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Collaborative leadership in law enforcement teams

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Collaborative leadership in law enforcement teams
作者:	Dewald, Sherry L. (Messina).
面頁冊數:	150 p.
附註:	Advisers: Alton Barbour; Carl E. Larson.
附註:	Source: Dissertation Abstracts International, Volume: 63-04, Section: A, page: 1186.
Contained By:	Dissertation Abstracts International63-04A.
標題:	Speech Communication.
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3050273
ISBN:	0493648003

Collaborative leadership in law enforcement teams
Dewald, Sherry L. (Messina).

Collaborative leadership in law enforcement teams[electronic resource] - 150 p.

Advisers: Alton Barbour; Carl E. Larson.

Thesis (Ph.D.)--University of Denver, 2002.

Eighty-six law enforcement teams, consisting of patrol and specialized teams, were surveyed. Data from 54 teams were deemed usable in this study. Completed surveys were needed from three separate levels of each team: the supervisor of the team leader, the team leader, and a minimum of one team member. Neslund's One-up Manager survey was used to determine the effectiveness of the team and LaFasto and Larson's Collaborative Team Leader Instrument was used to measure collaborativeness of the team leaders.

ISBN: 0493648003Subjects--Topical Terms:

212561
Speech Communication.

Collaborative leadership in law enforcement teams
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500 $a Advisers: Alton Barbour; Carl E. Larson.
500 $a Source: Dissertation Abstracts International, Volume: 63-04, Section: A, page: 1186.
502 $a Thesis (Ph.D.)--University of Denver, 2002.
520 # $a Eighty-six law enforcement teams, consisting of patrol and specialized teams, were surveyed. Data from 54 teams were deemed usable in this study. Completed surveys were needed from three separate levels of each team: the supervisor of the team leader, the team leader, and a minimum of one team member. Neslund's One-up Manager survey was used to determine the effectiveness of the team and LaFasto and Larson's Collaborative Team Leader Instrument was used to measure collaborativeness of the team leaders.
520 # $a T-tests were utilized to determine whether a statistically significant relationship existed between the collaborativeness rating and the effectiveness rating. Although the statistical results showed no significant results for collaborative leadership in relation to team effectiveness in these 54 law enforcement teams, the responses from the open-ended questions regarding strengths of the team leader and changes needed to improve the effectiveness of the team leader supported the value of the leadership competencies for a collaborative leader. The six competencies, Focus on the Goal, Ensure a Collaborative Climate, Build Confidence, Demonstrate Sufficient Technical Know-how, Set Priorities, and Manage Performance, were viewed as strengths and weaknesses by both the team leaders and the team members in the open-ended responses.
520 # $a The limitations of the study were that only teams that were rated as effective and only leaders that were relatively collaborative in their leadership styles were studied. A natural selection rather than a random selection of teams was utilized. That may have eliminated both ineffective teams and non-collaborative leaders.
520 # $a The study's purpose was to examine the relationship between the collaborative leadership style of a law enforcement team leader, as rated by the team member and by the team leader, to the effectiveness of the team's performance as rated by the team leader's supervisor. The hypotheses were: H<sub>1</sub>: Law enforcement teams that are rated as more effective by the team leader's supervisor will have team leaders who are perceived by their team members as more collaborative. H<sub>2</sub>: Law enforcement teams that are rated as more effective by the team leader's supervisor will have team leaders who are perceived by themselves as more collaborative.
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790 1 0 $a Larson, Carl E., $e advisor
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