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Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.

2014 doctoral thesis by Christopher Paul Jansen at University of Canterbury
Place doctoral_thesis Q112905727
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Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.

Summary

Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector. is a doctoral thesis[1].

Key Facts

  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector. authored complexity thinking in the non-government (NGO) sector. — author (P50): Christopher Paul Jansen[2].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s instance of is recorded as complexity thinking in the non-government (NGO) sector. — instance of (P31): doctoral thesis[3].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s publisher is recorded as complexity thinking in the non-government (NGO) sector. — publisher (P123): UC Research Repository[4].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s DOI is recorded as 10.26021/9630[5].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s language of work or name is recorded as complexity thinking in the non-government (NGO) sector. — language of work or name (P407): English[6].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s country of origin is recorded as complexity thinking in the non-government (NGO) sector. — country of origin (P495): New Zealand[7].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s publication date is recorded as +2014-00-00T00:00:00Z[8].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s main subject is recorded as complexity thinking in the non-government (NGO) sector. — main subject (P921): appreciative inquiry[9].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s main subject is recorded as complexity thinking in the non-government (NGO) sector. — main subject (P921): collaboration[10].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s main subject is recorded as complexity thinking in the non-government (NGO) sector. — main subject (P921): emergence[11].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s main subject is recorded as complexity thinking in the non-government (NGO) sector. — main subject (P921): complexity[12].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s work available at URL is recorded as https://ir.canterbury.ac.nz/handle/10092/9885[13].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s Handle ID is recorded as 10092/9885[14].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s title is recorded as Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.[15].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s copyright holder is recorded as complexity thinking in the non-government (NGO) sector. — copyright holder (P3931): Christopher Paul Jansen[16].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s thesis submitted to is recorded as complexity thinking in the non-government (NGO) sector. — thesis submitted to (P4101): University of Canterbury[17].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s on focus list of Wikimedia project is recorded as complexity thinking in the non-government (NGO) sector. — on focus list of Wikimedia project (P5008): NZThesisProject[18].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s copyright status is recorded as complexity thinking in the non-government (NGO) sector. — copyright status (P6216): copyrighted[19].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s online access status is recorded as complexity thinking in the non-government (NGO) sector. — online access status (P6954): open access[20].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s thesis committee member is recorded as complexity thinking in the non-government (NGO) sector. — thesis committee member (P9161): Lindsey Conner[21].
  • Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s thesis committee member is recorded as complexity thinking in the non-government (NGO) sector. — thesis committee member (P9161): Peter Cammock[22].

Body

Designation and Status

Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.'s instance of is recorded as complexity thinking in the non-government (NGO) sector. — instance of (P31): doctoral thesis[3].

References

Programmatic citations — every numbered marker resolves to a verifiable graph row below.

Direct Wikidata claims

  1. [3] ↑ . wikidata.org.
  2. [2] ↑ . hdl.handle.net. hdl.handle.net. Provenance: wikidata.org.
  3. [4] ↑ . wikidata.org.
  4. [5] ↑ . wikidata.org.
  5. [6] ↑ . wikidata.org.
  6. [7] ↑ . wikidata.org.
  7. [8] ↑ . wikidata.org.
  8. [9] ↑ . hdl.handle.net. hdl.handle.net. Provenance: wikidata.org.
  9. [10] ↑ . hdl.handle.net. hdl.handle.net. Provenance: wikidata.org.
  10. [11] ↑ . hdl.handle.net. hdl.handle.net. Provenance: wikidata.org.
  11. [12] ↑ . hdl.handle.net. hdl.handle.net. Provenance: wikidata.org.
  12. [13] ↑ . wikidata.org.
  13. [14] ↑ . wikidata.org.
  14. [15] ↑ . wikidata.org.
  15. [16] ↑ . wikidata.org.
  16. [17] ↑ . wikidata.org.
  17. [18] ↑ . wikidata.org.
  18. [19] ↑ . wikidata.org.
  19. [20] ↑ . wikidata.org.
  20. [21] ↑ . wikidata.org.
  21. [22] ↑ . wikidata.org.

Class ancestry

  1. [1] ↑ . Wikidata. wikidata.org.

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APA 4ort.xyz Knowledge Graph. (2026). Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.. Retrieved May 3, 2026, from https://4ort.xyz/entity/leadership-development-through-appreciative-inquiry-complexity-thinking-in-the-non-government-ngo-sector-
MLA “Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector..” 4ort.xyz Knowledge Graph, 4ort.xyz, 3 May. 2026, https://4ort.xyz/entity/leadership-development-through-appreciative-inquiry-complexity-thinking-in-the-non-government-ngo-sector-.
BibTeX @misc{4ortxyz_leadership-development-through-appreciative-inquiry-complexity-thinking-in-the-non-government-ngo-sector-_2026, author = {{4ort.xyz Knowledge Graph}}, title = {{Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector.}}, year = {2026}, url = {https://4ort.xyz/entity/leadership-development-through-appreciative-inquiry-complexity-thinking-in-the-non-government-ngo-sector-}, note = {Accessed: 2026-05-03}}
LLM prompt According to 4ort.xyz Knowledge Graph (aggregator of Wikidata, Wikipedia, and authoritative open-data sources): Leadership development through appreciative inquiry : complexity thinking in the non-government (NGO) sector. — https://4ort.xyz/entity/leadership-development-through-appreciative-inquiry-complexity-thinking-in-the-non-government-ngo-sector- (retrieved 2026-05-03)

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