This study employed upper echelon perspective, social capital perspective, and strategic leadership and leadership style perspectives to examine the effects of CEO transformational leadership and CEO dominance on the three internal social capital dimensions, i.e. structural, relationship, and cognitive capital, of top management team (TMT). It also investigated the effects of the TMT internal social capitals on firm performance, and the mediating roles of the TMT social capital in the CEO leadership-performance relationship. The unit of analysis is at the firm level. Structural equation modeling conducted with LISREL was employed to test the fitness of overall hypothesized model and the significance of hypothesized relationships among studied variables. Empirical results showed that the theoretical models fit the data very well, and most of hypotheses are supported; the significance of top executives and interactions on firm outcomes were significantly ascertained. Specifically, CEO dominance may produce negative effects on TMT network density and trust while CEO transformational leadership may promote TMT network density, trust, and shared vision. On the other hand, TMT network density may foster firm performance. Finally, results showed that TMT network density mediated the relationships of CEO leadership and firm performance. This study has significant implications for upper echelons perspective, the integration of strategic leadership and leadership style research, and the applications of social capital perspective. Research findings also exhibit valuable insights for the strategic implications of TMT dynamics in business practices. Limitations and future directions were discussed for further extensions.

Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.

<p><strong>Background </strong></p><p>IKEA Communications (ICOM) is IKEA’s communication company which creates communication tools, such as the IKEA catalogue and brochures. The company also functions as IKEA’s internal communication agency. In 2008, ICOM went through a reorganization adopting a matrix structure. This imposes challenges since the employees report to different leaders in different situations. The competence leaders (CL) have the traditional staffing responsibility while project leaders (PL) are the operating leaders and responsible for leading the projects.<strong></strong></p><p><strong>Purpose </strong></p><p><strong></strong>We will investigate how the leadership in terms of role clarification and area of responsibility of the CLs can be made more distinct in relation to their employees. Second, we investigate how the relationship between PLs and CLs can be further developed in terms of feedback. This involves sharing employee performance review and individual development after a project as well as how the CL can conduct employee performance review meetings.</p><p><strong>Method </strong></p><p><strong></strong>The study was performed with a qualitative method. A number of 13 semi-structured interviews were conducted with employees and leaders at the production department at ICOM.<strong></strong></p><p><strong>Conclusion</strong></p><p>Two areas of development have been identified at ICOM. It is evident employees are confused regarding the CL’s role and area of responsibility. The role of the CLs is clear in theory but not in practice. Hence, the first area of development is to increase the distinction of CL’s leadership in terms clarifying their role and responsibility. The study also discovered there is no common feedback routine used between PL and CL where they exchange information regarding employee’s performance within a project. The second area of development is regarding the usage of a structured feedback routine for providing this information.</p>

本研究旨在探討區公所的公務人員對直屬長官實施轉換型領導時的評價之差異性、對行政績效上的評價之差異情形，及探討轉換型領導與行政績效間之關係。 本研究之實證調查部份，採用問卷調查法，以台北市各區公所的公務人員為研究範圍，針對12行政區公所採分層比例隨機抽樣法，以55％之比例為抽樣基準，總計抽取795份樣本進行施測，取得回收有效問卷714份。研究問卷內容包含員工個人基本資料、轉換型領導量表及行政績效量表。問卷調查資料運用電腦統計套裝軟體SPSS for Windows 10.0版，以描述性統計分析、t檢定、單因子變異數分析、及Person積差相關係數等統計分析方法進行資料處理。 本研究經實證分析，歸納結論如次： 一、就「轉換型領導」各構面平均數比率的得分情形而言，其中以「理想化的影響力」得分最高（71.02%），其次依序為「個別化的關懷」（68.16%），「交易領導」（68.10%），得分最低的為「才智的激發」（68.03%）。 二、就「行政績效」各構面平均數比率的得分情形而言，其中以「組織目標達成程度」得分最高（82.67%），其次依序為「組織資源運用程度」（81.76%），「員工服務品質」（80.53%），得分最低的則為「領導滿意度」（69.70%）。 三、個人基本屬性對直屬長官在實施轉換型領導時的評價之各構面之差異情形，其中因年齡、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。 四、個人基本屬性對行政績效的評價之各構面之差異情形，其中因年齡、公務員年資、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。 五、轉換型領導與行政績效呈現高度正相關。 最後，本研究依據研究結果提出若干建議，做為後續研究之參考。 關鍵字：轉換型領導、行政績效 / Using the civil servants in the twelve district offices of Taipei City as a sample space, this study aims to probe their evaluations for transformational leadership and the administrative performance. Also, it investigates the relations between the transformational leadership and the administrative performance of the civil servants. This study uses questionnaire survey as the research method. Research samples come from the civil servants in the district offices of Taipei City. The samples are selected by stratified random sampling method. 55 percent of the personnel from each sampled department form the sample space. 714 out of 795 distributed samples are successfully returned. The questions in the questionnaire include personal information and the quantifiable measurements for both the transformational leadership and the administrative performance. Obtained data are then processed with SPSS for Windows 10.0. The performed processes include the analysis of Descriptive Statistics Analysis, the t-Test, the One-Way ANOVA and the Pearson Product Moment Correlation . After the empirical analysis, we have come to the conclusions as below: 1. On the mean ratio of transformational leadership facet, the idealized influence wins the highest points (71.02%) , with the individualized consideration seconds to it (68.16%), followed by the transactional leadership (68.10%), and the intellectual stimulation (68.03%). 2. On the mean ratio of administrative performance facet, the organization goal achievement comes on top with 82.67%, with the organization effectiveness resource using seconds to it (81.76%), followed by the service quality of employee (80.53%) and the leadership satisfaction (69.70%). 3. The responses of employee on the transformational leadership differ significantly according to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions), and whether have served in private business or not, classified in agency. 4. The administrative performance also differs significantly due to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions), whether have served in private business or not, classified in agency and the total serving years. 5. In general, the transformational leadership and the administrative performance are positively related. With this study, the author intends to come up with a result that provides some help to the related researches in the future. Keyword：transformational leadership , administrative performance

Thesis (Ph.D.)--University of Western Sydney, 2009. / A thesis presented to the University of Western Sydney, College of Arts, School of Psychology in fulfillment of the requirements for the degree of Doctor of Philosophy. Includes bibliographical references.

In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.

The purpose of this descriptive, quantitative, non-experimental, cross-sectional study was to determine the self-perceived leadership style of principals in an era of accountability. The research instrument was the Multifactor Leadership Questionnaire with added demographic questions. In addition to the determination of the self-perceived principal leadership style, the intention of this study was to determine the possible relationship of demographic variables such as principal gender, experience, ethnicity, school type (elementary, middle school, and high school), school grade, and school socioeconomic status determined by Title I on leadership styles. The participants of the study were principals from three large school districts in the state of Florida. The dependent variable was the principal leadership style categorized on the Multi-Factor Leadership Questionnaire (MLQ) as transactional, transformational, or laissez-faire. The MLQ also determined the use of behaviors categorized as laissez-faire, authoritative, or participative. The independent variables were the demographic variables, principal gender, ethnicity, years of experience as a school principal, school type (elementary, middle, and high school), school grade, and school socioeconomic status defined by Title I. The data were analyzed with descriptive statistics, correlation analysis, and a series of Factorial ANOVAs to examine the research questions. The results found moderate differences among the demographic variables gender, ethnicity, school level, SES, and change in school grade. No differences were found between leadership styles and the years of experience for principals. The findings of the study may have significance for principals of elementary, middle, and high schools in the identification of different leadership approaches and styles in an era of accountability. The findings of the study may also provide a benefit for principals of schools examining alternative leadership methods to motivate teachers and students to improve academic outcomes.

Syftet med studien är att se hur det kreativa arbetsklimatet ser ut på två avdelningar inom en offentlig sektor och jämföra dessa samt se om det finns något samband med ett utvecklande ledarskap. Vi använde oss av en metodkombination för vår undersökning och inledde med att genomföra en kvantitativ datainsamling med hjälp av en enkät och därefter genomföra en kvalitativ datainsamling i form av fyra intervjuer där vi intervjuade både chefer och medarbetare för att se frågan från båda perspektiven. Vi kan utifrån resultaten av vår studie se att det kreativa klimatet är bättre på den avdelningen där det finns ett utvecklande ledarskap men att det också finns andra organisatoriska faktorer som påverkar detta.

Community college boards of trustees are faced with the awesome responsibility of governing complex systems and responding to conventional organizational challenges. One Texas board of trustees was faced with the inconceivable challenge of regaining the trust of its district and the community after questionable circumstances surrounding the resignation of the chancellor, indictments of two board members and the former chairman of the board, and other behavior that although not illegal, was unethical and morally corrupt. This study looks at the transformation of a community college board over a two-year period, from a state of organizational disarray to seeking community support for a $450 million bond package. The research chronicles the transition by comparing and contrasting the accounts of what transpired, with the principles of chaos theory, transformational leadership and the John Carver Policy Governance® Model. For an entity in organizational chaos, a commitment to transform is needed to ultimately reach the point where it can adopt governance principles to provide the foundation for effective leadership, such as those espoused by the Carver model. Change must occur and the success or failure of an organization or system depends on how effective the leadership is at identifying challenges and working with them to create opportunities. When an organization approaches chaos and the need for changes with trepidation, progress and success are improbable. It is the understanding that order emerges from chaos that leads to a renewed mindset; a mindset that looks beyond traditional structures and embraces flexibility, innovation and creativity. The resolve of the trustees to regain public trust and support has served as the impetus to implement the changes needed to govern the district effectively. / text

Σκοπός της παρούσας εργασίας είναι η διερεύνηση και η μελέτη της μετασχηματιστικής ηγεσίας (Transformational Leadership) των σύγχρονων managers, τους τρόπους με τους οποίους εφαρμόζεται, καθώς επίσης και τα αποτελέσματα που μπορεί να έχει στην απόδοση των εργαζομένων. Επίσης, μελετά την σχέση του σύγχρονου αυτού τρόπου διοίκησης με τις διαπροσωπικές και επιχειρηματικές σχέσεις. Στο [Κεφάλαιο 1] δίνεται ο ορισμός της ηγεσίας ως «μία διαδικασία επηρεασμού των δράσεων μιας ομάδας ατόμων με σκοπό την επίτευξη στόχων», ενώ μία σημαντική διαφορά του ηγέτη από τον μάνατζερ είναι ότι ο ηγέτης δημιουργεί οράματα στους ανθρώπους και τους εμπνέει, ενώ ο μάνατζερ επικεντρώνεται σε διαδικασίες, συστήματα και στη λογική. Από όλες τις θεωρίες ηγεσίας που παρουσιάζονται στη συνέχεια, ιδιαίτερη έμφαση δίνεται στη Μετασχηματιστική Ηγεσία μέσω της οποίας μετασχηματίζονται οι προσδοκίες, οι αντιλήψεις και τα κίνητρα των εργαζομένων προς ένα κοινό στόχο. Στο [Κεφάλαιο 2] αναλύονται οι σχέσεις των εργαζομένων μιας επιχείρησης και ο βαθμός ικανοποίησης τους στο χώρο εργασίας. Για το λόγο αυτό εισάγεται η έννοια του «εσωτερικού μάρκετινγκ» μία πτυχή της οποία είναι η αλληλεπίδραση προϊσταμένων-υφισταμένων. Η σχέση αυτή συνοψίζεται στο ότι «δεν μπορείς να έχεις ευτυχισμένους πελάτες αν δεν έχεις ευτυχισμένο προσωπικό». Στο [Κεφάλαιο 3] αναπτύσσεται η έννοια του Σχεσιακού Μάρκετινγκ ως ένα είδος στρατηγικής που έχει στόχο την ανάπτυξη και διατήρηση μόνιμων σχέσεων μεταξύ των επιχειρήσεων και των πελατών τους. Στο [Κεφάλαιο 4] παρουσιάζεται η ερευνητική μεθοδολογία που ακολουθήθηκε, ενώ στο [Κεφάλαιο 5] οι στατιστικές αναλύσεις των δεδομένων από τα ερωτηματολόγια σε πίνακες ή γραφήματα. Στο τελευταίο κεφάλαιο συνοψίζονται τα [Συμπεράσματα] και διερευνάται η δυνατότητα επέκτασης της έρευνας σε μία ευρύτερη περιοχή και σύγκρισή της με ευρωπαϊκά δεδομένα. / The purpose of this thesis is to investigate and study the Transformational Leadership of modern managers, the ways in which it is applied, and the results it has on employee performance. Also, the relationship of modern management with interpersonal and business relationships is studied.In In [Chapter 1] the definition of leadership is given as "a process of influencing the actions of a group of people to achieve goals", while a significant difference of the leader vs. manager is that the leader creates visions to people and inspires them, while the manager focuses in processes, systems and logic. Of all the leadership theories presented below, particular emphasis is placed on Transformational Leadership through which transformed expectations, perceptions and motivations of employees towards a common goal.In [Chapter 2] the relationships of employees of a company and the level of satisfaction in the workplace is analyzed. For this reason the concept of an "internal marketing" is introduced one aspect of which is the heads-current interaction. The Relationship is summarized in that "you can not have happy customers unless you have happy staff." [Chapter 3] follows the concept of Relational Marketing as a kind of strategy that aims to develop and maintain sustainable relationships between businesses and their customers. In [Chapter 4] the research methodology is presented, while in [Chapter 5] the statistical analisis of the data from the questionnaires is visualized in tables and graphs. The last chapter summarizes the [Conclusions] and investigates the possibility of extending the research to a wider area comparing it with European standards.