000			01937naa a2200181uu 4500
001			9012713180510
003			OSt
005			20190211164604.0
008			090127s2009 xx ||||gr |0|| 0 eng d
100	1		_aPETERSON, Tim O. _936034
245	1	0	_aA Tale of two situations : _ban empirical study of behavior by not-for-profit managerial leaders
260			_aArmonk, NY : _bM.E. Sharp, _cJune 2008
520	3		_aNot-for-profit organizations experience crises just as for-profit organizations do. However, the managerial leadership behavior required in a notfor-profit organization may differ from that required in a for-profit organization. Since the terrorist attack of September 11, the managerial leadership behavior required in a crisis has received a lot of attention. Many different people are providing managerial leaders with advice on how to act during a crisis. Although the advice may be useful, a great deal of it is based on anecdotal evidence or personal opinion, not empirical findings. In fact, there is little empirical research on the managerial leadership behavior required in a crisis situation. Yukl and Van Fleet (1982) did the seminal work on this topic, but their findings are limited to military participants, with combat as the crisis situation. More recently, Peterson and Van Fleet (2003) reported findings for the for-profit sector; however, this study is the first to examine the not-for-profit sector. We find that whereas all three participant groups desired a few specific managerial leadership behaviors, there are also differences and shifts in priorities among groups. The implications of these findings, limitations to the study, and future research are also discussed
700	1		_aFLEET, David D. Van _936035
773	0	8	_tPublic performance & management review _g31, 4, p. 503-516 _dArmonk, NY : M.E. Sharp, June 2008 _xISSN 15309576 _w
942			_cS
998			_a20090127 _b1318^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28061 _d28061
041			_aeng