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The Role of Group Affective Tone in Shaping Outcomes of Team-Focused Leadership
Title
The Role of Group Affective Tone in Shaping Outcomes of Team-Focused Leadership.
Creator
Woods, Juanita M, Williams, Ethlyn A., Florida Atlantic University, College of Business, Department of Management
Abstract/Description
This dissertation presents an analytical framework based on the processes of social identification and self-categorization as mechanisms through which team-focused leadership and group affective tone separately and jointly contribute to team outcomes at both the team and team member levels A review of relevant literature supported the development of the research hypotheses The hypotheses were tested using multilevel structural equation modeling and single level path analysis to tease out...
Show moreThis dissertation presents an analytical framework based on the processes of social identification and self-categorization as mechanisms through which team-focused leadership and group affective tone separately and jointly contribute to team outcomes at both the team and team member levels A review of relevant literature supported the development of the research hypotheses The hypotheses were tested using multilevel structural equation modeling and single level path analysis to tease out significant effects of team leadership and affective processes in teams The results of single level path analyses demonstrated that leaders and team members contribute to the affective tone of a team through the sharing of emotions and processes of emotional contagion and norms of emotional expression via identification and self-categorization processes Both individual leaders (vertical team-focused leadership) and team members sharing in leadership processes (shared team-focused leadership) were found to distinctly contribute to group affective tone and the important team outcomes of team performance, creativity, trust, team member engagement, team member identification, and team member citizenship behaviors The results further demonstrated that the affective tone of a team (group affective tone) has direct effects on team member outcomes, and mediates direct effects on outcomes of team-focused leadership Group affective tone was found to mediate the effects of both vertical and shared team-focused leadership on team member engagement, identification, citizenship behaviors, and team trust The results are relevant to both researchers interested in studying leadership and affective processes in teams and to management practitioners interested in understanding contributions to team effectiveness The consideration of both team-focused leadership and the affective tone of a team matter in team effectiveness The emotional climate of a team appears to be important to team member outcomes more so than team-level outcomes Therefore, what managers consider to be important indicators of team effectiveness (either team-level or team member-level) determine the actions of a manager to monitor and strengthen the positive affective tone of a team Limitations are discussed and future research directions are provided to extend the observations of this study
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Date Issued
2016
PURL
http://purl.flvc.org/fau/fd/FA00004763
Subject Headings
Leadership, Positive psychology, Teams in the workplace--Management, Project management--Psychological aspects, Personnel management--Psychological aspects, Employee motivation, Organizational behavior
Format
Document (PDF)
Develpmental partnerships: understanding and modeling developmental relationships in the 21st century
Title
Develpmental partnerships: understanding and modeling developmental relationships in the 21st century.
Creator
Deptula, Bryan Joab, Williams, Ethlyn A., Castro, Stephanie L., Florida Atlantic University, College of Business, Department of Management
Abstract/Description
The present research introduces a framework for multiplex developmental partnerships. First, using a qualitative case study methodology, I found that developmental partnerships are dyadic multiplex relationships involving flexible and permeable intra-relational role boundaries, comprised of interdependent dyad partners. I integrated role theory and social interdependence theory to help understand the affective, behavioral, and cognitive interdependence dimensions present in developmental...
Show moreThe present research introduces a framework for multiplex developmental partnerships. First, using a qualitative case study methodology, I found that developmental partnerships are dyadic multiplex relationships involving flexible and permeable intra-relational role boundaries, comprised of interdependent dyad partners. I integrated role theory and social interdependence theory to help understand the affective, behavioral, and cognitive interdependence dimensions present in developmental partnerships. Analysis of interviews revealed that each dimension of interdependence is associated with a specific intra-relational role: companion, collaborator, and balanced developer. Second, I created a measure, the Developmental Partnerships Inventory. Results indicate the new measure demonstrates adequately reliability and validity (e.g., construct, convergent, and discriminant validity. This research proposed a theoretical process model of potential antecedents and outcomes of developmental partnerships. I proposed that partners’ trustworthiness, propensity to trust others, and individual authenticity shape the approach dyad members will take towards the relationship. The model also examined the potential for developmental partnerships to influence performance through positive psychological capital and thriving. Finally, I offer a discussion of the contributions of the process model presented in moving research on developmental relationships forward, and potential directions for future research.
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Date Issued
2014
PURL
http://purl.flvc.org/fau/fd/FA00004102
Subject Headings
Career development--Research., Mentoring in the professions.
Format
Document (PDF)