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This study was conducted to compare two different approaches to leadership training workshops—a team/group dynamics training model with a team/traditional training model—with regard to the changes in tolerance, open-mindedness, flexibility, adaptability, and cooperativeness of the participants in the group dynamics model.

Purpose - The purpose of this thesis is to provide recommendations for commercial organizations when managing crises. By examining the ongoing operations of health care organizations the thesis will investigate the application of a similar structure toward commercial organizations. Background - In the globalized a fast paced reality we operate in it is essential for organizations to be prepared for the unthinkable. This have been illustrated not only in reality, but also empathized by a vast amount of researchers. A survey made by Steelhenge, an international consultancy, argues that organizations are not sufficiently prepared for crises. Researchers have also notified this lack of crisis preparedness within organizations. We argue that being crisis prepared is an essential factor and responsibility for commercial organizations in modern society. Method - In order to answer the research questions we have used a qualitative research method. The qualitative research method is further linked to the descripto-exploratory purpose, abductive reasoning and directed content analysis that provide a mixture of concept and data driven categories. We have conducted semi-structured, one-on-one interviews within health care organizations and commercial organizations. The respondents were chosen by a purposive and self-selecting sampling method. Conclusion - The empirical study suggests that there are learning’s to be considered for commercial organizations by applying health care organizations operational structure. What can be concluded is that health care organizations rely on coordination between individuals or teams to solve multi-functional issues. Commercial organizations would implement CMT’s to use a similar structure with all the essential factors for efficient coordination.

The aim of my thesis is a summary of a leading of a team problems with concentration to modern approaches esp. to teambuilding activities. The thesis is devided into five captires. The first one is dedicated to particular styles of leading of the teams, the second capture is about factors of the team dynamics, particular team roles and phases of building a team. The third capture is dedicated to the teambuilding problems. I try to explain its sense, describe its particular phases and mention examples of teambuilding activities. In the fourth capture I introduce a company which deals with teambuilding, AG Vapiti, s. r. o. its services and typical clients. A depth interview with a client of AG Vapiti, s. r. o. and comparsion with a rival company a follow. The last capture of the thesis is the research on the basis of questionary about the gain of teambuilding. At the end I summarize the knowledge I gained by composing the thesis.

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As organizations utilize less hierarchical forms of leadership, the study of how leadership emerges within teams continues to grow in importance. Despite many theoretical perspectives used to study leadership emergence, little is understood about the actual process by which a collective structure emerges. In the current work, I address two of the primary limitations within this literature: imprecise theoretical perspectives and methodological challenges in studying emergence. Specifically, although there are many conceptual works that describe the leadership emergence process, these descriptions do not have enough precision to be able to design a model with formal rules, a necessary requirement for studying emergence. Additionally, studying leadership emergence requires the study of newly formed teams frequently over time, which is challenging to accomplish using existing methods. To address the two above limitations, in the current work, I translate two dominant process-oriented perspectives of leadership emergence (social interactionist and social cognitive) into formal theories that include a series of testable hypotheses. In doing so, these theories outline the essential elements and process mechanisms of each theoretical perspective. Next, I use these theories to design two agent-based models to simulate the process by which leadership emerges within teams, under each perspective. Using the software NetLogo, I simulate 500 newly formed teams over the initial period of 500 dyadic interactions (i.e., hours). Finally, after simulating these models, I use the resulting data to test the predictions from each theoretical perspective. In addition to testing the hypotheses from each model, I also utilize agent-based modeling to systematically test the relative importance of the unique individual-level elements and process mechanisms from each model. From this entire process, I generate results about (1) how well the agent-based models represent the respective perspectives, and (2) the relative influence each perspective's unique elements and mechanisms have on team outcomes. Overall, results generally supported the core concepts from each perspective, but also identified areas where each perspective needs to revisit for theory on leadership emergence to advance. Specifically, the results illustrated that certain individual-level elements were most influential for leadership emergence. For the social interactionist perspective, it was the comparison between implicit leadership theories and self-prototypical leadership characteristics. For the social cognitive perspective, it was leader self-schemas. Additionally, results indicated that future work may need to revisit the conceptualization of both leadership structure schemas, as well as the dynamic process of weighting implicit leadership theories. Finally, predictions about the rate of leadership emergence over time within the social cognitive perspective were the only predictions that were not supported. From these results, I present multiple themes as a conceptual road map for the advancement of leadership emergence theory. I argue that the lack of support regarding leadership emergence trajectories presents opportunities for a reconceptualization of emergence at the event level, as well as new modeling procedures to capture emergence as it occurs. I also present future study ideas that can directly test the competing assumptions from each perspective. In total, I argue that this work advances the study of leadership emergence by adopting a method that helped integrate two dominant perspectives of leadership emergence, possibly laying the groundwork for the development of a combined formal theory. / Doctor of Philosophy / The purpose of this dissertation was to understand how specific individuals in teams become viewed as a leader, when there is no formal hierarchy. This represents the process of leadership emergence. Most research studying leadership in teams focuses on who becomes a leader. As a result, little is known about the exact process by which certain individuals emerge as a leader. Fortunately, there are theories that represent potential ideas for how this process occurs. However, these theories are difficult to test, as this type of research requires the study of newly formed teams over time, a great methodological challenge. In my dissertation, I attempt to address this challenge by simulating newly formed teams over time using a form of computer simulation called Agent-Based Modeling (ABM). In using ABM, I aimed to learn how two theoretical perspectives both compare and contrast to one another, in how they both explain the process of leadership emergence. In my primary analysis, I simulated 500 teams, working together over a period of hours. After using this data to test a series of predictions, I found that most predictions were supported across each theoretical perspective. This provided evidence that the simulations represented each theoretical perspective. However, the results also showed that certain parts of each theoretical perspective need more research. In recognizing the weaknesses in each perspective in modeling leadership emergence, I introduce multiple opportunities for theoretical integration, in that ideas from both models can be combined into one. Therefore, the findings from this research lay the groundwork for the development of one single theory for how leadership emerges in groups. Ultimately, this could help understand how leadership in teams occurs, which can lead to new interventions to improve team leadership and performance.

Thesis (M.S.)--Miami University, Dept. of Physical Education, Health, and Sport Studies, 2004. / Title from first page of PDF document. Includes bibliographical references (p. 70-77).

Background: Although leadership is a topic which has been extensively researched, there is limited literature concerning co-leadership, especially in connection to start-ups. Moreover, as those who are co-leaders in start-ups often also are co-founders and co-owners, it is vital that their co-leadership dynamic is functional as a way of staying in business. Co-leadership is described as a leadership form which has become more commonly used, which further adds urgency of exploring the topic of co-leadership dynamics, and how to make it functional. Purpose: The purpose of this thesis is to explore how a functional co-leadership dynamic can be created between leaders who are simultaneously founders and owners of a start-up. Method: This is a qualitative study, for which is used semi-structured interviews to collect data from 11 co-leaders in 10 companies. The transcribed interviews have been used together with secondary data to point out specific elements that have shown to be important for a functional co-leadership dynamic. Both the themes of co-leadership dynamics and the context of entrepreneurship, foundership and ownership were used to find and highlight these elements. The elements have been discussed in the Analysis and are thereafter presented in a model. Conclusion: Six elements have been pointed out as important for a functional co-leadership dynamic: Collaborative Attitude, Shared Values & Vision, Open & Continuous Communication, Synergy, Learning & Personal Growth, and Trust. These elements are interrelated, and Collaborative Attitude, Shared Values & Vision, Synergy and Trust are also connected to the contextual factors.

Studying team performance dynamics in tasks and activities has proven difficult because of the dynamic and unpredictable nature of the real world. Microworld systems aim to address that issue by providing researchers with controllable simulated environments that captures the essence of their real-world counterpart activities. This study utilized one such microworld system, called C3Fire, to simulate a forest firefighting setting where 48 participants divided into 12 teams were tasked with cooperating in extinguishing the fires. Teams consisted of four roles – each with its different responsibilities and resources. The aim of this study was to determine whether any individual team role had a greater impact on team performance than the other roles. Each team encountered three distinct scenarios of varying difficulty. Command input action counts and self-assessed performance scores were collected for each participant. These measurements were tested for correlations with team scores. The logistics chief role, who was responsible for re-filling and re-fueling other units, stood out as being the only role whose command input count correlated with team score, and being one of only two roles for which command inputs and self-assessed performance scores were correlated, as well. Results of a multiple regression procedure also indicated that the command counts of the logistics chief was a significant predictor of team score.

Gaps. Building an effective team and optimizing team functioning in sport is an important, albeit complex and challenging endeavour involving several processes (Bloom, Stevens, & Wickwire, 2003; Collins & Durand-Bush, 2010; Yukelson, 1997). Unfortunately, our knowledge of what constitutes optimal team processes, and how these are developed and maintained within specific sports, remains limited. Although several frameworks targeting a few or several group processes have been put forth in the literature, limitations regarding their theoretical foundation, comprehensiveness, and application have been identified. Collins and Durand-Bush (2015a) made a call for grounded theory research in order to provide an in-depth understanding of team processes required for optimal functioning in specific sports. Given that none of the existing frameworks in the literature have been developed using a grounded theory approach, and none have been tailored to meet the needs of particular sports, this type of inductive research is warranted. Aims. This dissertation had two general aims. The first aim was to critically review theoretical/conceptual frameworks in the literature directly or indirectly addressing team processes in sport and derive implications for professional practice (Article 1). The second aim was to use a grounded theory research approach to investigate (a) factors that contribute to the development and maintenance of optimal team functioning within high performance curling (Article 2), (b) strategies used by high performance coaches and athletes to optimize team functioning (Article 3), and (c) specific roles that curling coaches play in this process (Article 4). Methods. To address the first aim, a critical review of frameworks targeting team processes that were used to guide research and/or practice in sport was performed by first identifying frameworks by searching electronic databases, then doing a content analysis to identify specific team processes that were explicitly reported or could be implicitly inferred based on the literature, conducting a second level of analysis to extract broader team processes, followed by a third level of analysis to identify general themes, and finally comparing specific team processes, broader team processes, and general themes. To address the second aim, a constructivist grounded theory approach (Charmaz, 2006) was used to collect data from 19 high performance curling teams (N = 78 athletes and N = 10 coaches). Of these, seven were men’s teams, 12 were women’s teams, and the 10 coaches were men. Overall, data collection and analysis involved eight steps: (a) conducting interviews (face-to-face focus group interviews with teams of athletes and individual telephone interviews with coaches), (b) transcribing the data (c) reflecting and writing memos, (d) coding the data, (e) performing multiple coder checks, (f) verifying and re-coding the data, (g) developing the grounded theory model, and (h) verifying the model. Results. As indicated in Article 1, seven frameworks used to guide research and/or practice in sport were identified. Three frameworks were borrowed from general psychology while the other four stemmed from the sport psychology literature. On average, the frameworks targeted five general themes (e.g., roles/norms, personal characteristics), six broader team processes (e.g., establish roles, identify team characteristics,) and the outcome of cohesion. The general theme pertaining to roles/norms was the most prevalent one as it was addressed in six out of the seven frameworks. One of the least prevalent general themes related to goals; it was only discussed in two of the seven frameworks. Results show that all of the frameworks were developed using a deductive approach. Article 2 shows that developing and maintaining optimal team functioning in high performance curling is a dynamic process involving numerous factors that influence each other. The Optimal Team Functioning (OTF) model was inductively created to outline key attributes (N=4) and processes (N=17) deemed necessary by high performance curling coaches and athletes for optimal functioning within different contexts. The model comprises eight components under which attributes and processes are grouped: (a) Individual Attributes, (b) Team Attributes, (c) Foundational Process of Communication, (d) Structural Team Processes, (e) Individual Regulation Processes, (f) Team Regulation Processes, (g) Context, and (h) Desired Outcomes. The OTF model is unique because it is comprehensive, sport-specific, inductively derived, and applicable with a strong focus on actions. As seen in Article 3, coaches and athletes reported using many strategies to develop and sustain optimal team functioning. A total of 155 strategies were linked to the eight aforementioned components of the OTF model, which can be targeted when working with teams. Both individual (e.g., journal, apologize for mistakes, do self-assessments) and team strategies (e.g., establish a decision-making process, establish a support team, discuss leadership behaviours) were identified, some of which served multiple purposes (e.g., create a player contract). Unique to the present study was the importance of individual regulation strategies, suggesting that team building interventions should focus on both the team itself and individual members. Communication was involved in most of the strategies, thus methods aimed at enhancing communication within teams should be prioritized. Finally, Article 4 demonstrates that coaches played five major roles in optimizing team functioning: technical/tactical specialist, mediator, facilitator, manager, and motivator. Both coaches and athletes saw value in each of these roles, however, they did not necessarily perceive the importance and characteristics of these roles the same way. Perceptions were dependent on athletes’ needs as well as both coaches and athletes’ personal characteristics and competencies. In order for coaches to effectively help teams optimize functioning and achieve desired outcomes, specific training should be provided as both coaches and athletes reported that skills and attributes to successfully perform roles were sometimes lacking.