東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Well Begun Is Half Done: The Impact ...

Hacking, Antony G.

Linked to FindBook

Google Book

Amazon

博客來

Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions./
Author:	Hacking, Antony G.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	154 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-05, Section: B.
Contained By:	Dissertations Abstracts International82-05B.
Subject:	Psychology. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28151969
ISBN:	9798691227998

Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions.
Hacking, Antony G.

Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 154 p.

Source: Dissertations Abstracts International, Volume: 82-05, Section: B.

Thesis (Ph.D.)--Columbia University, 2020.

This item must not be sold to any third party vendors.

The ever increasing utilization of cross-functional teams (CFTs) to address a broad range of complex work challenges has made it imperative that factors supporting their effectiveness be better understand. While these teams have great potential for bringing together different sets of skills to address the needs of organizations their outcomes have been mixed at best with some teams exceeding expectations and many falling far short of initial hopes. The present study seeks to understand the ways in which leader behaviors related to the framing of diversity, team and purpose early in the life of a CFT have an impact on initial team member perceptions. The findings revealed no significant effects for Diversity Framing or Team Emphasis Framing on team member perceptions. Framing by the leader with regard to Purpose Clarity, however, was shown to impact significantly a number of key dependent measures with Clear Purpose leading to higher ratings of Readiness to Engage, Readiness to Learn, and Readiness to Take Risks. In addition, Clear Purpose produced a marginally significant increase in ratings of the measure, Feelings of Valuing of Uniqueness. Lastly, the results showed a significant interaction effect on the measure, Team Potency, with higher ratings occurring in the condition when Purpose was unclear, Diversity Ignored, but when the concept of Team was emphasized by the Leader. The implications of the results for theory and future research are discussed, as are implications for leadership development and the training of team coaches and consultants.

ISBN: 9798691227998Subjects--Topical Terms:

519075
Psychology.
Subjects--Index Terms:

Consulting

Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions.
LDR:02788nmm a2200397 4500 001 2277550
005 20210521102021.5
008 220723s2020 ||||||||||||||||| ||eng d
020 $a 9798691227998
035 $a (MiAaPQ)AAI28151969
035 $a AAI28151969
040 $a MiAaPQ $c MiAaPQ
100 1 $a Hacking, Antony G. $3 3555866
245 1 0 $a Well Begun Is Half Done: The Impact of Initial Leader Framing on Cross-Functional Team Member Perceptions.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2020
300 $a 154 p.
500 $a Source: Dissertations Abstracts International, Volume: 82-05, Section: B.
500 $a Advisor: Block, Caryn J.
502 $a Thesis (Ph.D.)--Columbia University, 2020.
506 $a This item must not be sold to any third party vendors.
520 $a The ever increasing utilization of cross-functional teams (CFTs) to address a broad range of complex work challenges has made it imperative that factors supporting their effectiveness be better understand. While these teams have great potential for bringing together different sets of skills to address the needs of organizations their outcomes have been mixed at best with some teams exceeding expectations and many falling far short of initial hopes. The present study seeks to understand the ways in which leader behaviors related to the framing of diversity, team and purpose early in the life of a CFT have an impact on initial team member perceptions. The findings revealed no significant effects for Diversity Framing or Team Emphasis Framing on team member perceptions. Framing by the leader with regard to Purpose Clarity, however, was shown to impact significantly a number of key dependent measures with Clear Purpose leading to higher ratings of Readiness to Engage, Readiness to Learn, and Readiness to Take Risks. In addition, Clear Purpose produced a marginally significant increase in ratings of the measure, Feelings of Valuing of Uniqueness. Lastly, the results showed a significant interaction effect on the measure, Team Potency, with higher ratings occurring in the condition when Purpose was unclear, Diversity Ignored, but when the concept of Team was emphasized by the Leader. The implications of the results for theory and future research are discussed, as are implications for leadership development and the training of team coaches and consultants.
590 $a School code: 0054.
650 4 $a Psychology. $3 519075
650 4 $a Social psychology. $3 520219
650 4 $a Educational leadership. $3 529436
650 4 $a Social research. $3 2122687
653 $a Consulting
653 $a Cross-functional teams
653 $a Team coaching
653 $a Teams
690 $a 0703
690 $a 0621
690 $a 0451
690 $a 0454
690 $a 0344
690 $a 0449
710 2 $a Columbia University. $b TC: Social-Organizational Psychology. $3 2099042
773 0 $t Dissertations Abstracts International $g 82-05B.
790 $a 0054
791 $a Ph.D.
792 $a 2020
793 $a English
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28151969