Doctorate of Executive Leadership Dissertation
Doctorate of Executive Leadership Dissertation
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Training Manual
Project Type
Standard Operating Procedures
Date
Aug 2024 - TBD
Role
Creator, Expert, Leader, Reviewer
References
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Singh, B., & Rao, M. (2016). Effect of intellectual capital on dynamic capabilities. Journal of Organizational Change Management, 29, 129–149. https://doi.org/10.1108/JOCM-12-2014-0225
Denis, J.-L., Kisfalvi, V., Langley, A., & Rouleau, L. (2011). Perspectives on Strategic Leadership.
Nooteboom, B. (2009). A Cognitive Theory of the Firm: Learning, Governance and Dynamic Capabilities. Edward Elgar Publishing. https://doi.org/10.4337/9781848447424
This artifact highlights my initiative in revising and enhancing a critical training manual that outlines organizational standards to better support consistency and knowledge transfer. Through updating content and incorporating necessary information, I demonstrated leadership in scanning for gaps, shaping developmental opportunities, and enabling creative updates to sustain organizational learning. This work aligns with DEL Outcomes 1 and 2.
Outcome 1: Sense and shape opportunities for, and threats to, future growth and development through
embedding scanning, creative, and learning processes into organizations, communities, or
institutions.
Outcome 2: Make timely judgments to seize opportunities and to bring about those decisions by
a) developing and rewarding creative action and b) diminishing assets and processes that no
longer add value.
