Becoming a CEO: an exploration of the theory and practice of effective organisational leadership

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dc.contributor.advisor Doyle, Eleanor
dc.contributor.advisor Fanning, Connell
dc.contributor.author O'Keeffe, Niall
dc.date.accessioned 2013-02-28T12:12:19Z
dc.date.available 2016-02-21T05:00:06Z
dc.date.issued 2012-10
dc.date.submitted 2012
dc.identifier.citation O'Keeffe, N, 2012. Becoming a CEO: an exploration of the theory and practice of effective organisational leadership. DBA Thesis, University College Cork. en
dc.identifier.endpage 199
dc.identifier.uri http://hdl.handle.net/10468/1001
dc.description.abstract This Thesis is an exploration of potential enhancement in effectiveness, personally, professionally and organisationally through the use of Theory as an Apparatus of Thought. Enhanced effectiveness was sought by the practitioner (Subject), while in transition to becoming Chief Executive of his organization. The introduction outlines the content and the structure of the University College Cork DBA. Essay One outlines what Theory is, what Adult Mental Development is and an exploration of Theories held in the Authors past professional practice. Immunity to change is also reflected on. Essay Two looks at the construct of the key Theories used in the Thesis. Prof. Robert Kegan’s Theory of Adult Mental Development was used to aid the generation of insight. The other key Theories used were The Theory of The Business, Theory of the Co‐operative and a Theory of Organisational Leadership. Essay Three explores the application of the key Theories in a professional setting. The findings of the Thesis were that the subject was capable of dealing with increased environmental complexity and uncertainty by using Theory as an Apparatus of Thought, which in turn enhanced personal, professional and organisational effectiveness. This was achieved by becoming more aware of the Theories held by the practitioner, the experiences from the application of those Theories, which then led to greater insight. The author also found that a detailed understanding of the Theory of the Business and a Theory of Leadership would support any new CEO in the challenging early part of their tenure. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher University College Cork en
dc.rights © 2012, Niall O'Keeffe en
dc.rights.uri http://creativecommons.org/licenses/by-nc-nd/3.0/ en
dc.subject Chief executive en
dc.subject Organisational leadership en
dc.subject Environmental complexity en
dc.subject Personal effectiveness en
dc.subject Professional effectiveness en
dc.subject Organisational effectiveness en
dc.subject Robert Kegan en
dc.subject Adult Mental Development en
dc.subject Portfolio of exploration en
dc.subject.lcsh Executive coaching en
dc.subject.lcsh Leadership en
dc.subject.lcsh Organizational behavior en
dc.title Becoming a CEO: an exploration of the theory and practice of effective organisational leadership en
dc.type Doctoral thesis en
dc.type.qualificationlevel Doctoral en
dc.type.qualificationname DBA (Business Economics) en
dc.internal.availability Full text available en
dc.description.version Accepted Version en
dc.description.status Not peer reviewed en
dc.internal.school Economics en
dc.check.entireThesis Entire Thesis Restricted en
dc.check.embargoformat Both hard copy thesis and e-thesis en


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© 2012, Niall O'Keeffe Except where otherwise noted, this item's license is described as © 2012, Niall O'Keeffe
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