ASU Electronic Theses and Dissertations
This collection includes most of the ASU Theses and Dissertations from 2011 to present. ASU Theses and Dissertations are available in downloadable PDF format; however, a small percentage of items are under embargo. Information about the dissertations/theses includes degree information, committee members, an abstract, supporting data or media.
In addition to the electronic theses found in the ASU Digital Repository, ASU Theses and Dissertations can be found in the ASU Library Catalog.
Dissertations and Theses granted by Arizona State University are archived and made available through a joint effort of the ASU Graduate College and the ASU Libraries. For more information or questions about this collection contact or visit the Digital Repository ETD Library Guide or contact the ASU Graduate College at gradformat@asu.edu.
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Description
Despite the vast amount of research within the leadership and culture domains, a paucity of research has integrated the two literatures. This dissertation investigates leadership, organizational culture, and the dynamic interplay between them. It is composed of three papers with the objective to integrate leadership and culture research, theoretically and empirically, and generate novel insights about both phenomena. Paper 1 describes how leader-unit interactions foster culture emergence. I integrate insights from social learning theory, self-regulation theory, and event-structure theory to enumerate how leader-unit interactions create values, beliefs, and underlying assumptions that become shared among members in a nascent work unit. Paper 2 integrates team motivation theory with multilevel leadership theory to address CEO task leadership's paradoxical effect on firm performance through intervening social (i.e., organizational culture) and psychological (i.e., TMT engagement) mechanisms. Using data from 106 CEOs and 324 top management team members, structural equation modeling results revealed that CEO task leadership enhanced firm performance through its positive association with task culture, which in turn was positively related to TMT engagement, which positively contributed to firm performance. Conversely, CEO task leadership hindered firm performance through its negative, direct effect on TMT engagement. Paper 3 integrates various approaches to organizational culture bandwidth that have produced a fragmented view of culture and its effects on organizational outcomes. I draw upon organizational culture theory and bandwidth theory to examine the incremental predictive validity of culture configurations and culture dimensions on broad and narrow criteria. Hierarchical linear regression analyses, from data consisting of 567 employees in 130 bank branches, indicated that narrow culture dimensions predicted variance in narrow outcomes whereas configurations explained incremental variance in broad outcomes above and beyond culture dimensions. Through this dissertation, I take an initial step toward illuminating the interrelationship between leadership and culture by identifying mechanisms through which unit leaders foster culture emergence and by examining how organizational culture is a social normative lens through which followers filter leader behavior. Given culture's importance to leadership and organizational outcomes, the conditions in which culture should be examined as a broad or a narrow phenomenon are also enumerated.
ContributorsHartnell, Chad (Author) / Kinicki, Angelo J (Thesis advisor) / Walumbwa, Fred O (Committee member) / Hom, Peter W (Committee member) / Arizona State University (Publisher)
Created2012
Description
This dissertation develops grounded theory on how respect is received and internalized in organizations, and the personal and work-related outcomes of receiving respect. A company that employed inmates at a state prison to perform professional business-to-business marketing services provided a unique context for data collection, as respect is typically problematic in a prison environment but was deliberately instilled by this particular company. Data collection took place in three call centers (minimum, medium, and maximum security levels) and included extensive non-participant observation, semi-structured interviews, and archival documents. My sampling strategy focused on the experience of new employees as they went through the training and socialization process, a time when the experience of respect was particularly novel and salient to them. The emergent theoretical model suggests that receiving respect was experienced in two distinct ways, which were labeled generalized and personalized respect. These two types of respect were directly related to outcomes for the receivers' well-being and performance on the job. Receiving respect also changed the way that receivers thought and felt about themselves. The two types of respect (generalized and personalized) exerted different forces on the self-concept such that generalized respect led to social validation and identity security for social identities, and personalized respect led to social validation and identity security for personal identities. The social validation and subsequent identity security ultimately enabled the receiver of respect to integrate their conflicting personal and social identities into a coherent whole, an outcome referred to as identity holism. In addition to the direct effects of receiving generalized and personalized respect on individuals' well-being and performance, identity holism served as a partial mediator between received respect and individual outcomes. Theoretical and practical implications are discussed, as well as future research directions aimed to build momentum for research on respect in organizations.
ContributorsRogers, Kristie M (Author) / Ashforth, Blake E. (Thesis advisor) / Corley, Kevin G. (Committee member) / Hom, Peter W (Committee member) / Arizona State University (Publisher)
Created2012