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Weatherhead Doctor of Management Programs
Show moreMany organizations, such as the Department of Defense (DoD), are using virtual teams to meet the challenges of working globally. These teams are faced with unique challenges due to geographical distance. Literature suggests that trust is especially important in a virtual environment and that team leader personality is suggested to impact team member trust (Handy, l995; Cohen & Bailey, 1997). The purpose of this study is to explore the relationship between team leader personality, team member trust and perceived team effectiveness in virtual teamwork. Participants in the study included 873 virtual team members within a combined government (DoD) and commercial engineering environment. Findings suggested that certain types of trust were important for effective virtual teams, specifically cognitive trust but surprisingly institutional trust showed no effect as a mediator. It was also found that team leader personality had a positive impact on team effectiveness but only when mediated through cognitive and personality based trust. Key words: personality, trust, virtual teams, perceived satisfaction, perceived performance, cognitive based trust, personality-based trust, and institutional-based trust.
Doctorate of Management Programs
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Show moreThis study aims to contribute to the debate in differentiating emotional and social intelligence from intelligence (‘g’ or also referred to as IQ in normal parlance) and personality. A further aim and a consequence of this study is to offer a perspective on predictors of management effectiveness; in particular of Branch Managers in a financial sales environment. Emotional and social intelligence are described as a collection of competencies. Some scholars, however, argue that emotional and social intelligence competencies are merely manifestations of ‘g’ and personality. The question then is to what extent are emotional and social intelligence competencies independent of established construct and processes? Although over a hundred empirical studies have demonstrated that competencies predict effectiveness in a variety of management settings (Boyatzis, 2006), very few have conducted a validation study where intelligence, personality and emotional and social intelligence are tested as independent variables together against the same performance measure as the dependent variable. The present study is designed to do just that. This research is set within a particular occupational context: that of sales, or more specifically, that of financial sales. The unit of analysis will be the Branch Manager of a branch consisting of a mean of approximately 50 financial advisors. The results demonstrated that emotional and social intelligence is a predictor of management effectiveness while intelligence and personality were not. Key words: emotional intelligence; social intelligence; intelligence; personality; management effectiveness.
Doctorate of Management Programs
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Show moreThis study examines social capital persistence following organizational disbanding. It utilizes data collected from a cohort of Arthur Andersen professionals employed in the same U.S. regional office of the firm prior to the 2001 Enron scandal. As predicted by extant research, results support the influence of bonding and utilization relationships. Interestingly, predicted support for bridging relationships was absent. The study also finds that individuals who were dispersed from their original cohort stood to gain more from their social capital, compared to their counterparts who were rehired by competitors with the same cohort after disbanding.
Doctorate of Management Programs
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Show moreOrganizations are challenged to adapt to changing conditions on a frequent basis. Leaders of these organizations communicate two critical ideas: clearly defining goals and generating the collective efficacy that those goals can be achieved. This study aims to explore the interrelationships between: (1) how communication develops path-goal clarity and collective efficacy, and (2) how clarity and efficacy interact to lead to the achievement of a performance objective. This paper captures results from a Fortune 100 company undergoing massive transformational change. The findings indicate that collective efficacy has a much stronger relationship to performance than path-goal clarity. For line workers, this study indicates that clarity plays an important mediating role in the development of collective efficacy, but this relationship is absent for managers. This disparity of variable importance between managers and line workers can lead to ineffective communication and eventual failure to change effectively. This paper addresses the relationships that are evident in only one time period. As such, the results of this paper are directional in nature and should be considered incomplete. The study will be continued in a future paper that addresses longitudinal relationships over eight consecutive time periods covering two years of the change effort.
Doctorate of Management Programs
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Show moreHome health care organizations are met with many challenges including hiring the most effective practitioners, providing continual organizational support, and keeping well informed on factors that produce a successful working alliance. This quantitative study focuses on (1) the role of the practitioner in affecting the working alliance, and (2) the organizational support that creates a work culture conducive to a strong practitioner-patient working alliance.(3) identifying factors that influence the working alliance and also providing insight to the organization for better hiring practices. Our findings indicate that practitioner experience and organizational support appear to exhibit a primary role in the working alliance with the influence of reciprocal care giving. We found the type of care giving experience, years of experience, and prior experience have a relationship to the dependent variable the working alliance. The study posits that the common practice of hiring practitioners with ample hospital experience and seasoned in the field may not be the best fit for the home healthcare profession. The tightly structured hospital setting with performances bound by policies, procedures, and protocol keep the practitioner practicing in a rigidly defined culture. They may lack the flexibility and independence often required in home healthcare practice.
Doctorate of Management Programs
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