LEADER 00000nam  2200385   4500 
001    AAI3156008 
005    20051128082907.5 
008    051128s2005                        eng d 
020    0496167804 
035    (UnM)AAI3156008 
040    UnM|cUnM 
100 1  Hazy, James K 
245 12 A leadership and capabilities framework for organizational
       change:  Simulating the emergence of leadership as an 
       organizational meta-capability 
300    355 p 
500    Source: Dissertation Abstracts International, Volume: 65-
       12, Section: A, page: 4634 
500    Director:  David R. Schwandt 
502    Thesis (Ed.D.)--The George Washington University, 2005 
520    This research seeks general principles relating the 
       organizational process of leadership, and its 
       characteristic activities, to the social processes that 
       enable an organization to sustain itself over time. 
       Building on the resource- and knowledge-based view of the 
       firm, organizations are considered to be rent-producing 
       open systems made up of interacting organizational 
       capabilities, collections of routines, and relevant 
       integrating knowledge---each performing a particular 
       function or serving a purpose for collective benefit 
520    In this context, organizational leadership is a meta-
       capability that acts upon the system to modify or 
       extrapolate other capabilities of the system. By biasing 
       internal processes, organizational leadership operates to 
       balance collective performance and adaptation in response 
       to, and in anticipation of, an evolving internal structure
       and a changing external environment. In the terms of 
       March's (1991) well-known dichotomy, organizational 
       leadership manages the exploitation of existing 
       capabilities and, thus, performance, and exploration for 
       new possibilities, which---along with building new 
       capabilities---supports adaptation. Both performance and 
       adaptation are essential for long-term sustainability 
520    The intent of this research was to explore explicitly how 
       a leadership meta-capability might operate in a social 
       system and how it might impact both performance and 
       adaptation under various environmental conditions. To take
       a first step, this study considered the question of 
       whether a computer simulation of organizational leadership
       and its impacts could be developed using system dynamics 
       techniques. The question was answered affirmatively. In a 
       computational setting, it was shown that definable and 
       differentiable leadership activity patterns---
       transactional on the one hand, and transformational on the
       other---arise endogenously depending upon the environment.
       The nature of these patterns has an impact on decisions 
       taken in an organization, in particular with regard to 
       choices involving exploitation and exploration. Through 
       the leadership activity and the capabilities that result, 
       performance, adaptation and ultimately survival are 
       determined 
520    The leadership and capabilities model (LCM) was validated 
       by comparing its outputs with data from two published case
       studies. To demonstrate the possible usefulness of this 
       approach, hypotheses about leadership in this framework 
       were tested, and the hypothesized relationships were 
       supported with computational evidence from four virtual 
       experiments 
590    School code: 0075 
590    DDC 
650  4 Business Administration, Management 
650  4 Sociology, Social Structure and Development 
650  4 Psychology, Industrial 
690    0454 
690    0700 
690    0624 
710 20 The George Washington University 
773 0  |tDissertation Abstracts International|g65-12A 
856 40 |uhttp://pqdd.sinica.edu.tw/twdaoapp/servlet/
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