Thesis (M Ed (Educational Psychology))--University of Pretoria, 2004. / Includes bibliographical references.

Thesis (Ph.D.) - University of Queensland, 2006. / Includes bibliography.

Thesis (M.S.)--University of Florida, 2002. / Title from title page of source document. Includes vita. Includes bibliographical references.

Thesis (M.S.)--University of Central Florida, 2008. / Adviser: Robert Pritchard. Includes bibliographical references (p. 41-47).

Thesis (M. S.)--Architecture, Georgia Institute of Technology, 2008. / Choudhary, Ruchi, Committee Member ; Shaw, Jonathan, Committee Member ; Augenbroe, Godfried, Committee Chair.

Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007. / Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Ulrich C. Reitzug; submitted to the School of Education. Includes bibliographical references (p. 122-125).

Thesis (M.A.)--University of West Florida, 2006. / Title from title page of source document. Document formatted into pages; contains 77 pages. Includes bibliographical references.

More and more organizations are making use of teamwork. Effective teams are also important from an Information Technology (IT) perspective, since teamwork forms an integral part of all software development activities. It is therefore extremely important that IT students are able to work together as an effective team. These statements lead to the following questions – How can IT student project teams be effective and what obstacles need to be overcome in order to ensure effectiveness? This dissertation reports on an exploratory study of second and third year IT project teams and exposes factors that lead to ineffectiveness. Firstly, the problems experienced by the groups seem to have the largest detrimental effect on effective team functioning. Secondly, the project mark is also affected by the priority issue that is associated with the particular task. Thirdly, the issues of time management, communication, conflict management, compromise, social loafing and group cohesion also play an important role in team effectiveness. This dissertation sets out to prove that the key to "effectiveness" lies in empowering the student to deal with all possible dilemmas that may be faced when working in teams in the tertiary team situation. The benefits of these actions will hopefully lead to the realization of “effectiveness” in the tertiary team situation and ultimately, in the student’s work environment.

Regardless of numerous accomplishments and appreciable rewards of the collaboration in cross-functional teams, the impacts of cross-functional teams has deteriorated in the eyes of business, its ability to deliver having been questioned - businesses often fail to reap the promised benefits. While previous research has concentrated on collaboration in cross-functional teams of new product development, it neglected the outcomes of collaboration in crossfunctional teams and the leader behaviours that impacts and maintains the collaboration in cross-functional teams. This research aimed to understand the perspectives of leaders and subordinates on how leader behaviours could improve the impacts of collaboration in cross-functional teams. First by exploring the outcomes of collaboration in cross-functional teams, confirming importance to business, and then exploring current failures; secondly, by identifying the key leader behaviours that impacts collaboration in cross-functional teams. Preceding initiatives have been ineffective in reviving the value of collaboration in cross-functional teams, due to focal point being new product development collaboration of cross-functional teams and failed to focus on leader behaviours in cross-functional teams. This research, therefore, probed the necessities for collaboration entered into and maintained, looking particularly at leader behaviours which is effective in encouraging collaboration and involvement of stakeholders in cross-functional teams. From the research outcomes, the Leader behaviours Impact Model was designed to set out how collaboration can be established and maintained, optimising the impacts of the leader behaviours while also diminishing its many failures of collaboration in crossfunctional team. / Dissertation (MBA)--University of Pretoria, 2013. / pagibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams.