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Self-Directed Learning Readiness, Strategic Thinking and Leader Effectiveness in Directors of a National Nonprofit Organization

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Date Issued:
2007
Summary:
Levels of self-directed learning readiness, strategic thinking and leader effectiveness in nonprofit directors were obtained from a sample of YMCA directors who responded to an online survey. The resulting data were analyzed to determine if correlations between the measures were observed and if the relationships were moderated by employment, geographic or demographic variables. Self-directed learning readiness and strategic thinking were highly correlated. Analysis of the questionnaires from 471 respondents demonstrated that the correlations between self-directed learning readiness and strategic thinking were robust (r = .58, p < .001 ). Leader effectiveness was found to correlate with these two constructs at identical and significant levels (r = .1 0, p < .05). These correlations present evidence of positive relationships between self-directed learning levels, strategic thinking levels and leader effectiveness. Correlations were also found for self-directed learning readiness and each of the three subscales of strategic thinking, reframing, reflecting and systems thinking, and the leader effectiveness measure; and for the reframing subscale of strategic thinking with leader effectiveness. Responses to open-ended questions reflected the use of self-directed learning strategies and strategic thinking by the sample in preparing for challenges in education and leadership. Correlations between strategic thinking and leader effectiveness were moderated by ethnicity. Levels of correlation between self-directed learning readiness and strategic thinking were moderated by the variables of years of AYP membership and number of branches supervised, the level of performance rating desired, and years of similar employment. The YMCA directors in this study were determined to be effective leaders who used strategic thinking and self-directed learning strategies to meet the demands of their leadership roles. The results indicate that individuals who exhibit self-directed learning tendencies can be expected to use strategic thinking strategies; that those who are strategic thinkers reflect self-directed learning behavior; and that leader effectiveness is supported by the possession of strategic thinking and selfdirected learning skills.
Title: Self-Directed Learning Readiness, Strategic Thinking and Leader Effectiveness in Directors of a National Nonprofit Organization.
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Name(s): Zsiga, Peter L., author
Guglielmino, Lucy M., Thesis advisor
Florida Atlantic University, Degree grantor
Type of Resource: text
Genre: Electronic Thesis Or Dissertation
Date Created: 2007
Date Issued: 2007
Publisher: Florida Atlantic University
Place of Publication: Boca Raton, Fla.
Physical Form: application/pdf
Extent: 173 p.
Language(s): English
Summary: Levels of self-directed learning readiness, strategic thinking and leader effectiveness in nonprofit directors were obtained from a sample of YMCA directors who responded to an online survey. The resulting data were analyzed to determine if correlations between the measures were observed and if the relationships were moderated by employment, geographic or demographic variables. Self-directed learning readiness and strategic thinking were highly correlated. Analysis of the questionnaires from 471 respondents demonstrated that the correlations between self-directed learning readiness and strategic thinking were robust (r = .58, p < .001 ). Leader effectiveness was found to correlate with these two constructs at identical and significant levels (r = .1 0, p < .05). These correlations present evidence of positive relationships between self-directed learning levels, strategic thinking levels and leader effectiveness. Correlations were also found for self-directed learning readiness and each of the three subscales of strategic thinking, reframing, reflecting and systems thinking, and the leader effectiveness measure; and for the reframing subscale of strategic thinking with leader effectiveness. Responses to open-ended questions reflected the use of self-directed learning strategies and strategic thinking by the sample in preparing for challenges in education and leadership. Correlations between strategic thinking and leader effectiveness were moderated by ethnicity. Levels of correlation between self-directed learning readiness and strategic thinking were moderated by the variables of years of AYP membership and number of branches supervised, the level of performance rating desired, and years of similar employment. The YMCA directors in this study were determined to be effective leaders who used strategic thinking and self-directed learning strategies to meet the demands of their leadership roles. The results indicate that individuals who exhibit self-directed learning tendencies can be expected to use strategic thinking strategies; that those who are strategic thinkers reflect self-directed learning behavior; and that leader effectiveness is supported by the possession of strategic thinking and selfdirected learning skills.
Identifier: FA00000718 (IID)
Note(s): Dissertation (Ph.D.)--Florida Atlantic University, 2007.
Subject(s): Nonprofit organizations--Management
Leadership
Organizational effectiveness
Executive ability
Learning, Psychology of
Held by: Florida Atlantic University Libraries
Sublocation: Digital Library
Persistent Link to This Record: http://purl.flvc.org/fau/fd/FA00000718
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Restrictions on Access: Copyright © is held by the author with permission granted to Florida Atlantic University to digitize, archive and distribute this item for non-profit research and educational purposes. Any reuse of this item in excess of fair use or other copyright exemptions requires permission of the copyright holder.
Restrictions on Access: http://rightsstatements.org/vocab/InC/1.0/
Host Institution: FAU
Is Part of Series: Florida Atlantic University Digital Library Collections.