by Tso Sek-kwong, Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: p. 91-93. / ABSTRACT --- p.i / TABLE OF CONTENT --- p.ii / PREFACE --- p.iii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- PURPOSE OF THE STUDY --- p.2 / Chapter 3. --- REVIEW ON INTERUNIT ISSUES --- p.3 / Chapter 3.1 --- DEPARTMENTATION --- p.3 / Chapter 3.2 --- INTERDEPENDENCE --- p.4 / Chapter 3.2.1 --- Types of Interdependence --- p.4 / Chapter 3.2.2 --- Measures of Interdependence --- p.6 / Chapter 3.3 --- COORDINATION AND CONFLICTS --- p.7 / Chapter 3.3.1 --- Reasons of Conflicts --- p.8 / Chapter 3.3.1.1 --- Goal interdependence --- p.8 / Chapter 3.3.1.2 --- Task interdependence --- p.9 / Chapter 3.3.1.3 --- Resources interdependence --- p.9 / Chapter 3.3.1.4 --- Awareness of interdependence --- p.9 / Chapter 3.3.1.5 --- Perception of interdependence --- p.10 / Chapter 3.3.1.6 --- Asymmetric power relationships --- p.10 / Chapter 3.3.2 --- Resolution of Conflicts --- p.11 / Chapter 3.3.2.1 --- Rules and programs --- p.11 / Chapter 3.3.2.2 --- Formal control --- p.11 / Chapter 3.3.2.3 --- Reduction of resources interdependence --- p.12 / Chapter 3.3.2.4 --- Communication --- p.12 / Chapter 3.3.2.5 --- Spatial-physical strategies --- p.12 / Chapter 3.3.2.6 --- Clarification of roles and responsibilities --- p.13 / Chapter 3.3.2.7 --- Modification of rewards and job designs --- p.13 / Chapter 3.3.2.8 --- Conflict-resolution styles --- p.13 / Chapter 3.3.2.9 --- Socialization and training --- p.14 / Chapter 3.3.2.10 --- Intermediates --- p.14 / Chapter 3.4 --- CONSEQUENCES OF CONFLICTS --- p.15 / Chapter 4. --- METHODOLOGY --- p.17 / Chapter 4.1 --- METHODS OF SURVEY AND ANALYSIS --- p.17 / Chapter 4.1 --- LIMITATIONS IN THE METHODOLOGY --- p.19 / Chapter 5. --- ORGANIZATION SETTING --- p.22 / Chapter 6. --- ANALYSIS OF THE AGGREGATE RESULTS --- p.26 / Chapter 6.1 --- DOMAIN UNCERTAINTY --- p.26 / Chapter 6.2 --- DEPARTMENTATION --- p.30 / Chapter 6.3 --- JOB RESPONSIBILITIES AND INTERDEPENDENCE --- p.31 / Chapter 6.3.1 --- Job Responsibilities of the Departments --- p.32 / Chapter 6.3.2 --- Type and Extent of Interdependence --- p.34 / Chapter 6.4 --- INTERDEPARTMENTAL PROBLEMS AND CONFLICTS --- p.38 / Chapter 6.4.1 --- Types of Problems and Conflicts --- p.38 / Chapter 6.4.2 --- Seriousness of Issues --- p.41 / Chapter 6.5 --- COORDINATION AND CONFLICT RESOLUTION --- p.44 / Chapter 6.6 --- OUTCOME OF THE INTERDEPARTMENTAL RELATIONSHIPS --- p.49 / Chapter 7. --- CONCLUSION AND RECOMMENDATION --- p.52 / Chapter 7.1 --- RECOMMENDATIONS FOR THE MARKETING DEPARTMENT --- p.53 / Chapter 7.2 --- RECOMMENDATIONS FOR THE ENGINEERED SYSTEMS DEPARTMENT --- p.56 / Chapter 7.3 --- RECOMMENDATIONS FOR THE SALES DEPARTMENTS --- p.57 / Chapter 8. --- DISCUSSION OF THE STUDY --- p.60 / APPENDIX 1 --- p.65 / APPENDIX 2 --- p.89 / APPENDIX 3 --- p.90 / BIBLIOGRAPHY --- p.91

The 21st century is characterised by globalisation, turbulent change, an information explosion and an electronic revolution. The result is organisations with decentralised structures, increased employee empowerment and growth alliances. This changing landscape calls for a more holistic, collaborative outlook on leadership, placing the emphasis on relationships, context and transformation where leadership occurs at multiple levels in organisations. While organisations work towards future sustainability in response to the demands of this landscape, leaders are faced with their own personal transition within their roles. Leadership is a socially constructed process that is co-created amidst pressure from self-expectations, follower expectations and organisational requirements. Leadership as a boundary-keeping role that functions on the periphery between the organisation and the external environment, evokes anxiety. The researcher sought to explore, describe and analyse the lived leadership role experience of 21st century leaders as it plays out above and below the surface of consciousness. At the conscious level, the normative role refers to job description and content. At the unconscious level, the existential role deals with the role in the mind of the individual, while the phenomenal role relates to what others perceive and project onto the individual fulfilling the role. The level of congruence between these three roles and its consequent impact on the individual leadership experience were explored. Hermeneutic phenomenology, using the systems psychodynamic perspective as a theoretical framework, enabled the researcher to apply in-depth description and interpretation. A case study research approach was adopted where individual cases were analysed and then consolidated into a cross-case analysis of findings. The study revealed the underlying mental activity and irrational behaviour relating to anxiety, conflict and defences that manifest for 21st century leaders. By integrating the findings with both systems psychodynamic literature and leadership literature, nine themes emerged, namely anxiety, leadership identity, boundaries, authority, role, task, containment, valence and perceived performance. These themes culminated in a research hypothesis about the constant evolution of the leadership role in the context of the current business landscape. / Psychology / Ph. D. (Consulting Psychology)

Ip, Chung Yan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 146-153). / Abstracts in English and Chinese. / ABSTRACT --- p.i / ACKNOWLEDGEMENTS --- p.iii / CONTENTS --- p.v / Chapter CHAPTER 1 --- Introduction --- p.1 / Chapter 1.1 --- Empirical Puzzle and Theoretical Questions / Chapter 1.2 --- Casing a Case: The Life Insurance Industry as a Critical Case to Study the Labor Process in Interactive Service Work Organizations / Chapter 1.3 --- Literature Review and Theoretical Framework / Chapter 1.3.1 --- Marxist Labor Process Theories / Chapter 1.3.2 --- Labor Control in Interactive Service Work / Chapter 1.3.3 --- Emotional Labor in Interactive Service Work Context / Chapter 1.3.4 --- The Deterministic Description on the Negative Consequences of Emotional Labor / Chapter 1.3.5 --- The Missing Subject in Labor Process Theory / Chapter 1.3.6 --- "Gender, Work, and Identity" / Chapter 1.4 --- The Research / Chapter 1.5 --- Overview of the Thesis / Chapter CHAPTER 2 --- An Overview of Life Insurance Industry in Hong Kong --- p.27 / Chapter 2.1 --- Life Insurance Market in Hong Kong / Chapter 2.2 --- Organizational Structure: Agency Management System / Chapter 2.3 --- The Commission System / Chapter 2.4 --- Nature of Services and Public Perception of the Industry / Chapter 2.5 --- My Cases: Mutual Trust and Synergy / Chapter CHAPTER 3 --- Ideological Control in Life Insurance Industry --- p.38 / Chapter 3.1 --- Comprehensive and Ail-Round Training: Teaching Practical Sales Techniques and Cultivating a Mind of Success / Chapter 3.2 --- Money and Motivation: Transforming Labor Power into Labor / Chapter 3.3 --- Dedicatory Ethics: Serving Your Clients and Contributing the Society / Chapter 3.4 --- Missionary Sales Personnel: Maximizing Exploitation and Minimizing Resistance / Chapter 3.5 --- Entrepreneurial Spirit and Partnership Metaphor: Securing Profits and Obscuring Control / Chapter 3.6 --- Altruistic Work Culture: Releasing Work Stress and Retaining Agents / Chapter 3.7 --- """Love, Care, and Concern"": Eliciting Cooperation and Generating Consent" / Chapter CHAPTER 4 --- Managing the Selves in Selling Life Insurance --- p.76 / Chapter 4.1 --- Impression Management or Surface Acting: Doing Trust- and Relationship-Building Activities / Chapter 4.2 --- Deep Acting: Selling Life Insurance plus Selling One's Soul / Chapter 4.3 --- "Managed Feelings: Commercialization of Selves, Human Relations, and Interpersonal Trust" / Chapter 4.4 --- "Alienation, Burnout, and Emotional Exhaustion: Understanding the Negative Consequences of Emotional Labor" / Chapter 4.5 --- Emotions in Relational Service Exchanges: Refining the Concept of Emotional Labor / Chapter CHAPTER 5 --- Searching for the Subjectivities of Life Insurance Agents --- p.106 / Chapter 5.1 --- Bringing the Subject Back In: Workers as Victims versus Workers as Actors / Chapter 5.2 --- Shifting Alliances: The Three-Way Dynamics of Control / Chapter 5.3 --- Maintaining a Sense of Self: Gendered Strategies of Resistance / Chapter 5.4 --- Job Satisfaction: Gendering Consent and Autonomy / Chapter CHAPTER 6 --- Theorizing the Labor Process in Service Work Organizations --- p.134 / Chapter 6.1 --- Motivations in Work Organizations / Chapter 6.2 --- Three-Way Dynamics of Control / Chapter 6.3 --- A New Form of Emotional Labor / Chapter 6.4 --- Subjects in the Workplace / Chapter 6.5 --- Limitations of the Present Study / Appendix 1 List of Authorized Life Insurers in Hong Kong --- p.141 / Appendix 2 Career Path in Life Insurance Industry --- p.143 / Appendix 3 Personal Information of Informants --- p.144 / Bibliography --- p.146