MARC 主機 00000nam  2200373   4500 
001    AAINR50392 
005    20100830093609.5 
008    100830s2009    ||||||||||||||||| ||eng d 
020    9780494503928 
035    (UMI)AAINR50392 
040    UMI|cUMI 
100 1  Sommer, Samantha Amy 
245 14 The impact of leadership on team members' affect, 
       cognition, resilience and performance: A field quasi-
       experiment comparing crisis and non-crisis situations 
300    156 p 
500    Source: Dissertation Abstracts International, Volume: 70-
       08, Section: A, page: 3092 
502    Thesis (Ph.D.)--The University of Western Ontario (Canada),
       2009 
520    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 
520    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) 
520    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 
520    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 
520    Keywords. Organizational Crisis, Leadership, Teams, Affect,
       Emotion, Cognition, Core Self-Evaluations, Resilience, 
       Performance, Multilevel Model, Hierarchical Linear 
       Modeling, Quasi-experiment, Health Care 
590    School code: 0784 
650  4 Business Administration, Management 
650  4 Psychology, Industrial 
650  4 Health Sciences, Health Care Management 
690    0454 
690    0624 
690    0769 
710 2  The University of Western Ontario (Canada) 
773 0  |tDissertation Abstracts International|g70-08A 
856 40 |uhttp://pqdd.sinica.edu.tw/twdaoapp/servlet/
       advanced?query=NR50392