The present study attempts to extend leader-member exchange theory to the team-level by including team social cohesion and two team-level exchange relationship constructs (i.e., team-level leader-member exchange [LMX] and team-member exchange [TMX]) simultaneously, and by examining antecedents and outcomes associated with these variables. The research model includes transformational leadership and team-members' individualism-collectivism as antecedents of the team relational environment and both team performance and team viability as effectiveness measures. Survey data were collected for a field sample of 89 Airborne Special Operations (ASO) teams in the Korean Army. Each team's effectiveness was rated by three different sources: team members (N=823, 7~11 people per team; M=9.4), regional unit (RU) peers (31~42 peers for each team; M=37.2), and RU commanders (N=17). The hypothesized model and several alternative models were tested three times, using team effectiveness measures from each of the three sources in a separate model. Overall, results from path analyses conducted using EQS were consistent with the hypotheses. Specifically, both team-level LMX and TMX were positively affected by transformational leadership and team members' collectivism. TMX showed a stronger positive association with team social cohesion than did team-level LMX. Team performance was positively affected by TMX, team social cohesion, and transformational leadership in the model that employed team members' ratings as team effectiveness measures. However, when the ratings from RU peers were used as team outcome measures, the path from team social cohesion to team performance remained significant, but the other two paths became non-significant. None of the three variables significantly predicted team performance as rated by RU commanders. When viewed in terms of team viability, team social cohesion showed a significant association with team viability across all three models. Although TMX predicted team viability when team members' ratings were used in the model, it did not predict team viability when the ratings were from either RU peers or RU commanders. Finally, transformational leadership showed a significant positive and negative relationship with the number of collectivists and individualists within a team, respectively, across all three models. The limitations of the present study and recommendations for future research are presented.

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

Darbe buvo siekiama atskleisti darbuotojų įsipareigojimo, etinio klimato organizacijoje ir transformacinio vadovavimo stiliaus sąsajų ypatumus. Tyrime dalyvavo 208 įvairiose organizacijose dirbantys tiriamieji (71 vyras ir 136 moterys). Įsipareigojimas organizacijai buvo vertinamas R. T. Mowday, R. M. Steers ir L. W. Porter (1979) įsipareigojimo organizacijai klausimynu, vadovavimo stilius - GTL skale (autoriai Carless, Wearing ir Mann, 2000) bei etinis klimatas – Etiniu klimato klausimynu, sudarytu B. Victor ir J. B. Cullen (1987, 1988). Rezultatai parodė, jog vienintelis sociodemografinis veiksnys, kuriuo galima būtų prognozuoti darbuotojų įsipareigojimą organizacijai, yra darbuotojo pareigos. Nustatyta, kad vadovaujantį darbą dirbantys asmenys yra labiau įsipareigoję organizacijai bei savo vadovo stilių suvokia kaip labiau transformacinį nei nevadovaujantį darbą dirbantys darbuotojai. Tyrimo rezultatai neatskleidė kitų individualių sociodemografinių veiksnių (amžiaus, lyties, šeimyninės padėties, darbo stažo) ir organizacinių veiksnių (organizacijos dydžio, organizacijos darbo srities, viešo/ privataus organizacijos sektoriaus) ryšių su įsipareigojimu organizacijai bei suvokiamu transformaciniu vadovavimo stiliumi. Nustatyta, jog organizacijoje, kurioje vyrauja globos etinis klimatas, darbuotojai yra labiau įsipareigoję organizacijai negu organizacijoje, kurioje vyrauja instrumentinis etinis klimatas ar taisyklėmis, įstatymais ir profesiniais kodeksais paremtas etinis... [toliau žr. visą tekstą] / The purpose of the research was to reveal the linkage between the employees’ commitment towards the organization, ethical climate and transformational leadership style. 208 employees from different organizations participated in the research (71 male and 136 female). The organizational commitment was measured by Mowday, Steers and Porter (1979) Organizational Commitment Questionnaire, the transformational leadership style was assessed using GTL scale developed by Carless, Wearing and Mann (2000). Ethical Climate Questionnaire, constructed by Victor and Cullen (1987, 1988) was used to assess ethical climate. The results revealed that the only predictive socio-demographic factor of the organizational commitment was the position of the employee. It was found that leading employees were more committed to their organizations and assessed the style of their leader as more transformational than non-leading employees. The results did not reveal any other socio demographic factors (such as gender, age, marital status, experience) and organizational factors (such as size and type of organization, public/private sector within the organization operates) relationships with organizational commitment and transformational leadership. It was identified that the employees are more committed to the organization containing care ethical climate than to the organization containing instrumental ethical climate or climate based on rules, law and codes. The more employees perceive their leaders as... [to full text]

This study examines the relationship between supervisors’ transformational leadership behaviors and their work groups’ subsequent affective well-being and job satisfaction under specific moderating conditions (collective efficacy and perceptions of meaningful work). Longitudinal data from 42 work groups in a Canadian government organization was used to test the proposed relationships. Work groups’ collective efficacy has a significant moderating effect on the relationship between transformational leadership and positive group affective well-being. Specifically, groups with lower levels of collective efficacy exhibit a stronger relationship between transformational leadership behaviours and both affective well-being and job satisfaction.

Syfte: Verksamheten har ställda mål som de inte uppnår, därför har en omorganisation genomförts. Syftet med undersökningen är att få kunskap om hur mellancheferna beskriver sitt arbetssätt med att utveckla sin personal och hur omorganisationen har påverkat mellanchefernas arbete. Frågeställningar: Hur beskriver mellancheferna sitt arbete med att utveckla sin personal mot övergångar? Hur upplever mellancheferna implementeringen av omorganisationen och dess påverkan på övergångsarbetet? Metod: I vår studie används främst teorier som berör ledarskap och förändring. Vi har utgått från ett fenomenologiskt perspektiv och en kvalitativ metod med en abduktiv ansats. Sammanlagt har tretton intervjuer genomförts. Vi har utgått från semistrukturerade intervjuer med öppna frågor, med en intervjuguide som grund. Huvudresultat: Undersökningen har visat att individer vågar ta steget ut på arbetsmarknaden genom att de upplever egenmakt. Chefer behöver dock tid och resurser för att de skall kunna arbeta för att skapa egenmakt bland personalen. För att få motiverade medarbetare krävs det av ledarna att ha tydliga mål och uppmuntra. Genom delegering av makt till driftledare utvecklas individer i sin arbetsroll och tid frigörs. För att en omorganisation skall implementeras fullt ut krävs målstyrning, där ledning och mellanchefer tillsammans definierar de nya rollerna. / Purpose: The organization do not achieve the goals, therefore, a reorganization has taken place. Our purpose with this survey is to gain knowledge about how the managers describe their approach to developing the staff to venture out onto the labor market and how the reorganization has affected their work. Questions: How do you describe the managers' efforts to develop their staff to leave the organization? How managers experience the implementation of the reorganization and its impact on the transition process? Method: We ́ve used theories that involve leadership and change. We have used a phenomenological perspective and a qualitative method with an abductive approach. Thirteen interviews has been conducted. We have used semi-structured interviews with an interview guide as a basis. Results: Individuals venture out onto the labor market when they feel empowered, but managers need time for it to be possible. To get motivated employees, leaders need to encourage and have clear goals. By delegation of authority to employees, individuals develop in their role and time is released. Management by objectives is required for a reorganization to be fully implemented, where managers and middle managers together define the new roles.

The advent of democracy in South Africa in 1994 led to new areas of research interest, not least in the field of educational leadership and management (ELM). However, besides the Project on Postgraduate Education Research (PPER), not much research has been conducted to investigate the trends in research conducted by postgraduate students in South African universities. This study therefore aimed to contribute by investigating the trends in postgraduate research in ELM at a selected institution in the decade 1995-2004. Working in the interpretivist paradigm, the study employed an institutional case-study approach to conduct a study of 53 M.Ed. dissertations in the PPER database from the selected institution. The dissertations dealt with ELM topics. Statistical analysis on this dataset and content analyses of three selected dissertations were used to identify trends in education research at the selected institution. Robin Usher’s four concepts of con-text, pre-text, sub-text and inter-text were employed as a framework within which to interpret the findings. From the analysis it is evident that the first ten years of the democratic era in South Africa witnessed a change in the demographic profile of postgraduate research. The trends are that Black students completed more dissertations followed by Indian, White and Coloured students; there are more dissertations from males than females, although by the end of the decade the number of woman writing dissertations had increased significantly; research of ELM is mostly qualitative in approach and of small-scale studies; dissertation topics cover a range of five ELM areas of interest, with few authors exploring the con-text of ELM within the broader socio-political context of the decade under consideration. / M.Ed. University of KwaZulu-Natal, Durban 2012.

The title of the research is “How mentorship is perceived to contribute to the well-being of an employee in an explosives manufacturing organisation”. This research was conducted within AEL Mining Services, an explosives manufacturing organisation that is part of the AECI group of companies. The object of the research was to gain a better understanding of the association between mentorship and well-being, based on how the experience is perceived by the employee that was either part or not part of such a program, be it formal or informal. During the literature study authors such as Keating (2012:91), Govender and Parumasur (2010:2) and Masango (2011:1) felt very strongly that mentorship begins on the day of birth and continues throughout one‟s entire life where competencies in the mentor role entail understanding self and others, communicating effectively and developing employees and it is clear that great leaders would not have achieved their full potential without effective mentoring. During the literature study it was also found that advantages as well as disadvantage are linked to mentorship, but that the advantages outweigh the disadvantages. Research identifies the need for sustainable development and although a variety of mentorship models exist that are currently used, it is evident that mentorship does have an impact on whoever is subjected to it. The study adopted a quantitative methodology, in which more than one questionnaire was utilised. Mentorship was identified as the independent variable and well-being as the dependent variable. For this study, the respondents were required to disclose geographical information concerning themselves and in addition to this, the Mental Health Continuum and General Health Questionnaire was utilised in order to determine the level of well-being as perceived by the respondents, based on mentorship or the lack thereof. The Statistical Consultation Services of the North-West University determined the statistical methods and procedures for the analyses of the research. Ellis and Steyn (2003:51-53) make it clear that in many cases it is important to know whether a relationship between two variables is practically significant. The research made use of triangulation where Gratton and Jones (2010:121) propose that triangulation can strengthen the validity of research, and is useful as a means to demonstrate trustworthiness in the analysis. Based on the results generated from the statistical analysis, the mentored group has a better overall state of health and psychological well-being than the non-mentored group. The deduction is thus made that with mentorship there is a significant difference in the overall well-being of an employee that was subjected to such a program. Recommendations were made regarding further research that needs to be conducted, in which a mentorship program is tailored for a specific company/organisation within the explosives manufacturing industry, then implemented and the results of it measured over a period of time. / PhD, North-West University, Potchefstroom Campus, 2014

The title of the research is “How mentorship is perceived to contribute to the well-being of an employee in an explosives manufacturing organisation”. This research was conducted within AEL Mining Services, an explosives manufacturing organisation that is part of the AECI group of companies. The object of the research was to gain a better understanding of the association between mentorship and well-being, based on how the experience is perceived by the employee that was either part or not part of such a program, be it formal or informal. During the literature study authors such as Keating (2012:91), Govender and Parumasur (2010:2) and Masango (2011:1) felt very strongly that mentorship begins on the day of birth and continues throughout one‟s entire life where competencies in the mentor role entail understanding self and others, communicating effectively and developing employees and it is clear that great leaders would not have achieved their full potential without effective mentoring. During the literature study it was also found that advantages as well as disadvantage are linked to mentorship, but that the advantages outweigh the disadvantages. Research identifies the need for sustainable development and although a variety of mentorship models exist that are currently used, it is evident that mentorship does have an impact on whoever is subjected to it. The study adopted a quantitative methodology, in which more than one questionnaire was utilised. Mentorship was identified as the independent variable and well-being as the dependent variable. For this study, the respondents were required to disclose geographical information concerning themselves and in addition to this, the Mental Health Continuum and General Health Questionnaire was utilised in order to determine the level of well-being as perceived by the respondents, based on mentorship or the lack thereof. The Statistical Consultation Services of the North-West University determined the statistical methods and procedures for the analyses of the research. Ellis and Steyn (2003:51-53) make it clear that in many cases it is important to know whether a relationship between two variables is practically significant. The research made use of triangulation where Gratton and Jones (2010:121) propose that triangulation can strengthen the validity of research, and is useful as a means to demonstrate trustworthiness in the analysis. Based on the results generated from the statistical analysis, the mentored group has a better overall state of health and psychological well-being than the non-mentored group. The deduction is thus made that with mentorship there is a significant difference in the overall well-being of an employee that was subjected to such a program. Recommendations were made regarding further research that needs to be conducted, in which a mentorship program is tailored for a specific company/organisation within the explosives manufacturing industry, then implemented and the results of it measured over a period of time. / PhD, North-West University, Potchefstroom Campus, 2014

This study examines the relationship between supervisors’ transformational leadership behaviors and their work groups’ subsequent affective well-being and job satisfaction under specific moderating conditions (collective efficacy and perceptions of meaningful work). Longitudinal data from 42 work groups in a Canadian government organization was used to test the proposed relationships. Work groups’ collective efficacy has a significant moderating effect on the relationship between transformational leadership and positive group affective well-being. Specifically, groups with lower levels of collective efficacy exhibit a stronger relationship between transformational leadership behaviours and both affective well-being and job satisfaction.

Syftet med föreliggande studie var att undersöka sambandet mellan emotionell intelligens (EI )och ledarskapsstilar i Sverige. Tidigare studier har funnit ett samband mellan emotionell intelligens och transformativt ledarskap. Studien syftade även till att undersöka ifall tidigare forsknings resultat mellan emotionell intelligens och ledarskapsstilar skiljer sig i förhållande till ett svenskt urval. Ledarna (N=61) besvarade på frågor angående emotionell intelligens (SEIS) samt på frågor angående ledarskapsstil (MLQ5X). Resultatet visade ett signifikant positivt samband mellan emotionell intelligens och alla fyra komponenter i transformativt ledarskap. Inga signifikanta resultat fanns mellan emotionell intelligens och ett transaktionellt ledarskap. Ett signifikant negativt samband fanns mellan emotionell intelligens och ett laissez-fairledarskap. Resultatet visade att föreliggande studie låg i linje med tidigare forskningsresultat. / The purpose of this study was to examining the relationship between emotional intelligence (EI) and leadership styles in Sweden. Previous studies have found a link between emotional intelligence and transformational leadership. The study also aimed to investigate whether previous research results between emotional intelligence and leadership styles differ in relation to a Swedish sample. The leaders (N=61) answered questions about emotional intelligence (SEIS) and questions regarding leadershipstyle (MLQ5X). The results showed a significant positive correlation between emotional intelligence and all four components of transformational leadership. No significant results were found between emotional intelligence and transactional leadership. A significant negativ ecorrelation was found between emotional intelligence and al aissez-fair leadership. The results showed that the present study was consistent with previous research.