Managing for high reliability: The relationship of collective mindfulness and managerial communication with social-exchange perceptions, performance, and creativity

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Baran, B. (2011). Managing for high reliability: The relationship of collective mindfulness and managerial communication with social-exchange perceptions, performance, and creativity. Unc Charlotte Electronic Theses And Dissertations.
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Abstract

The modern world of work presents managers with a business environment marked by increasingly high levels of ambiguity. Succeeding within the face of such ambiguity requires a high degree of effective sensemaking and creativity within teams. High-reliability theory and related frameworks suggest a number of ways in which managers can successfully manage the unexpected, but these propositions have focused primarily on safety outcomes, have not considered the important role of managers as actors in this process, and have yet to be incorporated into the mainstream leadership literature despite their applicability. Addressing that void, this study proposes and finds preliminary evidence for a multilevel theoretical model integrating high-reliability theory and the leadership literature to examine relationships of team collective mindfulness and team manager openness with employee creativity among a sample of 100 employees nested within 20 teams. As such, these findings suggest distinct ways in which the tenets of high-reliability theory may apply in generalized management situations, while extending the theory to involve non-safety-related outcomes such as creativity. Practical implications of this study include the identification of communication styles that managers may use to encourage creative performance.

Details
Author

Baran, Benjamin

Title

Managing for high reliability: The relationship of collective mindfulness and managerial communication with social-exchange perceptions, performance, and creativity

Physical Description

1 online resource (124 pages) : PDF

Date

2011

Degree Granting Institution

University of North Carolina at Charlotte

Abstract

The modern world of work presents managers with a business environment marked by increasingly high levels of ambiguity. Succeeding within the face of such ambiguity requires a high degree of effective sensemaking and creativity within teams. High-reliability theory and related frameworks suggest a number of ways in which managers can successfully manage the unexpected, but these propositions have focused primarily on safety outcomes, have not considered the important role of managers as actors in this process, and have yet to be incorporated into the mainstream leadership literature despite their applicability. Addressing that void, this study proposes and finds preliminary evidence for a multilevel theoretical model integrating high-reliability theory and the leadership literature to examine relationships of team collective mindfulness and team manager openness with employee creativity among a sample of 100 employees nested within 20 teams. As such, these findings suggest distinct ways in which the tenets of high-reliability theory may apply in generalized management situations, while extending the theory to involve non-safety-related outcomes such as creativity. Practical implications of this study include the identification of communication styles that managers may use to encourage creative performance.

Genre

doctoral dissertations

Subjects--Topics

Organizational behavior
Management
Psychology, Industrial

Degree

Ph.D.

Keywords

Creativity
Employee Performance
High Reliability Theory
Leadership
Sensemaking
Small Businesses

Subject Area

Organizational Science

Advisor(s)

Shanock, Linda

Committee Members

Scott, Clifton
Beck, Tammy
Gentry, William

Degree Note

Thesis (Ph.D.)--University of North Carolina at Charlotte, 2011.

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Rights Holder Information

Copyright is held by the author unless otherwise indicated.

Identifier

Baran_uncc_0694D_10170

Permalink

http://hdl.handle.net/20.500.13093/etd:1394