Leadership factors influencing team culture /
The purpose of this study was to begin to develop some clarity in regards to the relationship between leadership and culture. Specifically, the problems investigated in this study considered the impact of leadership behaviors practiced by assigned leaders within collegiate teams and their relation t...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
2001.
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| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=725899331&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | The purpose of this study was to begin to develop some clarity in regards to the relationship between leadership and culture. Specifically, the problems investigated in this study considered the impact of leadership behaviors practiced by assigned leaders within collegiate teams and their relation to team culture. The goal of the study was to identify if significant relationships existed between leadership, the independent variable, and culture, the dependent variable. The study followed a correlational design in which post-data was collected. The independent variables in the study were five leadership practices, described by Kouzes and Posner (1997) as challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. The dependent variable was team culture, described by Cameron and Quinn (1999) as either clan, hierarchy, market, or adhocracy. A purposive sample (Babbie, 1992) was utilized to collect data, specifically an Agricultural Education senior seminar at Texas A&M University (N=85). The treatment for this correlational study (Gall, Borg, & Gall, 1996) consisted of 15 collegiate teams, each with six to eight members. Additionally, within each team the members of the team had assigned a formal leader. A summary of the findings reported that significant relationships were found between the variables in fourteen of the twenty null hypotheses formulated in the study. As a result, fourteen of the null hypotheses were rejected. Each of the five leadership practices and the clan culture were found to be positively correlated. Each of the five leadership practices and the market culture were found to be negatively correlated. Additionally, significant relationships were found between the leadership practice, enabling others to act, and each of the four culture profiles. Finally, significant relationships were found between the leadership practice, encouraging the heart, and each of the four culture profiles. In conclusion, different cultures were found to result from different leadership practices. Additional research was recommended in exploration of the link between specific leadership practices and cultural profiles. |
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| Item Description: | Vita. "Major Subject: Agricultural Education". |
| Physical Description: | xi, 121 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references (leaves 91-97). |