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dc.contributor.authorMcGregor, Mark James
dc.date.accessioned2020-02-13T23:01:25Z
dc.date.available2020-02-13T23:01:25Z
dc.date.issued2020-02-13
dc.date.submitted2020
dc.identifier.urihttps://viurrspace.ca/handle/10613/23040
dc.description.abstractThis study explored how apprentices, journeypeople, and managers could support a shared and sustainable leadership culture at the mobile crane company, NCSG Crane & Heavy Haul Services Ltd (a.k.a. Northern Crane), based in Fort McMurray Alberta, Canada. This qualitative study used Action Research Engagement methodology with an appreciative stance. The first participants were interviewed by telephone: one apprentice, three journeypeople, and three managers working in mobile crane operations. Six additional mobile crane apprentices participated through a focus group at Keyano College in Fort McMurray. The findings identified the participants had limited leadership knowledge focused on managerial performance including a hierarchal practice commonly found in skilled trades. The recommendations emphasize the opportunity for Northern Crane to become a learning organization where employees gradually learn shared leadership concepts within all organizational levels to sustain leadership within the organization and the crane operator trade overall. The study was conducted with adherence to the Royal Roads University Research Ethics Policy.
dc.subjectApprenticeship
dc.subjectLeadership
dc.subjectMobile Crane Operators
dc.subjectSkilled Trades
dc.titleShared and sustainable leadership of Northern Crane apprentice crane operators : multiple perspectives
dc.date.updated2020-02-13T23:01:27Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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