The COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future. / Master of Science in Life Sciences / The COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future.

No / Notions of leadership change over time. The last two decades have been dominated by US models of ¿heroic¿ leadership, based largely on predominately male-biased samples, which have been focused on studies of ¿distant¿ leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few ¿gifted¿ ¿charismatic¿ individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase ¿engagement¿ amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of ¿nearby¿ leadership in UK public sector organisations.

Internships provide a platform for students to apply theoretical knowledge in a practical setting and to gain hands-on experience (Simons et al., 2012). Moreover, internships can help students build networks and connections within their chosen industry, which can later prove valuable in their career development. This qualitative exploratory study investigated students' perceptions of their hospitality and tourism internships on how they perceive their career pathways after completing an internship in a four-year degree program. For this study, a group of Junior and Senior hospitality and tourism university students from a major university were interviewed. The researcher utilized a phenomenological approach to analyze the data to best understand their lived experiences and perceptions. This was further contextualized under the theoretical framework of Transformational Leadership Theory (Northouse, 2019) to help elucidate the students' perceptions of their internships on their career pathways. From this analysis process, four themes emerged from their perceptions: 1) Servant Leadership, 2) mission and vison alignment, 3) mentors, and 4) connection of learning. This study addressed the gap in the current literature of transformational leadership and college students' perceptions of their career pathways after completing an internship by understanding how the 4i's of idealized influence and charisma, inspirational motivation, intellectual stimulation, and individualized consideration are positively or negatively perceived. A key finding of the study was that students' perceptions of their career pathways were positive in both transformational and transactional internships, and only differed in the 4i's constructs. However, students who completed a transformational internship could see themselves as leaders within the organization and could see a pathway for career advancement increasing retention within the organization.

Magister Artium (Development Studies) - MA(DVS) / Clarifying the nexus between leadership and organisational effectiveness across the world remains a significant challenge that has raised robust scholarly debate. A wide range of conceptual models have been provided on effective leadership. But, at the global level few empirical studies have been done to examine transformational leadership in the context of Non-Government Organisations (NGOs). In line with the leadership theory and conceptual framework, this study sought to analyse members' perception of their leaders, using a case study NGO in Addis Ababa. The researcher employed both quantitative and qualitative research methods. Quantitative methodology used questionnaire surveys based on the Multifactor Leadership Questionnaire to assess the dominant leadership style within ANOPA+. Qualitative methodology was applied through semi-structured interviews, in order to deepen the understanding of the existing leadership style based on the members' perception of the organisation. The results of the study indicated that transformational leadership motivated followers to attain more than they thought possible, by appealing to followers self-esteem and inspiring them to go beyond self-centered interests. In addition, the research process identified five important gaps that impede the successful implementation of ANOPA+'s programme. First, this study revealed that ANOPA+ leaders failed to use, or lacked a proper understanding of, transformational leadership skills. Second, this empirical research, discovered that the dominant leadership style within ANOPA+ was transactional leadership. Third, this research confirmed that there was no statistically significant difference between the perception of staff and volunteers regarding the leadership style within ANOPA+. Fourth, the field data assessment showed that HIV/AIDS status is the crucial criterion for appointment as a leader in ANOPA+. However, ANOPA+ members believed that effective leaders should have a combination of the knowledge, skills and competencies that followers can use to perform their day-to-day work. Fifth, the study identified that the appointment of women in leadership positions within ANOPA+ is very low. Within the context of the above mentioned analysis, the study finally brings into focus general observations gained from the investigation and provides recommendations to policy makers and other stakeholders.

Since 2002, the federal government has disseminated surveys to all of its federal agencies to obtain employees' views on the federal agencies' work environments. This study examined the relationship between employees' perception of their leaders' transformational leadership skills and employee job satisfaction. This study was conducted in a metropolitan area in the midwestern United States using 12 federal agencies, totaling approximately 33,000 employees. The theoretical framework for this study was transformational leadership theory. The 5 constructs published by House and Burns were used in multifactor leadership questionnaire surveys by scholarly and peer-reviewed studies and represent the primary leadership skills. The study used the job satisfaction survey to gather information on federal employees' work environments. Data were collected from a random selection of participants from agency employee rosters. The data analysis revealed a relationship between transformational leadership constructs and job satisfaction with intellectual stimulation receiving the highest correlation. All variables have a high correlation to each other with F (5, 86) =.968, p = .44, R2 (.053). The R2 value of .053 indicated that approximately 5.3% of variations in job satisfaction are accounted for by the linear combination of the predictor variables. The variables are idealized attributes and behaviors, intellectual stimulation, inspirational motivation, and individual considerations. The findings may contribute to positive social change by providing federal government leaders with an understanding of transformational leadership skills and job satisfaction.

Denna studie behandlar ämnet ledarskap och inriktar sig på den militära ledarskapsteorin Utvecklande ledarskap.  Uppsatsen syftar till att undersöka om Karl XII:s framgångar som ledare kan förklaras genom en modern ledarskapsteori såsom Utvecklande ledarskap. Detta görs genom att undersöka om de eftersträvansvärda ledarkaraktäristika som nämns i Utvecklande ledarskap även går att finna i återberättelser om Karl XII:s ledarskap under den Senkarolinska tiden. Teorin Utvecklande ledarskap har analyserats gentemot dess föregångare Transformational leadership för att få en djupare förståelse för vad den utvecklande ledarskapsteorin innebär samt öka utbudet på beskrivningar av eftersträvansvärda ledaregenskaper. Här identifieras tre kännetecken som sammanfattar teorins önskvärda ledaregenskaper: Föredöme, Personlig omtanke samt Inspiration och motivation. Dessa kännetecken prövas sedan mot återberättelser av Karl XII:s ledarskap för att påvisa att många av de önskvärda ledaregenskaper som nämns i de moderna ledarskapsteorierna även gick att finna i Karl XII:s ledarskap. Resultatet av studien blev att många av de karaktärsdrag som nämns i Utvecklande ledarskap också gick att finna hos Karl XII med skillnaden att innebörden av begreppen ändrats på grund av kulturella och religiösa förändringar med tiden. En sista skillnad är att dessa karaktärsdrag inte var nedtecknade i en teoretisk modell under den Senkarolinska tiden, då Karl XII regerade, vilket försvårade transferering och utbildning i ämnet. / This study is about leadership and directed towards the modern leadership theory Developmental leadership. The paper tries to explain some of Karl XII’s success as a leader by examining if he followed some of the principles of Developmental leadership. This is done by researching if the desirable leadership traits mentioned in Developmental leadership can also be found in narrations of Karl XII’s leadership during the late Carolinian times. The theory of Developmental leadership has been analyzed in relation to its progenitor Transformational leadership in order to get a deeper understanding for what Developmental leadership means and increase the range of descriptions of desirable leadership traits. Three characteristics are identified that summarize the desirable traits of the theories: Role model behavior, Personal care and Inspiration and motivation. These characteristics are then tested against narrations of Karl XII’s leadership to prove that many of the desirable leadership traits mentioned in modern leadership theories also were to be found in Karl XII’s leadership. The results of the study was that many of the traits mentioned in Developmental leadership also were found in Karl XII’s leadership, though different in regards to the meaning of some of the traits that has been altered due to cultural and religious changes by time. One last difference is that these traits and characteristics not were written down as a theoretical model during the late Carolinian times, when Karl XII ruled, which hampered the transference of knowledge and education on the field of study.

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)

<p>The business climate of today demands high flexibility and quick responsiveness from suppliers.</p><p>It has become essential for organizations to have effective leaders in all hierarchal</p><p>levels, which understand and are able to work under these conditions. As the market requirements</p><p>have changed, a new paradigm of leadership has evolved (Bryman, 1992). This</p><p>paradigm puts more focus on charisma and how to motivate followers, which is the essential</p><p>part of transformational leadership. According to Burns (1978), transformational leadership</p><p>is a process between leader and follower rather than exchanges. This leads to the</p><p>question of what effective leadership is and if it can be measured in some way. One</p><p>method is the use of the Multifactor leadership questionnaire, the MLQ-test, developed by</p><p>Bass 1985 from the full range model.</p><p>The conducted research for this thesis is done at PaperPak Sweden AB, a manufacturer of</p><p>disposable incontinence products located in Aneby, Småland.</p><p>The purpose of this thesis is to evaluate if any differences and/or similarities in leadership</p><p>can be found between or within the hierarchical levels. The intent with the report is also to</p><p>investigate those variances and if they are positive or negative for an organization.</p><p>A theoretical framework focusing on leadership has been collected, to enable the fulfillment</p><p>of the thesis purpose. This framework will act as support for the analysis of the quantitative</p><p>investigation, based on the MLQ-test. From this analysis, the authors have made</p><p>conclusions and recommendations. The degree of transformational, transactional and laissez-</p><p>faire leadership has been measured for the three leadership levels top, middle and low</p><p>management. It could be argued that the top management should show the highest degree</p><p>of transformational leadership, and low management the least, due to their positions and</p><p>work tasks. The result of the analysis supported that theory to a large extent. However,</p><p>lower management showed a significantly higher degree of transformational leadership</p><p>than middle management. One explanation could be that middle management lives in a</p><p>more stressful situation, working between top and low management, compared to the other</p><p>two, which is supported by Grout (1994).</p><p>Since the theoretical findings mean that leadership can be learnt and developed, the authors</p><p>suggest that organizations always have to follow up and try to develop their leaders and</p><p>managers towards higher degrees of transformational leadership. Finally the authors suggest</p><p>that further studies of the MLQ-test should investigate the possibilities to include measurements</p><p>of the technical side of leadership, since the test currently does not take those</p><p>factors into consideration.</p>

本研究旨在探討國民中學校長轉型領導對學校組織學習影響之研究，具體目的包括瞭解國民中學校長轉型領導與組織學習現況、不同背景教師在國民中學校長轉型領導與組織學習知覺之差異情形、國民中學校長轉型領導各構面對組織學習的預測情形，最後歸納結論與建議，作為國民中學校長的參考。 本研究採問卷調查法進行。經由文獻探討與參考相關量表編製「國民中學學校組織學校狀況調查問卷」最為研究工具。抽樣方式採叢集抽樣，抽樣台北縣市41所國民中學教師1060位進行正式問卷施測，回收有效問卷860份，回收率81.13%；資料整理後以描述統計、獨立樣本t檢定、單因子變異數分析與逐步多元迴歸分析等方法進行統計分析，本研究的主要結果如下： 一、國民中學校長轉型領導現況以「激勵鼓舞」知覺得分最高，「智識啟發」最低。 二、國民中學學校組織學習現況以「支持專業成長」知覺得分最高，「提升專業知能」最低。 三、男性教師所知覺的校長轉型領導與學校組織學習較高。 四、女性校長之學校教師所知覺的校長轉型領導與學校組織學習較高。 五、不同學歷之教師，所知覺的校長轉型領導與學校組織學習無差異。 六、41歲以上之教師，所知覺校長轉型領導與學校組織學習較高。 七、擔任主任或組長之教師，所知覺校長轉型領導、學校組織學習較高。 八、年資16年以上之教師，所知覺校長轉型領導較高。 九、年資5年以下之教師，所知覺學校組織學習較高。 十、偏遠地區的學校教師所知覺之校長轉型領導與學校組織學習高於其他地區。 十一、國中校長轉型領導對學校組織學習具有預測力。 本研究根據研究結果，提出供校長推動學校組織學習之建議。 / The main purposes of this research are to understand the current situations of principals' transformational leadership and organizational learning in junior high schools, and to analyze the differences among principals' transformational leadership and organizational learning in personal variables, and school environmental variables in junior high schools. Furthermore, it explores the prediction among teachers’perception of transformational leadership and organizational learning with junior high schools. Finally, According to the results of the collected data, the researcher generalized the conclusions and provided suggestions for junior high schools. This study is based on documentary analysis and questionnaires. The “Investigative Questionaire of the organizational learning situations of junior high schools” is the main tool in use. The samples were 1,060 teachers selected from 41 junior high schools in Taiwan, and 860 of the distributed copies were returned as valid. The return rate was 81.13%. A series of statistical methods such as descriptive statistics, T-test, one-way ANOVA, and stepwise multiple regression analysis were employed in this study. The main results of this study are as the following: 1. Among the perceptional levels of the principals’ transformatIional leadership, the highest one is the “ encouraging motivation” ,whereas the lowest falls on “intellectual inspiration”. 2. In terms of organizational learning, teachers’ perception of” supporting professional development”scores the highest,whereas ” auditing expertise and supporting networking” scores the lowest. 3. The male teachers have stronger awareness on principals’ transformational leadership and organizational learning in junior high schools. 4. Teachers in the female principals’ school have stronger awareness on principals’ transformational leadership and organizational learning. 5. There’s no significant difference in teachers’ awareness of principals’ transformational leadership and organizational learning with respect to different educational backgrounds. 6. Teachers who are older than 41 years old have stronger awareness of principals’ transformational leadership and organizational learning in junior high schools. 7. Administrative teachers tend to have higher levels of awareness towards principals’ transformational leadership and organizational learning at schools. 8. Teachers with more-than-16-year teaching experience have higher levels of awareness towards principals’ transformational leadership in the schools. 9. Teachers with less than 5 years of teaching experience have higher levels of awareness towards organizational learning in the schools. 10. As to principals’ transformational leadership and organizational learning, teachers in the schools which are located in countryside have higher levels of wareness than those in town and city schools. 11. The transformational leadership can make good prediction of organizational learning. The results gained from this study can be the useful information for school principals.

With rapid changes in the business environment, more acute competition and increasingly demanding clients, organisations in the construction industry have identified innovation as a means of achieving competitive advantage. Innovation provides an important avenue for firms to improve performance while differentiating their products and services. Research has identified a number of factors as influencing innovation in construction organisations. Primarily these include internal factors such as organisational climate, innovation championing, leadership and exogenous influences such as clients, regulations, technology and the economy. The role of senior management in promoting innovation is widely recognised in literature. However, in the construction and project based environment, very few studies have focused on middle management and how their day to day leadership activities impact on innovation and project performance. The purpose of this study was to improve middle management leadership behaviour in order to facilitate innovation and improve project performance in construction professional services firms. Through a combination of qualitative case study, questionnaire surveys and qualitative interviews, the research identified how the leadership behaviour exhibited by middle managers in the work place could enhance innovation and project performance. The study was undertaken in five phases to reflect the five key objectives for the research. The first phase comprised a review of the literature on innovation to identify key internal and external factors influencing innovation and ultimately, project performance. The second phase involved a case study of three different innovative projects to examine the role of middle managers in facilitating the innovations studied. Phase three of the study investigated the relationships among transformational leadership, innovation championing and organisational climate for innovation while examining how they combine to promote innovation and enhance project performance. Phase four involved qualitative validation of the relationship among the constructs examined in phase three and preparation of leadership development resource for middle managers which was subsequently trialed in phase five. Key findings from the study suggest that transformational leadership behaviour exhibited by middle managers influences innovation by developing an environment conducive to innovation which in turn fosters innovation championing behaviour and ultimately, enhances project performance. The study contributes to knowledge and adds to the understanding of the role of middle managers in facilitating innovation and improving project performance. It demonstrates that the bypass effect of transformational leadership is applicable in the project based environment since transformational leadership of middle managers directly influenced project performance, circumventing project managers. In addition, the cascading effect of transformational leadership was confirmed, as championing behaviour and climate for innovation mediated the relationship between transformational leadership of middle managers and project performance. Furthermore, it revealed that the individual dimensions of transformational leadership influenced innovation and project performance differently. The study found that individualised support was the most influential dimension impacting on innovation championing behaviour, climate for innovation and project performance. Articulating vision and fostering the acceptance of group goals both influenced climate for innovation and project performance. High performance expectation, modelling behaviour and intellectual stimulation influenced innovation championing and project performance. Beyond these the study has highlighted the particular actions which constituted each dimension of transformational leadership and how they influenced the performance of project team members. Through this study transformational leadership development resource has been developed to help middle managers cultivate the expected leadership behaviour that could facilitate innovation and improve project performance. The study also identified how transformational leadership behaviour can be engrained in the day to day working practices of middle managers. The study presents a more positive view of middle managerial role in improving organisational performance contrary to previous negative reporting on this constituency and identifies the need for greater recognition for their role. The study recommends that construction professional services firms should support middle managers to develop transformational leadership behaviour and create the kind of environment where innovation becomes a part of the normal daily work practices. In addition the study opens a new avenue for the study of transformational leadership by using both qualitative and quantitative methods to investigate the impact of the individual dimensions. It recommends that future research adopts the same approach in different contexts to further test the suggested relationships. The study concludes with recommendations for policy makers to give greater attention to incorporating transformational leadership behaviour into the essential set of behavioural competencies managers in the construction industry need to develop beyond their technical skills.