Management & Organization Theses and Dissertations
Permanent URI for this collectionhttp://hdl.handle.net/1903/2789
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Item INDIVIDUAL LEVEL PREDICTORS OF EMOTIONAL LABOR STRATEGIES AND THEIR DIFFERENTIAL OUTCOMES OVER TIME: ROLE OF LEADER BEHAVIOR.(2010) Singh, Sheetal; Tesluk, Paul; Business and Management: Management & Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)In this longitudinal study, I evaluate the role of individual level cultural values of power distance, collectivism, and femininity in predicting individuals' emotional labor strategies. Additionally, I identify the differential effects of deep acting and surface acting on outcomes. I also test for the moderating role of leader behaviors on the relationship between emotional labor and job satisfaction and emotional exhaustion. I begin with a qualitative research phase to identify the leader behaviors that influence the relationship between emotional labor strategies and outcomes. Then I use a survey-based field study to test my model where I collected data from 198 individuals at time 1 and one month later at time 2. I also collected matching data on performance from their supervisors at both time 1 and time 2. Results demonstrate that individuals who are high on collectivism tend to engage in emotional labor and surface acting more than individuals who are low on collectivism. I did not find support for the hypotheses relating power distance and femininity with emotional labor strategies. Surface acting had a positive impact on emotional exhaustion and depersonalization at time 1 and time 2. Deep acting had a positive impact on job satisfaction at time 1 and time 2. However, deep acting had a negative impact on job performance at time 2. Several leader behaviors such as leader inclusiveness, empowering leadership, and leader positive emotional expression interacted with surface acting and deep acting to predict emotional exhaustion and satisfaction at time 1 and time 2.Psychological safety interacted with surface and deep acting to predict emotional exhaustion at time 1 and time 2. I discuss the theoretical and practical implications of the findings.Item Internal Team Leadership: An Examination of Leadership Roles, Role Structure, and Member Outcomes(2006-08-07) Carson, Jay; Tesluk, Paul E.; Management and Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)Effective leadership is widely considered a critical ingredient of team success, and some scholars have argued that abdication of leadership in any team is a recipe for failure (Sinclair, 1992; Zacarro, Rittman, & Marks, 2001). However, much of the existing research on team leadership has focused exclusively on external leaders serving in a formal capacity in the organization (Kozlowski & Bell, 2002; Stewart & Manz, 1995), while largely ignoring the processes and impact of internal team leadership. This dissertation addresses this shortcoming in our understanding of team functioning and team leadership by studying internal team leadership roles, which are often informal and emergent. I extended previous work on external team leadership roles in order to articulate a comprehensive yet parsimonious set of four team leadership roles - Navigator, Engineer, Social Integrator, and Liaison - that may be engaged in by members of teams, not just formal leaders. I examined how time and team-level role differentiation serve as moderators of the relationship between these four leadership roles and individual contributions to the team. I also articulated three individual-level role-structuring processes - role overlap, role switching, and role sharing - and examined the benefits and challenges of these three individual processes across time by looking at their relationship with team member outcomes such as individual contributions, satisfaction with the team experience, and role stress - namely role conflict and role ambiguity (Jackson & Schuler, 1985; Tubre & Collins, 2000). I tested hypotheses for this dissertation using data from 24 consulting teams in a multilevel longitudinal design. Data were collected primarily through surveys administered to team members at three points in time (beginning, middle, and end of projects). The primary statistical techniques were regression and hierarchical linear modeling. Findings showed support for the validity of the four leadership roles, as well as their ability to predict individual contributions to the team. The findings also demonstrated that both time and role differentiation are important moderators of this relationship, though not always in the hypothesized direction. Finally, there were important individual consequences for the role-structuring processes of role overlap and role switching.