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Emergence of Shared Leadership within Teams : = A Computational Agent-Based Model.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Emergence of Shared Leadership within Teams :/
Reminder of title:	A Computational Agent-Based Model.
Author:	Travers, Steven D.
Description:	1 online resource (75 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
Contained By:	Dissertation Abstracts International79-08A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355845525

Emergence of Shared Leadership within Teams : = A Computational Agent-Based Model.
Travers, Steven D.

Emergence of Shared Leadership within Teams :A Computational Agent-Based Model. - 1 online resource (75 pages)

Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.

Thesis (D.B.A.)--University of South Alabama, 2018.

Includes bibliographical references

Increasingly management research is discovering that leadership is shared and not sequestered into a single, vertical team leader. Shared leadership is a critical component of team effectiveness and performance. Shared leadership is a dynamic team process that emerges over time as teams move through the phases of their team development lifecycle. To study an emerging phenomenon like shared leadership, it is important to use a dynamic research design to capture data real-time. Therefore, studying emergent phenomenon with cross-sectional designs are not ideal. Longitudinal research is an improvement, but unless they are constructed to capture data at the pace at which the phenomenon emerges then their use will not be suitable either. What is needed is a hybrid research design that incorporates empirical data, computational modelling, and a longitudinal design to fully capture the emergence of shared leadership as a team process.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355845525Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Emergence of Shared Leadership within Teams : = A Computational Agent-Based Model.
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245 1 0 $a Emergence of Shared Leadership within Teams : $b A Computational Agent-Based Model.
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500 $a Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
500 $a Adviser: Donald C. Mosley, Jr.
502 $a Thesis (D.B.A.)--University of South Alabama, 2018.
504 $a Includes bibliographical references
520 $a Increasingly management research is discovering that leadership is shared and not sequestered into a single, vertical team leader. Shared leadership is a critical component of team effectiveness and performance. Shared leadership is a dynamic team process that emerges over time as teams move through the phases of their team development lifecycle. To study an emerging phenomenon like shared leadership, it is important to use a dynamic research design to capture data real-time. Therefore, studying emergent phenomenon with cross-sectional designs are not ideal. Longitudinal research is an improvement, but unless they are constructed to capture data at the pace at which the phenomenon emerges then their use will not be suitable either. What is needed is a hybrid research design that incorporates empirical data, computational modelling, and a longitudinal design to fully capture the emergence of shared leadership as a team process.
520 $a This paper takes the first step in developing a hybrid research design that incorporates existing cross-sectional research data and integrates it into an agent-based computational model to explore shared leadership emergence. Using an agent-based computational model, I studied the impact of shared leadership antecedents (internal team environment, external team coaching, and vertical transformational and empowering leadership) on the strength and pace of shared leadership emergence. This research suggests three major findings. First, teams with a strong internal team environment exhibit a stronger and more rapid pace of shared leadership emergence at the team compilation phase of team development than teams with weak internal team environments. Second, when teams have a weak internal team environment, strong external team coaching will offset the effects of this weakness on the strength and pace of shared leadership emergence. Third, the impact of vertical team leadership on the strength and pace of shared leadership emergence is subdued by weak internal team environments.
520 $a I offer three suggestions for future research. First, using the data from this study, a longitudinal research project could be developed to study the impact of internal team environment, external team coaching, and vertical transformational and empowering leadership on shared leadership emergence. Second, a cross-sectional study could be conducted to verify the subdued effects of a weak internal team environment on shared leadership levels of teams with vertical directive, empowering, and transformational leaders. Finally, other shared leadership antecedents such as contextual empowerment factors, team characteristics, task interdependence, task complexity, and self-leadership could be added to this computational model to understand their impact on shared leadership emergence.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
650 4 $a Business administration. $3 1148568
655 7 $a Electronic books. $2 local $3 554714
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710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of South Alabama. $b Mitchell College of Business. $3 1190207
773 0 $t Dissertation Abstracts International $g 79-08A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10785843 $z click for full text (PQDT)