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Effects of leadership changes on tea...

Bryant, Joan.

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Effects of leadership changes on team concept culture in unionized organizations.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Effects of leadership changes on team concept culture in unionized organizations./
Author:	Bryant, Joan.
Description:	429 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
Contained By:	Dissertation Abstracts International75-10A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3583279
ISBN:	9781321131055

Effects of leadership changes on team concept culture in unionized organizations.
Bryant, Joan.

Effects of leadership changes on team concept culture in unionized organizations. - 429 p.

Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.

Thesis (D.M.IST.)--University of Phoenix, 2014.

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

Leadership changes are common occurrences as organizations seek to maximize their resources in light of large numbers of employees exiting organizations through retirements or special incentives and the influx of newer leaders. The purpose of this phenomenological study was to explore the perceptions and lived experiences of human resource development (HRD) representatives concerning leadership changes and the effects of leadership changes on a team concept culture in unionized organizations. In-depth interviews were used to collect data concerning the experiences and perceptions of 10 retired HRD representatives who worked in or consulted with one of three plants of a large automotive manufacturer located in the Midwestern United States. Four themes and three subthemes emerged from the data that described the HRD representatives' experiences and perceptions concerning the effects of leadership changes on a team concept culture in unionized organizations. The HRD representatives perceived that leadership changes affected (a) knowledge levels, (b) team concept processes, (c) joint relationship, and (d) leaders' support and commitment level. Three subthemes emerged from the data concerning the effects on the knowledge level: (a) the causes of knowledge gaps, (b) HRD initiatives used to address knowledge gaps, and (c) planned transitions for new leaders. The current study could help fill the gap in the literature on leadership changes and inspire further research on the effects of leadership changes in team concept organizations.

ISBN: 9781321131055Subjects--Topical Terms:

2122787
Organization theory.

Effects of leadership changes on team concept culture in unionized organizations.
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245 1 0 $a Effects of leadership changes on team concept culture in unionized organizations.
300 $a 429 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
500 $a Adviser: Ricky Fenwick.
502 $a Thesis (D.M.IST.)--University of Phoenix, 2014.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a Leadership changes are common occurrences as organizations seek to maximize their resources in light of large numbers of employees exiting organizations through retirements or special incentives and the influx of newer leaders. The purpose of this phenomenological study was to explore the perceptions and lived experiences of human resource development (HRD) representatives concerning leadership changes and the effects of leadership changes on a team concept culture in unionized organizations. In-depth interviews were used to collect data concerning the experiences and perceptions of 10 retired HRD representatives who worked in or consulted with one of three plants of a large automotive manufacturer located in the Midwestern United States. Four themes and three subthemes emerged from the data that described the HRD representatives' experiences and perceptions concerning the effects of leadership changes on a team concept culture in unionized organizations. The HRD representatives perceived that leadership changes affected (a) knowledge levels, (b) team concept processes, (c) joint relationship, and (d) leaders' support and commitment level. Three subthemes emerged from the data concerning the effects on the knowledge level: (a) the causes of knowledge gaps, (b) HRD initiatives used to address knowledge gaps, and (c) planned transitions for new leaders. The current study could help fill the gap in the literature on leadership changes and inspire further research on the effects of leadership changes in team concept organizations.
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