MARC 主機 00000nam  2200385   4500 
001    AAI3182016 
005    20061206115443.5 
008    061206s2005                        eng d 
020    9780542222498 
035    (UnM)AAI3182016 
040    UnM|cUnM 
100 1  Whiting, Cherie Chartier 
245 10 Intuitive decision making and leadership style among 
       healthcare executives in the United States 
300    146 p 
500    Source: Dissertation Abstracts International, Volume: 66-
       07, Section: A, page: 2474 
500    Chair: Loretta Johns 
502    Thesis (Ph.D.)--Andrews University, 2005 
520    The purpose of this two-phased, sequential, exploratory, 
       mixed-methods study was to survey a sample of Fellows in 
       the American College of Healthcare Executives in the 
       United States and then interview selected individuals who 
       scored in the highly intuitive category on the intuition 
       survey to explore how they made intuitive decisions. In 
       the first phase, quantitative research questions addressed
       the relationship between leadership style and the 
       potential to make intuitive decisions, as well as the 
       relationship and interaction between the potential to make
       intuitive decisions and age, gender, and size of company. 
       In the second phase, qualitative interviews were used to 
       explore how highly intuitive executives used intuition to 
       make their decisions 
520    The Leadership Style Survey and Agor's Intuitive 
       Measurement Survey (AIM) were mailed to 498 Fellows in the
       American College of Healthcare Executives. The 113 valid 
       surveys were analyzed using chi-square and ANOVA to 
       evaluate the relationships noted above. Of the completed 
       valid surveys, 8 of the 13 participants scored in the 
       highly intuitive category on the AIM Survey with scores 
       between 10 and 12 and were interviewed to further probe 
       how they made intuitive decisions 
520    The results of this research study showed that there was 
       no relationship between leadership style and the potential
       to make intuitive decisions, between intuitive decision 
       making and age, intuitive decision making and gender, or 
       intuitive decision making and size of company the 
       executive worked in. In addition there was no interaction 
       found between intuitive decision making and age, gender, 
       or size of company 
520    The 8 interviews about how these highly intuitive 
       executives make their intuitive decisions resulted in five
       emerging themes: (a) There is a sensing of one's intuition,
       (b) Intuition comes from life experiences and knowledge, 
       (c) The tensions of logic, intuition, and making the right
       decision usually exist, (d) Intuitive decision-making 
       processes are often present, and (e) Mentoring and 
       teaching intuition have an important role. From these 
       interviews it was noted that the credibility intuitive 
       decision making lacked in the past appears to be changing,
       and there is a need to encourage and mentor intuition in 
       new managers and executives 
590    School code: 0443 
590    DDC 
650  4 Education, Business 
650  4 Health Sciences, Health Care Management 
650  4 Psychology, Industrial 
690    0688 
690    0769 
690    0624 
710 20 Andrews University 
773 0  |tDissertation Abstracts International|g66-07A 
856 40 |uhttp://pqdd.sinica.edu.tw/twdaoapp/servlet/
       advanced?query=3182016