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Investigating the emergence of share...

Chiu, Chia-Yen.

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Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility./
Author:	Chiu, Chia-Yen.
Description:	144 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-11(E), Section: A.
Contained By:	Dissertation Abstracts International75-11A(E).
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3629688
ISBN:	9781321069440

Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility.
Chiu, Chia-Yen.

Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility. - 144 p.

Source: Dissertation Abstracts International, Volume: 75-11(E), Section: A.

Thesis (Ph.D.)--State University of New York at Buffalo, 2014.

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

In my dissertation, I investigate how shared leadership emerges in teams. Defined as a group phenomenon generated from the distribution and rotation of leadership across different team members, shared leadership requires individual members to engage in proactive actions that result in greater team coordination, relationship building, and improved decision making. I propose that formal team leaders with high levels of humility promote shared leadership in the teams they manage by activating in team members a set of cognitive-emotional-motivational mechanisms that promotes team members' proactive engagement in leadership influence within the team. Greater team proactivity leads to shared leadership, which in turn is associated with higher levels of team effectiveness. To test these hypotheses, I used a two-wave, survey-based design to collect data from 70 professional service teams (e.g., consulting or R&D; groups) at multiple Taiwanese firms. The results support most of the proposed hypotheses. The conclusion of this study suggests how formal leaders can advance the development of shared leadership, thereby providing practical guidelines for training team leaders.

ISBN: 9781321069440Subjects--Topical Terms:

1018023
Sociology, Organizational.

Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility.
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020 $a 9781321069440
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100 1 $a Chiu, Chia-Yen. $3 3170032
245 1 0 $a Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility.
300 $a 144 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-11(E), Section: A.
500 $a Adviser: Paul Tesluk.
502 $a Thesis (Ph.D.)--State University of New York at Buffalo, 2014.
506 $a This item must not be sold to any third party vendors.
520 $a In my dissertation, I investigate how shared leadership emerges in teams. Defined as a group phenomenon generated from the distribution and rotation of leadership across different team members, shared leadership requires individual members to engage in proactive actions that result in greater team coordination, relationship building, and improved decision making. I propose that formal team leaders with high levels of humility promote shared leadership in the teams they manage by activating in team members a set of cognitive-emotional-motivational mechanisms that promotes team members' proactive engagement in leadership influence within the team. Greater team proactivity leads to shared leadership, which in turn is associated with higher levels of team effectiveness. To test these hypotheses, I used a two-wave, survey-based design to collect data from 70 professional service teams (e.g., consulting or R&D; groups) at multiple Taiwanese firms. The results support most of the proposed hypotheses. The conclusion of this study suggests how formal leaders can advance the development of shared leadership, thereby providing practical guidelines for training team leaders.
590 $a School code: 0656.
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650 4 $a Business Administration, Management. $3 626628
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710 2 $a State University of New York at Buffalo. $b Organization and Human Resources. $3 1272422
773 0 $t Dissertation Abstracts International $g 75-11A(E).
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791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3629688