assessment in support of developmental decision making, and the creation of a programmatic structure to focus each opportunity toward sustainably creating future leaders.en_US
dc.subjectDevelopmenten_US
dc.subjectEffectivenessen_US
dc.subjectLeadershipen_US
dc.titleAugmentation of leadership development efforts to improve candidate effectivenessen_US
dc.degree.nameM.A. in Leadershipen_US
dc.degree.levelMastersen_US
dc.degree.disciplineSchool of Leadership Studiesen_US


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