||A Process Perspective on Leadership Emergence in Multicultural Task Groups
||A Process Perspective on Leadership Emergence in Multicultural Task Groups
||Institute of International Management
Leadership emergence is a process of perceived influence or deference that results in one person becoming more central in group dynamics. The purpose of the paper is to provide insights regarding an interpretation of process perspective of emergent leadership in students’ task groups. Precisely, we reach to achieve two main objectives in this study. First, to understand the key patterns of behavior associated with leadership emergence process in multicultural task groups in educational context. Second, we investigate the structure of the leadership emergence process and give insights regarding the variations of this process in cases of shared and individual leadership. We use qualitative techniques for an in-depth exploration of this phenomena. A combination of qualitative interviews and non-participant observations helps us to achieve consistency in the data collection and analysis. It gives us realistic and comprehensive results as well as more accurate research process.
The study is focused on students’ teamwork within the walls of educational institution. We use the setting of university to explore the patterns of emergent leadership in multicultural task groups which are the same outside of this setting. The paper will contribute to the knowledge of emergent leadership which is a promising and a developing field. Our study reveals some process-related issues, gives an illustration to the process of emergent leadership and provide a solid ground for a further research.
TABLE OF CONTENTS II
LIST OF TABLES V
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Objectives. 1
1.1.1 Overview of the phenomena. 1
1.1.2 Collaborative Learning as a Lens to the Business World. 5
1.1.3. The Research Gap and Research Objectives. 6
1.2 Research Procedure. 8
1.3 Research Contribution. 9
CHAPTER TWO LITERATURE REVIEW 10
2.1 The Nature of Leadership. 10
2.1.1 What is Leadership: A Conceptual and Behavioral Definition. 10
2.1.2 Leadership in Multicultural Teams. 11
2.1.3 Collaborative Learning. Task Groups in Higher Education. 16
2.1.4 Appointed Leaders and Emergent Leaders. 17
2.2 Indications of Leadership Emergence. 17
2.2.1 Emergence of Collective and Individual Leadership. 18
2.2.2 Two Mechanisms of Leadership Emergence. 19
2.2.3 The Mechanism of Achievement. 20
2.2.4 The Mechanism of Ascription. 24
2.3 A Process Perspective on Leadership Emergence. 25
CHAPTER THREE RESEARCH DESIGN AND METHOD 28
3.1 A Field of Study. 28
3.1.1 Setting. 28
3.2 Study Design. 29
3.3 Sampling Approach. 30
3.4 Participants. 31
3.5 Interviews. 32
3.6 Observations. 33
3.7 Data Analysis. 34
CHAPTER FOUR RESEARCH RESULTS 36
4.1 Case #1. A Case of a Shared Leadership with Two Different Mechanisms of Emergence. 37
4.1.1 Introduction of the Case. 37
4.1.3 Group Leader #1. The Mechanism of Ascription. 39
22.214.171.124 The Central Idea. 39
126.96.36.199 Supporting factors. 40
4.1.4 Group Leader #2. The Mechanism of Achievement. 44
188.8.131.52 The Main Idea 44
184.108.40.206 Supporting Factors. 45
4.1.5 The Process of Leadership. The Transition of Shared Leadership. 48
4.1.6 Patterns of Leadership Emergence. 51
4.2 Case #2. A Case of Individual Leadership with the Mechanism of Ascription ………………………………………………………………….52
4.2.3 The Main Idea. 54
4.2.4 Supporting Factors. 54
4.2.5 The Process of Leadership. 60
4.2.6 The Patterns of the Leadership Emergence. 63
4.3 Case #3. A Case of an Individual Leadership with the Mechanism of Achievement. 64
4.3.3 The Main Idea. 65
4.3.4 The Supporting Factors. 66
4.3.5 The Process of Leadership. 69
4.3.4 The Patterns of Leadership Emergence. 69
4.4 Case #4. A Case of a Shared Leadership with a Similar Mechanism of Emergence. 70
4.4.3 The Main Idea. 72
4.4.5 The Process of Leadership 74
4.4.6 The Patterns of Leadership Emergence. 77
CHAPTER FIVE RESEARCH DISCUSSIONS AND CONCLUSIONS 79
5.1 Research Conclusions. 80
5.1.1 Theoretical Implications 82
5.2 Limitations and Future Research. 83
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