From the thesis abstract: "This research applies the social identity approach to organizations and the public sector leaders who are instrumental in building the collaborative capacity of their respective groups. Collaboration at all levels of government and with the agencies within those levels of government has been elusive. Traditional studies on collaborative public management have focused on the need for collaboration and failures that occur without collaboration. Past studies in leadership communication have largely ignored the role of social identity in individual behavior. This research blends the social identity approach, collaborative public management, and leadership communication in order to alleviate these issues. The analysis of this research proposes that the social identity approach to organizational behavior gives insight into individual member behavior and thus the behavior of groups and the organization itself. Communication techniques are filtered through the social identity approach in order to identify those techniques that have the greatest chance of creating an identity that is more open to collaboration."
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