東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Internal team leadership: An examina...

Carson, Jay Britton.

FindBook

Google Book

Amazon

博客來

Internal team leadership: An examination of leadership roles, role structure, and member outcomes.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Internal team leadership: An examination of leadership roles, role structure, and member outcomes./
作者:	Carson, Jay Britton.
面頁冊數:	165 p.
附註:	Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2227.
Contained By:	Dissertation Abstracts International67-06A.
標題:	Psychology, Behavioral. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3222618
ISBN:	9780542729607

Internal team leadership: An examination of leadership roles, role structure, and member outcomes.
Carson, Jay Britton.

Internal team leadership: An examination of leadership roles, role structure, and member outcomes. - 165 p.

Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2227.

Thesis (Ph.D.)--University of Maryland, College Park, 2006.

Effective leadership is widely considered a critical ingredient of team success, and some scholars have argued that abdication of leadership in any team is a recipe for failure (Sinclair, 1992; Zacarro, Rittman, & Marks, 2001). However, much of the existing research on team leadership has focused exclusively on external leaders serving in a formal capacity in the organization (Kozlowski & Bell, 2002; Stewart & Manz, 1995), while largely ignoring the processes and impact of internal team leadership. This dissertation addresses this shortcoming in our understanding of team functioning and team leadership by studying internal team leadership roles, which are often informal and emergent.

ISBN: 9780542729607Subjects--Topical Terms:

1017677
Psychology, Behavioral.

Internal team leadership: An examination of leadership roles, role structure, and member outcomes.
LDR:03342nmm 2200313 4500 001 1833081
005 20070907105135.5
008 130610s2006 eng d
020 $a 9780542729607
035 $a (UMI)AAI3222618
035 $a AAI3222618
040 $a UMI $c UMI
100 1 $a Carson, Jay Britton. $3 1921795
245 1 0 $a Internal team leadership: An examination of leadership roles, role structure, and member outcomes.
300 $a 165 p.
500 $a Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2227.
500 $a Adviser: Paul E. Tesluk.
502 $a Thesis (Ph.D.)--University of Maryland, College Park, 2006.
520 $a Effective leadership is widely considered a critical ingredient of team success, and some scholars have argued that abdication of leadership in any team is a recipe for failure (Sinclair, 1992; Zacarro, Rittman, & Marks, 2001). However, much of the existing research on team leadership has focused exclusively on external leaders serving in a formal capacity in the organization (Kozlowski & Bell, 2002; Stewart & Manz, 1995), while largely ignoring the processes and impact of internal team leadership. This dissertation addresses this shortcoming in our understanding of team functioning and team leadership by studying internal team leadership roles, which are often informal and emergent.
520 $a I extended previous work on external team leadership roles in order to articulate a comprehensive yet parsimonious set of four team leadership roles---Navigator, Engineer, Social Integrator, and Liaison---that may be engaged in by members of teams, not just formal leaders. I examined how time and team-level role differentiation serve as moderators of the relationship between these four leadership roles and individual contributions to the team. I also articulated three individual-level role-structuring processes---role overlap, role switching, and role sharing---and examined the benefits and challenges of these three individual processes across time by looking at their relationship with team member outcomes such as individual contributions, satisfaction with the team experience, and role stress---namely role conflict and role ambiguity (Jackson & Schuler, 1985; Tubre & Collins, 2000).
520 $a I tested hypotheses for this dissertation using data from 24 consulting teams in a multilevel longitudinal design. Data were collected primarily through surveys administered to team members at three points in time (beginning, middle, and end of projects). The primary statistical techniques were regression and hierarchical linear modeling. Findings showed support for the validity of the four leadership roles, as well as their ability to predict individual contributions to the team. The findings also demonstrated that both time and role differentiation are important moderators of this relationship, though not always in the hypothesized direction. Finally, there were important individual consequences for the role-structuring processes of role overlap and role switching.
590 $a School code: 0117.
650 4 $a Psychology, Behavioral. $3 1017677
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0384
690 $a 0454
690 $a 0703
710 2 0 $a University of Maryland, College Park. $3 657686
773 0 $t Dissertation Abstracts International $g 67-06A.
790 1 0 $a Tesluk, Paul E., $e advisor
790 $a 0117
791 $a Ph.D.
792 $a 2006
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3222618