Le but de cette recherche a été de savoir si le leadership expérientiel d'équipe existait et était utilisé dans les milieux professionnels. Pour atteindre ce but, nous avons réalisé une revue de littérature dans les domaines du leadership, tant situationniste que personnaliste. En nous basant sur ces formes de leadership, nous avons pu proposer la perspective du leadership expérientiel. La recherche s'est particulièrement appuyée sur les travaux de Kolb (1976, 1984) et de Fleishman (1955). Nous avions perçu des analogies entre ces deux modèles et voulions mettre à jour leur relation. Nous sommes ainsi parvenu à une définition sommaire de ce qu'était le leadership expérientiel, cela en mettant tout d'abord en relief les modes et les styles de leadership expérientiels présents en entreprise, et également en essayant de mettre en relief la manière dont les gestionnaires et cadres le mettent en pratique. Nous avons pu conclure que les quatre styles sont rencontrés chez la plupart de nos répondants, mais les styles favorisés peuvent être différents selon la nationalité des répondants. ______________________________________________________________________________

Abstract Authors: Dmitry Moiseev and Polina KorolevaProgram: Leadership and Management in International Context Title: Power of innovative culture within organisations From 18 century almost everything that occurred during economic growth was done due to innovations. Companies started to understand that innovations could give a competitive advantage and increase organisational effectiveness. Innovative culture, in turn, is one of the most important conditions that make innovations happen. However innovative culture is not so popular and common within a lot of companies, maybe because of lack of knowledge according to this notion, maybe because of unwillingness and fear to change something. Innovative culture consists of aspects that have some particular shade and lead to innovations’ creation. In this research we defined innovative culture, determined and analysed different aspects that differentiate it among any other kind of culture. We showed advantages of innovativeness and described the leadership style which serves to innovations. Our findings are proven by the examples and words of leaders from global companies, which helped to build us empirical part.

ABSTRACT Authors: Andersson Pernilla, Thioubou Banna   Title:  Communication and types of leadership: an example from the Swedish Military Organisation   Level:  BA Thesis in Media and Communication Studies   Key words:  Leadership, charisma, directorship/manager, leader, communication   Purpose: The aim with this study  entitled "communication and leadership: an example from the Swedish military organisation”, was to get better insight about leadership and communication in the Swedish army. In this purpose, we used organisational theories as well as communication theories to illustrate and support our study and statements.   Method: our empirical data was based on a qualitative study but we even carried out a quantitative study, since a survey had been made. The purpose with the survey was to get, from people chosen randomly in the city of Kalmar, opinions and thoughts about leadership and communication in the Swedish army. We even did some deep interviews with former and present officers in Swedish army, in order to develop our study.   Results: At the end of our study we were able to say that there were different types of leadership, depending on the type of organisation. The Swedish army has a distinct structure when it comes to leadership and communication. However, even if the structure is based on a hierarchical pyramid, meaning that all the final decisions are the prerogative of the commanders, it is more and more common to initiate dialogue in this organisation. The lack of knowledge and prejudices are the main reasons why the Swedish military organisation is not well known. Another reason, based on the results from our survey, might be the lack of external communication from the army’s side.   Number of pages:  60 plus appendix Program: Program for International Communications University: Kalmar University Institution: Institution of Communication and Design Period: Spring 2009 Examiner: Sara Hamqvist Tutor: Britt-Marie Ringfjord

It is direct response on a pure reaction that a leader took a learning and visiting. And it means that all of the spirit and style deep in his mine will explosion at any time and any where. Even though account a character later, will be described included a real; aconcept and the other spirit also be exploded and you will find some philosophy of management that you never found before if you carefully. The leader visited to the site of manufacturing that different from around the table in the office and will contact and feel all of the men; products; facilities; the environment and every thing around the site directly. The feeling is really, the reaction is true and the response normally representing the spirit of the leader. The spirit including something will feed back to the men, whom interact with the leader. You will found that a success leader all ways have some character form the feed backs. On the observation we have found some conclusions as follow: 1. A success leader has the modest and studious characters. 2. A success leader has the conscientious and never stop till find out the cause curiously characters. 3. A success leader will sight on the future and carry out the strategies for the futures. 4. A success leader will seek the truth from the facts and take streamlining. 5. A success leader will try to get all of the information and disseminate the useful news in time. 6. A success leader is a disseminator of experience and never limited in the organization or the countries.

Mobile ad hoc networks consist of potentially moving, computing nodes that communicate via radio and do not have access to any fixed infrastructure. The knowl- edge about nearby nodes is a fundamental requirement and is part of many of the known solutions to problems in mobile and wireless networks including routing, broad- casting, distributed token circulation, etc. The existing solutions for this problem of knowing about neighbors are probabilistic. In this thesis, we give a first step towards a distributed, deterministic algorithm for finding out about the neighboring nodes. In particular, we focus on the problem of maintaining information about neighboring nodes in a one dimensional mobile and wireless ad hoc environment. Under some simplifying assumptions, we give an algorithm for the problem and a proof of correctness for the algorithm. We deal with efficiency in terms of both time and space. We prove a tight bound on the speed of propagation of the message when the nodes are sufficiently dense. We also consider the case when multiple clusters merge together. Our algorithm is space efficient in that the nodes do not include information about all the nodes they know in their broadcast message at all times. Nodes also store only the information about relevant nodes in their local store and purge information about nodes that have moved out of range. Our work shows that it is possible to solve the problem deterministically, and with reasonable values of the parameters, under some simplifying assumptions. Numerous interesting open questions remain in the area regarding how to relax the assumptions to make the approach more practical.

Regarding the development of leadership theory, for long, mostly it starts from the Western point of view. However, owing to the different cultural background perspectives, the leadership in Western society is vividly different from that within Chinese society which is so called Paternalistic Leadership. In Chinese society, the relationship between supervisors and subordinates emphasizes their different roles¡¦ regulations and behaviors¡¦ forecasting, not only their dyadic relationships. Meanwhile, the power distance between supervisors and subordinates is huge. These factors are different from the Western society in which their rights between supervisors and subordinates are equivalent. Subsequently, the Paternalist Leadership has three vital categories, each having subordinate responses which all imply that the Paternalist Leadership is based on the followership of subordinates. Furthermore, ¡§trust¡¨ is a vital discussed issue in the field of organizational behavior, no matter in sociology, social psychology, marketing theory, etc. Trust relationship between supervisors and subordinates enhances the coordination and efficiency of their jobs and likewise, because people trust each other¡¦s goodwill the cost of monitoring will be decreased. Thus, this study, collecting 194 dyadic data, tries to discuss the employees¡¦ effectiveness while subordinates¡¦ trust in their direct leader¡¦s Paternalistic leadership behaviors. The findings of this study show that while subordinates trust in their direct leaders, there is no moderate effect in organizational citizenship behaviors and job performance. However, trust in leadership has partial moderate effects on subordinates to supervisors¡¦ satisfaction and turn-over rate, and further, it has stronger effects on subordinates to organizational commitment. In other words, while subordinates trust in their direct leaders, it transforms the subordinate¡¦s attitude in indirect behaviors. If subordinates can trust their direct supervisors, it will influence the attitude of subordinates¡¦ psychological level, and this psychological effect enhances the attitude of organizational identification and commitment. That is, subordinates¡¦ trust in their direct leaders is a vital factor to influence their inner minds. Finally a concrete brief on the limitations of the study, further research direction in the future and how the study is related to management in the real world is presented.

Nowadays the research area in human resource management does not focus on the individual work performance anymore, but emphasize on the communication and relations between employers and employees instead. To create the organizational communication climate including leadership communication skills and strategies becomes the most important issue (Tsai, 2000; Robertson, 2000; 2001; 2002). Communication can lead an organization to go for the common cause, and the management has to affirm organizational vision and mission, drive transformational change, issue a call to action, reinforce organizational capabilities, and create an environment where motivation can flourish (Baldoni, 2004). In Saving Big Blue, the ex-president Gerstner would regularly communicate with his subordinates via intranet and listen to their opinions, for he believes that he can learn the demands of employees due to the direct communication way. The management has to make people perceived of their importance in a company and clearly understand organizational goals and beliefs without communication barriers. Therefore the direct effect of leaders on subordinates is the daily communication (Solomon & Flores, 2002), and communication can build up mutual trust (Baldoni, 2002). Employees are tempted to reach organizational goals, and the leadership can manage to it; effective leader behaviors can increase the work motivation (Humphreys, 2004). After the interviews, the author develops six propositions as follows. Proposition 1. To people who are motivated by positive words, individual achievements, leadership and work lifestyle are more important to the pure money compensation. Proposition 2. Negative words are always with emotions, and the communication content with menace results in permanent or temporary work efficiency? Proposition 3. The relationship between employee readiness and leader behaviors. Proposition 4. Further research on the trust basics between leaders and subordinates based on patriarchy. Proposition 5. The relationship between communication trustworthiness niches and communication skills. Proposition 6. Leader communication style is a way to determine the perceived leadership pattern.

This study examined the perceptions of female leaders' qualifications, leadership style, and effectiveness to lead. Eighty-nine leaders were surveyed using the Leader Perception Questionnaire Inventory (LPQ-i) on a four-point Likert scale and four random selected phone interviews. This study focused on several conceptual frameworks: first, role congruity theory which examined the incongruence of female leaders; second, contingency and transformational theory, which focuses on behavior style based on qualifications, leadership styles, and effectiveness of female leader's; and lastly, feminist theory which examined gender related issues of leadership. This study details current and historical context of female leader's influence in the workplace throughout history. This study utilized a (qualitative and quantitative) mixed methods approach to gain a new perspective using a phi and chi test to test the hypotheses. The findings concluded that women are continually disproportionately outnumbered by a large margin of (62%) males and '37%) females in high level leadership positions. Also, the findings concluded that men and women hold similar views of female leadership.

In this work are submitted coherences and differences of expertise, competence, qualification; there are sifted and structured various theories of personalities, objective communication, social – psychological, professional competences, there are structured theoretical and practical researches. There is analysis of competence’s levels, a contact with activity, broad-brush conceptions of common competences and necessity of effective leadership in the organization’s context. There are assessed results of research, analyzed in detail problems of leader’s personalities, objective competences. The research showed that leader’s and workers’ relations have a huge influence to leader’s activities efficiency. Leaders become the main axis of organization, of their competence solutions depend all results of organization and luck of subjects. The organization will be that, what will be relations between people. Effective commanding leader should be able to assess people and their actions, to trust in his subordinates, to assess and understand them. That’s why, leader should have specific features, strong character and personal features, which have a huge meaning for quality of leadership.

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