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Maximizing Team Performance with Transformational Leadership and Collectivism in Multicultural Organizations

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dc.contributor.advisor Le, Benjamin
dc.contributor.author Kang, Benjamin
dc.date.accessioned 2017-09-01T14:12:09Z
dc.date.available 2017-09-01T14:12:09Z
dc.date.issued 2017
dc.identifier.uri http://hdl.handle.net/10066/19412
dc.description.abstract In light of current diversity growth in America, it is important to explore more about how diversity can influence team performance. The current paper investigates different constructs involved in group work and culture. Upon analyzing two most dominant cultural orientations Collectivism and Individualism in terms of cultural beliefs, and cooperation, we will further discuss two most dominant leadership styles Transformational and Transactional in terms of cultural orientation, personality and cooperation. After observing a few connections between cultural orientation and leadership, studies suggest that Transformational leadership and collectivism can function as moderators in a team setting. If then, collectivism and transformational leadership stand to be crucial principles for an optimal team performance. Cooperation is also encouraged among people whose personality traits endorse collectivistic interactions. Utilizing the elements and constructs that are most likely to maximize a group performance in workplace, this study will provide implications for leaders and team members according to collectivism and transformational leadership’s effectiveness on team performance.
dc.description.sponsorship Haverford College. Department of Psychology
dc.language.iso eng
dc.rights.uri http://creativecommons.org/licenses/by-nc/4.0/
dc.title Maximizing Team Performance with Transformational Leadership and Collectivism in Multicultural Organizations
dc.type Thesis
dc.rights.access Haverford users only


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http://creativecommons.org/licenses/by-nc/4.0/ Except where otherwise noted, this item's license is described as http://creativecommons.org/licenses/by-nc/4.0/

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