Research by notable experts such as Quarantelli, Perry, Dynes, Schneider, and Perrow indicates there is a gap in knowledge regarding the perceptions and attitudes of federal emergency management leaders regarding their understanding of unity of effort and their role in collaboration across the full spectrum of emergency management. This dissertation is an exploratory case study, utilizing a qualitative interview process to examine collaborative leadership issues through the lens of social construction theory, contingent coordination theory, and emergency management practice. The conceptual design and problem framing of this study provide a process for analysis and synthesis facilitating rich interpretation and development of the critical findings of perception. Ultimately, the research presents a discussion for the further study of emergency management leader perception regarding collaboration and may lead to the future theoretical advancement in the emergency management field.,
|Subjects||Management; Public policy; Health care management|
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