Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 40-43).

This dissertation identifies and theorizes a new form by which leaders exert their influence over subordinates: hierarchical-decentralization. To further investigate hierarchical-decentralization and its effects on team outcomes, we develop two research themes which include three independent studies. The first research theme focuses on how hierarchical-decentralization influences team processes and team performance. We conduct an experimental study (Study 1-1) and a field study (Study 1-2) on this research theme. In Study 1-1 (detailed in Chapter 2), we conceptualize hierarchical-decentralization, examine the relationship between hierarchical-decentralization and team performance, and test whether and why hierarchical-decentralization produces higher team performance than either centralization or decentralization. Through an experimental study, we found that hierarchical-decentralization was positively related to team performance, and that hierarchical-decentralization outperformed either centralization or decentralization in steering team performance. Following Study 1-1, we conduct Study 1-2 (described in Chapter 3), which aims to further explore the underlying mechanism that produces the positive effect of hierarchical-decentralization on team performance, and to identify the conditions under which the benefit of hierarchical-decentralization tends to become more noticeable. Through a field study, we found that team coordination mediated the relationship between hierarchical-decentralization and team performance. We further found that inter-team competitive intensity strengthened the positive relationship between hierarchical-decentralization and team coordination, as well as the positive indirect relationship between hierarchical-decentralization and team performance via team coordination. The second research theme focuses on the application of influence structure of hierarchical-decentralization to the research on leader-member exchange (LMX) differentiation. We conduct a field study (Study 2) on this research theme. Specifically, in Study 2 (detailed in Chapter 4), we investigate whether and why the vertical chain of influence among team members (we follow the research conducted by Burderson et al (2016) and refer it to acyclicity) would offset the detrimental effect of LMX differentiation on social relations among team members and ultimately on team performance. Through a field study covering 89 diverse working teams, we found that LMX differentiation became to be not significantly related to status conflict when a team had a high level of acyclicity and meanwhile when its team members' LMX statuses were in line with their influence levels within acyclicity. Although this relationship is not statistically significant, the negative relationship between LMX differentiation and status conflict somewhat suggests that acyclicity, when all of the most influential members within it are of the highest relationship qualities with leaders, might have the potential to turn the detrimental effect of LMX differentiation on social interactions among team members into a beneficial effect (i.e., one that reduces status conflict among team members). We further found that status conflict was negatively related to team performance, and that it mediated the relationship between LMX differentiation and team performance. The theoretical and practical implications of the two research themes are then discussed.

Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 151-158).

The business environment is currently typified by rapid and ongoing change, which causes the future to be increasingly unpredictable and unsettled. Companies are struggling to maintain their competitive edge and to survive. It is therefore important that management should ensure that the necessary competencies and abilities are available to enable the coordination of both diversified and specialised functions within the company. This underlines the importance of effective teamwork in organizations. The purpose of this study is to examine the role of team leadership in the effectiveness of management teams. In order to attain this goal, the primary focus of the literature study was team leadership. Chapter 2 comprehensively discusses the most important aspects determining effective teams and team efficiency in organizations. The analysis of the literature was focused specifically on the general factors determining team efficiency and twenty critical factors were identified. In chapter 3 team leadership is discussed. A comprehensive literature study was done in order to identify the characteristics of an effective team leader, as well as the roles he/she is expected to play in the team. Qualitative analysis of the literature indicated 17 discernable roles which are discussed comprehensively in this chapter. Qualitative as well as quantitative research methodologies were used in order to achieve the objective of this study. Qualitative methodology was used mainly to analyze the available literature. Quantitative research involved a random sample of 19 teams, which were selected from all divisions of the organization. A dual criterion, consisting of an evaluation of the group dynamics in the teams and also of quantifyable team output was used. On the basis of the criterion these teams were divided into nine effective and ten ineffective teams. The team leaders were assessed by means of a 360° questionnaire. The head of the team, team members and the team leaders themselves were required to do the assessment according to five identified dimensions describing team leadership. The effective and ineffective teams were compared using the Mann-Whitney U-test to determine whether any significant differences between the teams exist in terms of the following five dimensions: "management of attention" (dimension 1); "management of meaning and motivation" (dimension 2); "management of trust" (dimension 3); "management of self" (dimension 4) and "management of empowerment" (dimension 5). From the comparison between the effective and ineffective teams the following results were apparent: There is a clear tendency to indicate that in the case of effective teams, when assessing the team leader, the assessment by team members and team leaders coincide. In the case of ineffective teams, leaders tend to rate themselves considerably higher than the team members do. This leads to the conclusion that leaders of effective teams have a realistic view of their ability as team leaders. Significant differences were also discernable in the following dimensions: "management of attention" (dimension 1); "management of trust" (dimension 3); "management of self" (dimension 4) and "management of empowerment" (dimension 5). The most significant differences were found in terms of dimensions 3 and 5. Results indicate that leaders of effective teams have a realistic concept of their ability; that they have the ability to purposefully lead their team members; that they can inspire trust in their team members; that they manage themselves effectively and that they empower their team members in all areas and aspects. / Thesis (MCom (Human Resources Management))--University of Pretoria, 2004. / Human Resource Management / unrestricted

Syfte: Syftet med studien är att skapa förståelse för hur medarbetarnas uppfattning av Empowerment förändrats till följd av att helt eller delvis arbeta på distans. Metod: Studien har en kvalitativ utgångspunkt med en deduktiv ansats. Studien består av åtta semistrukturerade intervjuer som har genomförts med medarbetare på revision- och redovisningsföretag.  Resultat och slutsats: Studiens slutsats visar att kommunikationen och informationsdelningen inom företagen har påverkats av distansarbetet. Dock inte i sådan utsträckning att medarbetarnas uppfattning av Empowerment minskat. Resultatet av studien visar även hur den individuella utvecklingen hos medarbetarna bromsats till följd av distansarbetet och därmed även engagemanget för arbetet. Slutligen konstateras det att kreativitet bör ses som en betydande del av konceptet Empowerment vilket det inte gjorts i tidigare forskning.  Examensarbetets bidrag: Studien har bidragit med större förståelse för hur distansarbetet påverkat medarbetarnas uppfattning av Empowerment inom revision- och redovisningsföretag. Studien redogör för viktiga komponenter inom begreppet Empowerment och hur dessa i sin tur har påverkats av att arbetet skett hemifrån. Studien bidrar även med insikten att kreativitet bör ses som en betydande del av Empowerment vilket inte har berörts i särskilt stor utsträckning i tidigare forskning. / Aim: The aim of the study is to investigate the impact of working from home on Empowerment in auditing and accounting companies. Method: The study has a qualitative construction with an deductive approach; Eight semi-structured interviews were conducted with employees at auditing and accounting firms. Result and conclusion: The studies conclusion shows that communication and information sharing within the companies has been affected by working from home. But not in the extent that the employees perception of Empowerment has decreased. The result of the studie also shows how the individual development of the employees decreased due to working from home and thereby the engagement for their work. Finally the studie establish that creativity should be seen as a considerable part of the consept Empowerment, which it has not been in previous research. Contribution of the thesis: The studie has contributed with a greater understanding for how working from home has affected the employees perception of Empowerment within auditing and accounting companies. The studie account for important components within the concept Empowerment and how those components has been affected by working from home. The studie also contributes with the insight that creativity should be seen as a great part of Empowerment, which has not been enlighted in a greater extent in previous research.

no / Worldwide healthcare systems are facing immense changes in the demand of care with vast cost explosions caused by aging populations and the increase in chronic and mental diseases. The move towards patient-centered healthcare seems to be an ideal approach to meet future challenges but still clashes with reality. Patient Advice and Liaison Service (PALS) in the UK is one of the unique examples of patient empowerment to influence changes in healthcare systems like the National Health Service (NHS). The purpose of this paper is to look at user-driven organizational change management in PALS in retrospect to learn from its ‘best’ and ‘worst’ practices. In conclusion, patient-centered healthcare becomes more realistic if healthcare users and workers are empowered at the same time. The vision of patient, public, and staff involvement in the move towards patient-centered health needs to be backed up by adequate and secure resources as well as consistent organizational leadership and change management. Organizational change processes in general should be seen as biological continuous cycles with unpredictable evolutionary turning points rather than linear progressions. This helps to stay optimistic and embrace change as challenging, exciting, and difficult all the way through the change process.