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作者 Sommer, Samantha Amy
書名 The impact of leadership on team members' affect, cognition, resilience and performance: A field quasi-experiment comparing crisis and non-crisis situations
國際標準書號 9780494503928
book jacket
說明 156 p
附註 Source: Dissertation Abstracts International, Volume: 70-08, Section: A, page: 3092
Thesis (Ph.D.)--The University of Western Ontario (Canada), 2009
During organizational crisis, leaders and teams must navigate an uncertain, important and urgent situation cautiously and swiftly, as mistakes could result in dire consequences for individuals, organizations and/or society. The purpose of this dissertation was to examine how leaders influence team members' affect, cognition, resilience and performance in crisis and non-crisis situations
Using a field quasi-experimental design, the current bed shortage crisis at two large hospitals and 17 smaller sites in Canada was studied. During this crisis, a bed capacity of 130% was reached, hospital admissions took up to four days, critically ill patients were sent to the United States for treatment, and surgeries were cancelled numerous times. Front-line health care leaders and their team members (mainly nurses) participated in the study. The organizational crisis condition included leaders and their teams who were most affected by the bed shortage crisis (32 leaders and 151 team members); the non-crisis condition included leaders and teams who were not facing the bed shortage crisis (39 leaders and 255 team members)
The findings revealed that during crisis, as compared to non-crisis situations, there was higher active management-by-exception leadership, negative affect, positive affect, and performance. There was less perceived expertise of the leader during crisis, as compared to non-crisis. In crisis and non-crisis, team members' core self-evaluations were positively associated with positive affect and resilience, and negatively associated with negative affect. During crisis, core self-evaluations were positively related to performance. Positive affect was positively associated with resilience and performance in crisis and non-crisis. In contrast, team members' negative affect was negatively related to resilience in crisis and non-crisis
Tests of multilevel hypotheses using hierarchical linear modeling showed that in non-crisis, both transformational and active management-by-exception leadership were positively related to positive affect. During crisis and non-crisis, transformational leadership was negatively associated with negative affect. Implications are drawn for academics and practitioners
Keywords. Organizational Crisis, Leadership, Teams, Affect, Emotion, Cognition, Core Self-Evaluations, Resilience, Performance, Multilevel Model, Hierarchical Linear Modeling, Quasi-experiment, Health Care
School code: 0784
Host Item Dissertation Abstracts International 70-08A
主題 Business Administration, Management
Psychology, Industrial
Health Sciences, Health Care Management
Alt Author The University of Western Ontario (Canada)
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