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dc.contributor.advisorRowland, Caroline
dc.contributor.authorShaw, Peter A.*
dc.date.accessioned2012-03-28T15:40:01Z
dc.date.available2012-03-28T15:40:01Z
dc.date.issued2011-06
dc.identifieruk.bl.ethos.569099en
dc.identifier.citationShaw, P. (2006). The four Vs of leadership: Vision, values, value-added and vitality. Chichester, United Kingdom: Capstone.
dc.identifier.citationShaw, P. (2009). Raise your game: How to succeed at work. Chichester, United Kingdom: Capstone.
dc.identifier.citationShaw, P. (2010). Effective Christian leaders in the global workplace. Colorado Springs, CO: Paternoster.
dc.identifier.citationShaw, P. (2005). Conversation matters: How to engage effectively with one another. London, United Kingdom: Continuum.
dc.identifier.citationShaw, P. (2006). Finding your future: The second time around. London, United Kingdom: Darton, Longman and Todd.
dc.identifier.citationShaw, P. (2008). Making difficult decisions: How to be decisive and get the business done. Chichester, United Kingdom: Capstone.
dc.identifier.citationShaw, P., & Linnecar, R. (2007). Business coaching: Achieving practical results through effective engagement. Chichester, United Kingdom: Capstone.
dc.identifier.citationShaw, P. (2010). Defining moments: Navigating through business and organizational life. Basingstoke, United Kingdom: Palgrave Macmillan.
dc.identifier.citationShaw, P. (2004). Mirroring Jesus as leader. Cambridge, United Kingdom: Grove.
dc.identifier.citationShaw, P. (2009). Deciding well: A christian perspective on making decisions as a leader. Vancouver, Canada: Regent College.
dc.identifier.citationShaw, P., & Stephens, J. (2008). Riding the rapids: How to navigate through turbulent times. London, United Kingdom: Praesta.
dc.identifier.citationShaw, P., & Hindle Fisher, R. (2010). Seizing the future. London, United Kingdom: Praesta.
dc.identifier.urihttp://hdl.handle.net/10034/216911
dc.description.abstractThis is the supporting documentation submitted for the degree of Doctor of Philosophy by publication. The research issues addressed were the extent to which the four Vs of vision, values, value-added and vitality are pre-requisites for an individual to be able to step up successfully into demanding leadership roles, and at times of major change, what are the key requirements that enable an individual to continue to step up into demanding, leadership roles successfully and sustain that success? The proposition which has been tested in a wide range of contexts is that leaders step up successfully if they apply a balance of the four Vs of vision, values, value-added and vitality. The research concluded that continuing to step up successfully and sustaining that success involves a clear focus on coherence, context, courage and co-creation. It is the active interplay between these two sets of requirements which determine whether a leader is able to cope successfully with demanding leadership challenges in a sustained way. This relationship is illustrated in the diagram below. The research was based on an exploratory approach which was inductive whereby the perspectives of a wide range of senior leaders were sought both in terms of their experiences and what was observed. The research also included an element of auto-ethnography. The approach of the four Vs was published in the book, “The Four Vs of Leadership: vision, values, value-added and vitality”. This framework was tested with a wide range of senior level leaders in different sectors. The rigorous use of this framework was then applied to develop clarity of thinking in areas such as career choices, decision-making, business coaching and the taking on of new opportunities which were set out in a sequence of subsequent books. The interplay of the four Vs and four Cs has contributed to the leadership impact of a range of senior leaders at times when they have been handling rapid change. The work furthers understanding about sustaining leadership effectively through times of turbulence.
dc.language.isoenen
dc.publisherUniversity of Chester
dc.subjectleadership
dc.subjectbusiness coaching
dc.typeThesis or dissertation
dc.type.qualificationnamePhDen
dc.type.qualificationlevelDoctoralen
refterms.dateFOA2018-08-13T20:01:31Z
html.description.abstractThis is the supporting documentation submitted for the degree of Doctor of Philosophy by publication. The research issues addressed were the extent to which the four Vs of vision, values, value-added and vitality are pre-requisites for an individual to be able to step up successfully into demanding leadership roles, and at times of major change, what are the key requirements that enable an individual to continue to step up into demanding, leadership roles successfully and sustain that success? The proposition which has been tested in a wide range of contexts is that leaders step up successfully if they apply a balance of the four Vs of vision, values, value-added and vitality. The research concluded that continuing to step up successfully and sustaining that success involves a clear focus on coherence, context, courage and co-creation. It is the active interplay between these two sets of requirements which determine whether a leader is able to cope successfully with demanding leadership challenges in a sustained way. This relationship is illustrated in the diagram below. The research was based on an exploratory approach which was inductive whereby the perspectives of a wide range of senior leaders were sought both in terms of their experiences and what was observed. The research also included an element of auto-ethnography. The approach of the four Vs was published in the book, “The Four Vs of Leadership: vision, values, value-added and vitality”. This framework was tested with a wide range of senior level leaders in different sectors. The rigorous use of this framework was then applied to develop clarity of thinking in areas such as career choices, decision-making, business coaching and the taking on of new opportunities which were set out in a sequence of subsequent books. The interplay of the four Vs and four Cs has contributed to the leadership impact of a range of senior leaders at times when they have been handling rapid change. The work furthers understanding about sustaining leadership effectively through times of turbulence.


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