國立虎尾科技大學 |

Virtual Leadership in Complex Multiorganizational Research and Development Programs.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Virtual Leadership in Complex Multiorganizational Research and Development Programs./
作者:	Gelston, Gariann Marie.
面頁冊數:	1 online resource (254 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
Contained By:	Dissertation Abstracts International79-10A(E).
標題:	Organization theory. -
電子資源:	click for full text (PQDT)
ISBN:	9780438056428

Virtual Leadership in Complex Multiorganizational Research and Development Programs.
Gelston, Gariann Marie.

Virtual Leadership in Complex Multiorganizational Research and Development Programs. - 1 online resource (254 pages)

Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.

Thesis (Ph.D.)--Walden University, 2018.

Includes bibliographical references

A 2002 congressional mandate initiated the U.S. Department of Homeland Security's (DHS) Centers of Excellence programs with a requirement to conduct cross-organizational research and development. The resulting complex multiorganizational programs required more effective virtual leadership and management strategies. Fifteen years later, the presidential budget showed that 61% of the DHS budget was targeted for such research and development. The complex management strategies and virtual leadership skills required to lead the programs were lacking, as top scientific researchers are drawn upon to manage programs. The purpose of this study was to understand followers' perspectives regarding virtual leadership and collaboration within complex multiorganizational DHS Centers of Excellence programs. Complex-systems and leader-member exchange theories formed the conceptual framework. Fifteen individuals, representing 10 Centers of Excellence programs, were interviewed about virtual leadership strategies used to motivate highly educated scientists across program organizations. A case study analysis of participants' perspectives revealed 4 key findings. The first finding was that programs employed shared leadership where project subteams were self-managed. The second finding was that the programs focused on applied research, resulting in subteam structures segmented by discipline. The third finding showed that collaboration occurred within collocated subteams and coordination was most common between virtual partners. The final finding was that highly educated participants were primarily self-motivated. Targeted training can lead to positive social change through influencing the existing paradigm of leadership for these programs.

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

Mode of access: World Wide Web

ISBN: 9780438056428Subjects--Topical Terms:

1179252
Organization theory.
Index Terms--Genre/Form:

554714
Electronic books.

Virtual Leadership in Complex Multiorganizational Research and Development Programs.
LDR:02977ntm a2200337Ki 4500 001 917791
005 20181022132219.5
006 m o u
007 cr mn||||a|a||
008 190606s2018 xx obm 000 0 eng d
020 $a 9780438056428
035 $a (MiAaPQ)AAI10829139
035 $a (MiAaPQ)waldenu:20888
035 $a AAI10829139
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Gelston, Gariann Marie. $3 1191958
245 1 0 $a Virtual Leadership in Complex Multiorganizational Research and Development Programs.
264 0 $c 2018
300 $a 1 online resource (254 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
500 $a Adviser: Carol Wells.
502 $a Thesis (Ph.D.)--Walden University, 2018.
504 $a Includes bibliographical references
520 $a A 2002 congressional mandate initiated the U.S. Department of Homeland Security's (DHS) Centers of Excellence programs with a requirement to conduct cross-organizational research and development. The resulting complex multiorganizational programs required more effective virtual leadership and management strategies. Fifteen years later, the presidential budget showed that 61% of the DHS budget was targeted for such research and development. The complex management strategies and virtual leadership skills required to lead the programs were lacking, as top scientific researchers are drawn upon to manage programs. The purpose of this study was to understand followers' perspectives regarding virtual leadership and collaboration within complex multiorganizational DHS Centers of Excellence programs. Complex-systems and leader-member exchange theories formed the conceptual framework. Fifteen individuals, representing 10 Centers of Excellence programs, were interviewed about virtual leadership strategies used to motivate highly educated scientists across program organizations. A case study analysis of participants' perspectives revealed 4 key findings. The first finding was that programs employed shared leadership where project subteams were self-managed. The second finding was that the programs focused on applied research, resulting in subteam structures segmented by discipline. The third finding showed that collaboration occurred within collocated subteams and coordination was most common between virtual partners. The final finding was that highly educated participants were primarily self-motivated. Targeted training can lead to positive social change through influencing the existing paradigm of leadership for these programs.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Organization theory. $3 1179252
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0635
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Walden University. $b Management. $3 1148485
773 0 $t Dissertation Abstracts International $g 79-10A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10829139 $z click for full text (PQDT)