Community Food Bank of Southern Arizona's Michael McDonald on Leadership
| dc.contributor.author | Glockner, Erin | |
| dc.date.accessioned | 2016-04-29T01:39:10Z | en |
| dc.date.available | 2016-04-29T01:39:10Z | en |
| dc.date.issued | 2016-04 | en |
| dc.identifier.uri | http://hdl.handle.net/10150/607408 | en |
| dc.description | Peer Reviewed by Christina R. Kalel / Edited by Dr. Brandy A. Brown and Romi C. Wittman | en |
| dc.description.abstract | This paper analyzes Michael McDonald, a leader in the nonprofit sector in Tucson, Ariz., through the lens of leadership effectiveness. The analysis was written after a personal interview with McDonald, during which he answered questions in regard to leadership. The analysis covers his personal view on leadership and the key roles and responsibilities that he feels are associated with leading. His leadership skills and characteristics are also examined. The analysis discusses McDonald’s communication style, conflict style, and personality type. The sources of leader power specific to Michael McDonald in his current professional role are also explored. | |
| dc.language.iso | en_US | en |
| dc.publisher | The University of Arizona. | en |
| dc.rights | Copyright © is held by the author. Digital access to this material is made possible by the UA South Organizational Leadership program and the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author. | en_US |
| dc.subject | leadership | en |
| dc.title | Community Food Bank of Southern Arizona's Michael McDonald on Leadership | en_US |
| dc.contributor.department | UA South Organizational Leadership | en |
| dc.description.collectioninformation | This item is part of the Organizational Leadership Distinguished Project Collection. For more information, visit http://uas-ol.businesscatalyst.com/index.html | en_US |
| refterms.dateFOA | 2018-06-16T05:12:36Z | |
| html.description.abstract | This paper analyzes Michael McDonald, a leader in the nonprofit sector in Tucson, Ariz., through the lens of leadership effectiveness. The analysis was written after a personal interview with McDonald, during which he answered questions in regard to leadership. The analysis covers his personal view on leadership and the key roles and responsibilities that he feels are associated with leading. His leadership skills and characteristics are also examined. The analysis discusses McDonald’s communication style, conflict style, and personality type. The sources of leader power specific to Michael McDonald in his current professional role are also explored. |
