Dissertation/Thesis Abstract

Examining empathy in team leader practices: A qualitative case study
by Fenwick, Rick, Jr., Ph.D., Capella University, 2016, 109; 10247362
Abstract (Summary)

In many organizational settings, companies use the team concept in order to accomplish organizational goals in a timely and efficient manner. In manufacturing settings, organizations use the team concept to complete tasks such as building products in bulk quantities, as well as provide safety to employees. In this type of setting, every team has a team leader who is responsible for providing support to the team members (coworkers) and ensuring that the team accomplishes organizational goals. In many organizations, there is a disparity in teams. Some teams are successful in completing organizational goals and have high team morale, while other teams struggle in meeting goals and have low team morale. Many possible factors play in to explaining why there are disparities in teams. One possible explanation for disparity in teams is empathy. The research study conducted was an exploratory qualitative case study involving interviews with 14 team leaders of an automotive factory in the United States. The purpose of the case study was to examine the role of empathy used by team leaders with their coworkers. The results from the data collection found the following themes: reciprocation, offering supportive behaviors, better work culture, relationship building, increased team morale, increased involvement in running the business, recognition, determining factors for deciding to use empathy, and connection with coworkers.

Indexing (document details)
Advisor: Fremont, Paula
Commitee: Loehrer, Rebecca, Roberts, Rosanne
School: Capella University
Department: Social and Behavioral Sciences
School Location: United States -- Minnesota
Source: DAI-B 78/06(E), Dissertation Abstracts International
Subjects: Personality psychology
Keywords: Empathy, Manufacturing, Team leaders, Teams
Publication Number: 10247362
ISBN: 978-1-369-43740-9
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