How does creativity occur in teams? An empirical test

Organizations benefit when workteams produce more rather than less creativity. What actions in organizations help this to occur - on the part of team leaders and team members? This is the primary question that my dissertation aims to answer. More specifically, I hypothesize that team leaders' behaviors (e.g., transformational, empowering, and boundary-working behaviors) lead to team members' affective and cognitive experiences (e.g., positive group affective tone, team empowerment) that in turn lead to teamwork processes (e.g., information sharing and boundary-spanning among team members) that ultimately lead to team creativity. Thus, my dissertation attempts to explain how and why team creativity occurs. Results from 52 organizational R&D teams suggest support for these hypothesized relationships and for the theoretical model overall. I conclude by discussing my findings' implications for managers and management scholars interested in enhancing team creativity

Boundary Spanning through Enterprise Social Software: An External Stakeholder Perspective

Recent boundary spanning literature has recommended a shift toward assessing the role of virtual tools—such as social media. Simultaneously the proliferation of Enterprise Social Software (ESS) points to the need to theorize and investigate the supra-individual usage of these tools. This exploratory study responds to both mandates through a longitudinal, multi-method investigation of ESS’ effects on boundary spanning by virtual research teams within a worldwide provider of workplace solutions. Combining survey, ESS log, and content data, this study complements the dominant internal focus of the boundary spanning literature with an external stakeholder perspective to analyze the types of boundary spanning activities enacted through ESS, the perceptions of these activities by external parties, as well as the effect of ESS hereon. Disentangling ESS’ effects on boundary spanning not only extends our current understanding of the potential role of social media, but can further inform the design of supportive tools

Functional Leadership in Interteam Contexts: Understanding ‘What’ in the Context of Why? Where? When? and Who?

This is the author accepted manuscript. The final version is available from Elsevier via the DOI in this recordResearch on team leadership has primarily focused on leadership processes targeted within teams, in support of team objectives. Yet, teams are open systems that interact with other teams to achieve proximal as well as distal goals. This review clarifies that defining ‘what’ constitutes functionally effective leadership in interteam contexts requires greater precision with regard to where (within teams, across teams) and why (team goals, system goals) leadership processes are enacted, as well as greater consideration of when and among whom leadership processes arise. We begin by synthesizing findings from empirical studies published over the past 30 years that shed light on questions of what, where, why, when, and who related to interteam leadership and end by providing three overarching recommendations for how research should proceed in order to provide a more comprehensive picture of leadership in interteam contexts

Guidelines for the Development of Three-Level Models: Bridging Levels of Analysis and Integrating Contextual Influences in IS Research

The use of multilevel analysis has steadily increased in information systems (IS) research. Many studies are doing an admirable job of integrating two-level models into their examination of IS phenomena. However, two-level models are limited in how well they enable researchers to (1) more explicitly incorporate context into theory development and testing and (2) bridge the existing gap between micro- and macrolevel research by focusing on intervening mechanisms that link hierarchically distal levels of analysis. Three-level models have emerged as a potential way to address these limitations. While the literature has clearly outlined the mechanics of how to estimate three-level models, there is very little, if any, guidance on when and how to integrate the use of such models with theory development. Consequently, IS researchers have little guidance to inform their decisions about integrating the use of three-level models with their theory development and testing. In this article, we identify the circumstances under which IS researchers should consider the use of three-level models, develop guidelines about how to map the use of three-level model estimation to the theoretical objectives, and provide an illustration of how to implement the guidelines

Struggles over Legitimate Diplomathood : the United States Foreign Service, the State Department and Other Government Agencies in Contemporary American Diplomacy

Au cours du dernier demi-siècle, le nombre d'acteurs gouvernementaux et non gouvernementaux jouant un rôle de représentation politique et de gouvernance à l'échelle internationale s'est considérablement accru. Malgré cette évolution, les chercheurs en Relations internationales tendent à perpétuer la distinction conventionnelle entre les « diplomates » - principalement associés aux représentants de l'État issus des ministères des affaires étrangères - et d'autres types d'acteurs internationaux, qu'ils soient gouvernementaux ou non étatiques. Cette thèse problématise cette distinction en étudiant de façon inductive comment la « frontière » entre diplomates et d'autres acteurs internationaux est socialement construite. Mobilisant un cadre théorique inspiré de la sociologie de Pierre Bourdieu et d'autres auteurs (Max Weber, Andrew Abbott, Michèle Lamont), la thèse avance l'argument que les diplomates se constituent et se reproduisent comme groupe de statut à travers des luttes sociales et symboliques. Ces luttes impliquent la (re)production de distinctions symboliques (frontières symboliques) et la revendication du contrôle légitime d'un ensemble de tâches (revendications juridictionnelles). L'argument est démontré à travers une étude de cas de la diplomatie américaine contemporaine et s'appuie sur une trentaine d'entretiens semi-dirigés et un ensemble de sources écrites primaires et secondaires. La thèse montre que le corps d'agents du Service extérieur cherche à se reproduire comme groupe de statut de la diplomatie américaine à travers la (re)production de frontières symboliques et de revendications juridictionnelles vis-à-vis trois autres groupes d'acteurs: la fonction publique régulière du Département d'État; les fonctionnaires de celui-ci issus de nominations politiques (e.g. ambassadeurs politiques); et les fonctionnaires des autres agences ou bureaucraties du gouvernement fédéral. Les agents du Service extérieur reproduisent également des frontières symboliques et sociales entre eux, et donc des hiérarchies informelles au regard du statut de diplomate, en fonction de leur champ de spécialisation. À l'encontre de ces hiérarchies internes, l'esprit de corps du groupe est constamment en travail grâce notamment au rôle joué par l'association professionnelle du Service, qui met l'accent sur l'identité du corps comme élite professionnelle et réclame en leur nom un certain nombre de monopoles dans la gestion et la conduite de la diplomatie américaine. Les efforts des agents du Service extérieur et de leurs organisations visant à la reproduction du corps comme groupe de statut apparaissent partiellement réussis. Ils parviennent dans une large mesure à reproduire leur domination sociale et symbolique par rapport aux fonctionnaires réguliers du Département d'État, mais leurs revendications juridictionnelles sont contestées par le personnel issu de nominations politiques et par les fonctionnaires d'autres bureaucraties gouvernementales. En somme, la thèse contribue à la compréhension, au sein de la discipline des Relations internationales, des processus sociaux et symboliques qui constituent les diplomates, groupe d'acteurs clés du système international.The last half-century has been characterized by the multiplication of state and non-state actors involved in political representation and governance at the international or global level. Despite this evolution, International Relations scholars tend to perpetuate the conventional distinction between "diplomats" - mainly thought of as state representatives from foreign ministries - and other types of international actors. This thesis problematizes such distinction by looking inductively at how "diplomathood" is constituted and reproduced in practice. Combining theoretical insights from Pierre Bourdieu and other sociologists (Max Weber, Andrew Abbott, Michèle Lamont), I argue that diplomats create and reproduce themselves as a status group through symbolic and social struggles. These struggles over legitimate diplomathood involve the (re)production of symbolic boundaries (boundary work) and jurisdictional claims, whereby agents claim legitimate control of a set of tasks. Diplomathood is contingent on the social legitimacy conferred to these boundaries and jurisdictional claims. The argument is demonstrated through a case study of American diplomacy, building on over thirty semi-directed interviews, notably with Foreign Service officers (FSOs), and a set of primary and secondary written sources. The dissertation shows that the American corps of FSOs seeks to constitute and reproduce itself as a status group of United States diplomacy through boundary work and jurisdictional claims vis-à-vis three other groups of foreign affairs actors: State Department civil servants; political appointees as ambassadors or domestic officials of the State Department; and public servants from other agencies or bureaucracies of the federal government. FSOs from different functional specializations also reproduce informal social and symbolic hierarchies among themselves with respect to diplomathood. Against these internal hierarchies, which put political officers in a dominant position, Foreign Service organizations (e.g. the Service's professional association) foster the esprit de corps of the group by emphasizing its collective identity as an elite corps of professional diplomats and by claiming control in its name of a number of diplomatic and foreign policy tasks. On balance, the efforts of FSOs and their organizations aimed at constituting the former as a status group of US diplomacy appear partly successful. They have so far managed to reproduce their social and symbolic domination vis-à-vis civil servants of the State Department. However, their jurisdictional claims are contested by political appointees and public servants from other agencies involved in US foreign relations. In sum, the thesis contributes to knowledge, within the discipline of International Relations, on ongoing social and symbolic processes that constitute diplomats, arguably one of the most important social groups in world politics

Generative Leadership and the Life of Aurelia Erskine Brazeal, a Trailblazing African American Female Foreign Service Officer

There is a gap in the literature on generativity and the leadership philosophy and praxis of African American Female Foreign Service Officers (AAFFSOs). I addressed this deficit, in part, by engaging an individual of exceptional merit and distinction—Aurelia Erskine Brazeal—as an exemplar of AAFFSOs. Using qualitative research methods of portraiture and oral history, supplemented by collage, mind mapping and word clouds, this study examined Brazeal’s formative years in the segregated South and the extraordinary steps her parents took to protect her from the toxic effects of racism and legal segregation. In addition, I explored the development of Brazeal’s interest in international affairs and her trailblazing diplomatic career. In an effort to understand her leadership philosophy and praxis, the study engaged eight additional research respondents, ranging from proteges and colleagues to Brazeal’s fictive daughter, Joan Ingati. Drawing from the Iroquois Great Law of Peace, this study employed the concept of generativity—concern for the welfare and well-being of future generations—as a focal lens. The research concluded that in order to be effective in the 21st century, leaders would do well to emulate Brazeal’s example as a generative leader. This dissertation is accompanied by 11 audio files. This dissertation is available in open access at AURA: Antioch University Repository and Archive, http://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu

Global Project Management: Graduate Course

This thesis presents an introduction to Global Project Management in the form of a graduate course for the University of Maryland, A. James Clark School of Engineering - Project Management Program. The course slides and suggested readings provide a general exploration of the nuances of doing projects globally as compared to domestically. The course slides, suggested readings, and assignments are designed to provide practical knowledge for new and seasoned project managers either entering or who are currently employed in the global market place. The topics consist of: Introduction to global projects, initiating global projects, planning global projects, Virtual Project Management (VPM), global project legal considerations, global contracting, negotiating in a global environment and global project risk, funding, control, and close-out. The course is not all inclusive rather it acts as a spring board for students and professionals to do further research on the topics presented

Project leader's dual socialization and its impact on team learning and performance: A diagnostic study

One of the important challenges for leadership in project teams is the ability to manage the knowledge, communication and coordination related activities of team. In cross-team collaboration, different boundaries contribute to the situated nature of knowledge and hamper the flow of knowledge and prevent shared understanding with those on the other side of the boundary. While existing research on the issue has focused on 'what' is needed to overcome these boundaries, there is very little research on 'how' leaders can be equipped to deal with the challenges of cross-boundary work. We propose a new construct: 'dual socialization' of the project leader, as an important means of surmounting challenges of knowledge sharing and collaboration across boundaries. We argue that dual socialization enables a leader to gain a deep contextual understanding of collaborating teams in a manner that is not easily available through other means of learning. This understanding then is invaluable for the knowledge transfer process as well as for achieving project goals. A model of dual socialization, knowledge transfer and project team outcomes (team performance & inter-team coordination) is proposed and tested using data from project teams in a leading global IT consulting firm. We focus on the inter-organizational boundary encountered by the consultants when dealing with the client. The thesis is based on the consulting team's point of view. The data is collected from client-consultant dyads in an engaged in an outsourcing relationship. The results support the importance of dual socialization as a construct for understanding and enhancing leadership capabilities needed in inter-organizational project teams. An important finding of this dissertation is that socialization to home and socialization to client don't always influence outcomes in a similar manner. They act in competing or complementary ways depending on the dependent variable and moderators under consideration. Also socialization to home/client may enhance or detract team performance based on project contingencies. Additionally, we found that prior knowledge of the team enhances the acquisition of knowledge, but detracts from the performance capability of the team. This finding has important implications for issues of team composition and design, as well as utilization of expertise

The effect of shared leadership on workgroup creativity

Research on leadership typically assumes a single leader who has managerial authority over the group, unit or organisation. Shared leadership is an emerging concept of leadership as a group-level phenomenon. It builds on antecedents such as democratic leadership, semi-autonomous and self-managed work groups, participative decision-making and co-leadership that are typically studied as variations of leadership by a single leader. Shared leadership is seen as more distributed, informal and emergent than these. Recent empirical research shows shared leadership can have beneficial effects on a variety of group process and outcome variables. However, so far its effects on creativity have not been empirically examined. This is surprising, since creativity is an important response to increased competition and rapid change in the business environment. Much creativity research identifies important pre-requisites that are more likely to be found in shared than hierarchical leadership. Improved creativity may be one of the most valuable benefits of shared leadership. This study provides empirical evidence on this relationship from a naturalistic experiment in which student groups were allowed to self-manage over a three-month creative project. In assessing shared leadership, two methodological innovations were introduced. First, previous studies have either used aggregated measures of group performance, or more recently the measures of group ‘degree centrality’ (degree of hierarchy) or ‘density’ (degree of sharing) developed in Social Network Analysis research. However, none of these measures by themselves adequately captures the distinction between hierarchical and shared leadership, although the SNA measures are potentially more precise. Following recommendations of previous authors, this study explored the combined use of centrality and density to better reflect the underlying construct. A second refinement was to use a general construct of leadership based on Bass and Bass’s (2008) extensive literature review, rather than constructs such as transformational leadership that have a narrower theoretical base and tend to assume a hierarchical context. Results from items measuring sharing of Bass and Bass’s five ‘leadership functions’ were compared with a ‘global’ measure of leadership sharing. Creativity was assessed by a panel of judges who rated the groups’ creative outputs (movies), rather than the more common method of rating creativity in the work process. The results provide evidence for the hypothesised link between shared leadership and creativity that, although qualified by aspects of the study design, suggests further research is worthwhile. Implications for future research on both leadership and creativity are explored, along with consequences for the practice of management. The issues of how to best measure shared vs. hierarchical leadership, and how much a construct can reflect both forms of leadership, are of particular relevance to the future development of this field. In summary, this study offers the first evidence directly linking shared leadership to work group creativity, and suggests improvements to current methods for measuring the extent of leadership sharing in a group