Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/132130
DC FieldValue
dc.titleSHARED LEADERSHIP, ROLE SHARING & TEAM INNOVATION
dc.contributor.authorAMEEK KAUR
dc.date.accessioned2016-11-30T18:00:43Z
dc.date.available2016-11-30T18:00:43Z
dc.date.issued2016-10-27
dc.identifier.citationAMEEK KAUR (2016-10-27). SHARED LEADERSHIP, ROLE SHARING & TEAM INNOVATION. ScholarBank@NUS Repository.
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/132130
dc.description.abstractThe growing interest in shared leadership highlights its benefits for a team’s performance. However, it is not clear what exactly is shared in terms of leadership within a team and how it is shared. In order to address the question on “what” is shared, I conducted a quantitative study on 89 business venture teams in Indonesia by studying the effect of two types of leadership roles - Organizer and Challenger, on team innovation. I address the question on “how” leadership is shared by conducting a qualitative content analysis of data collected through team creativity task done via WhatsApp by over 45 teams of working professionals in Singapore. The research opens up another perspective of looking at shared leadership through the lens of fulfilment of need for leadership, be it by a single or multiple leaders.
dc.language.isoen
dc.subjectShared Leadership, Teams, Innovation, Ambidexterity, Team Processes, Team Roles
dc.typeThesis
dc.contributor.departmentDIVISION OF ENGINEERING AND TECH MGT
dc.contributor.supervisorHANG CHANG CHIEH
dc.contributor.supervisorMICHAEL FRESE
dc.description.degreePh.D
dc.description.degreeconferredDOCTOR OF PHILOSOPHY
dc.identifier.isiutNOT_IN_WOS
Appears in Collections:Ph.D Theses (Open)

Show simple item record
Files in This Item:
File Description SizeFormatAccess SettingsVersion 
KaurA.pdf1.93 MBAdobe PDF

OPEN

NoneView/Download

Page view(s)

172
checked on Nov 8, 2019

Download(s)

15
checked on Nov 8, 2019

Google ScholarTM

Check


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.