Dissertation
Intergroup leadership in multiteam systems: the effect of identification, systems thinking, and functional diversity on intergroup leadership and multiteam system effectiveness
Doctor of Business Administration (D.B.A.), Drexel University
Jun 2021
DOI:
https://doi.org/10.17918/00000783
Abstract
Even though empirical studies examining leadership and effectiveness in multiteam systems (MTS) are on the rise, there is still much to learn about leading a complex "team of teams," particularly in a field setting as opposed to a laboratory simulation. This study draws upon the multiteam systems and intergroup leadership theory literature streams to examine the role of systems thinking and leader identification as antecedents to intergroup leadership, arguing that higher levels of systems thinking and stronger leader identification with the MTS will enhance the efficacy of leader rhetoric targeted toward the development of an intergroup relational identity with boundary spanning acting as a positive moderating influence on this relationship. I further argue team functional diversity moderates the relationship between intergroup leadership and MTS effectiveness such that higher levels of intergroup leadership are needed to positively influence MTSs with higher levels of heterogeneity. Finally, team identification is evaluated for its predicted moderating effect on the relationship between intergroup leadership and MTS effectiveness such that identification with the MTS will have a positive effect on this relationship while identification with the component team will detract from it. Hypotheses were tested but not supported using a sample of 256 commanders at the squadron, group, and wing level organized in 180 MTSs within the Department of the Air Force. Supplemental analysis identified a significant positive moderating effect of systems thinking and a negative moderating effect of leader component team identification on the relationship between leader rhetoric and intergroup relational identity. Low levels of boundary spanning coupled with higher levels of intergroup relational identity resulted in lower MTS effectiveness while the opposite was true for high levels of boundary spanning and intergroup relational identity. The study concludes with a discussion of theoretical and practical implications as well as recommendations for future research.
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Details
- Title
- Intergroup leadership in multiteam systems
- Creators
- Theresa Cecilia Carter
- Contributors
- Daniel L. van Knippenberg (Advisor)Lauren D'Innocenzo (Advisor)
- Awarding Institution
- Drexel University
- Degree Awarded
- Doctor of Business Administration (D.B.A.)
- Publisher
- Drexel University; Philadelphia, Pennsylvania
- Number of pages
- xii, 119 pages
- Resource Type
- Dissertation
- Language
- English
- Academic Unit
- Bennett S. LeBow College of Business; Drexel University
- Other Identifier
- 991015104348504721