Ο σκοπός της συγκεκριμένης έρευνας είναι 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. Συγκεκριμένα, θα παρουσιαστεί το θεωρητικό υπόβαθρο των παραπάνω εννοιών, ο ορισμός τους, τα χαρακτηριστικά τους γνωρίσματα, οι συσχετιζόμενες με αυτές έννοιες. Πραγματοποιείται, έρευνα για την εξακρίβωση της σημαντικότητα και του ρόλου της μετασχηματιστικής ηγεσίας στις σύγχρονες φαρμακευτικές επιχειρήσεις. Η συγκεκριμένη εργασία προσφέρει μία διευρυνόμενη προσέγγιση των παραπάνω εννοιών με τα ευρήματά της. Η ηγεσία σήμερα έχει κατά κόρον συνδεθεί με τον επιχειρηματικό κόσμο και διακρίνεται ανάμεσα στους παράγοντες επιτυχίας ενός οργανισμού. Φυσικά, η ηγεσία είναι μία έννοια καθόλου μονόπλευρη, καθώς διακρίνεται σε διαφορετικά είδη και κατηγορίες που αντιστοιχούν και σε διαφορετικά γνωρίσματα. Μάλιστα, η μετασχηματιστική ηγεσία έχει χαρακτηριστεί ως ο καταλληλότερος τύπος ηγεσίας σε έναν οργανισμό καθώς συνδέεται με υψηλά επίπεδα εργασιακής απόδοσης αλλά και με την προσωπική ενίσχυση κάθε εργαζόμενου. Η εργασία επεκτείνεται σε ερευνητικό επίπεδο, με κύριο στόχο τις φαρμακευτικές επιχειρήσεις που δραστηριοποιούνται στην Ελλάδα. Τα συμπεράσματα που προκύπτουν από την έρευνα θα έχουν σημαντική επιρροή στο πλαίσιο της διοίκησης. Σχετικά, με τη μελλοντική έρευνα, υπάρχουν αρκετές προτάσεις που προκύπτουν από την ίδια την εργασία. / We examine and research what type of Leadership exists in the pharmaceutical market based on the theory of transformational leadership

Organizational ambidexterity is a widely researched and known phenomenon amongst academics; however there are still research gaps. Most of the studies are in private sector; however, lately researchers have called for more studies in the public sector. The purpose of this dissertation is to explain casual relationships between different leadership styles and their influence on organizational ambidexterity in public sector organization. The dissertation use a positivistic philosophy and a deductive approach; hence, a cross sectional design is used. The quantitative method chosen was a web based survey, distributed by e-mail to 171 managers operating in waste management and water and sewerage industries in the Swedish public sector. The findings of the study are that are that it is not possible to differentiate a higher level of organizational ambidexterity in any public organizational form. Another finding is that organizational ambidexterity can be positively influenced by managerial leadership in the local government administration The limitations of this dissertation are that only two industries are included and that the results cannot be generalized for other populations due to a small sample. The implications of this study are that organizational ambidexterity is a concept that is present in the public sector and can be influenced by managerial leadership under certain circumstances

This study investigated the relationship between two elementary building administrators and their teaching faculty with regard to leadership styles of the principal. Leadership analysis determined that one principal had a transformational leadership and one principal who had a transactional leadership style. <br>A survey assessed the perceptions of elementary teachers regarding each school's climate, and their own empowerment resulting in teacher efficacy. Results were not congruent with the review of literature. <br>The school led by the transactional principal underwent an intervention for a twelve-week period during which changes were made based on the data from the pre-tests administered. These interventions reflected a more transformational leadership approach. The results of a second administration of surveys after interventions by the principal showed limited results in improving teacher efficacy and school climate. The researcher also gained insights as to future studies and implications for practice such as replication of the study using a longer intervention period and a larger sample within one school or more schools in the study. / School of Education / Interdisciplinary Doctoral Program for Education Leaders (IDPEL) / EdD / Dissertation

The purpose of this study was to investigate the relationship between organizational variables (procedural justice, transformational leadership, job satisfaction, identification with leader, organizational commitment) and prosocial behaviors (Organizational Citizenship Behaviors) as well as harmful behaviors (Counterproductive Work Behaviors). Previous research treats OCB and CWB as two ends of a spectrum, with the assumption that individuals that engage in one kind of behavior refrain from the other. However, the present study aimed to examine intricate relationships between organizational variables to show that individuals can engage in both types of behavior, even in the same day. This is due to the intentionality and direction of targeted behaviors. Specifically, OCBs and CWBs can be targeted at individuals or at the organization as a whole. A structural equation model was used to explain the complex relationships between these variables. Specifically, it was hypothesized that procedural justice is positively related to job satisfaction and organizational commitment, which in turn influence both OCB and CWB. Additionally, transformational leadership was hypothesized to be positively associated with job satisfaction, identification with leader, and organizational commitment. Approximately 300 participants were recruited from two sources (one public health and one online panel) to participate in the online web survey. Findings from the present study indicate that both identification with leader and organizational commitment mediate the relationship between transformational leadership and OCB. Organizational commitment also mediated the relationship between procedural justice and OCB. Finally, similar to the OCB outcomes, identification with leader mediated the relationship between transformational leadership and CWB; however, unlike the outcomes with OCB, organizational commitment did not predict CWB. Results from this study identify key factors such as transformational leadership, identification with the leader and organizational commitment on which organizations could focus in predicting the behaviors they desire and discouraging behaviors that are harmful.

Community Association Managers (CAMs) are managers licensed by the Department of Business and Professional Regulation to manage planned communities, such as condominiums, homeowner associations, and cooperatives. The purpose of this research focused entirely on licensed CAMs in the State of Florida. CAMs are expected to be transformational leaders of community associations amidst emotionally charged environments with judicial dictates and strict rules and regulations. The impact of emotional intelligence on transformational leadership in CAMs has been under-researched and virtually ignored despite their critical role in community management. Two main theoretic lenses were used to guide this study of CAMs, Goleman’s focus on theory of emotional intelligence and Burns’ theory of transformational leadership. / Includes bibliography. / Dissertation (PhD)--Florida Atlantic University, 2021. / FAU Electronic Theses and Dissertations Collection

This study attempts to add to the previous research conducted on the relationship between specific leadership styles and employee engagement in the workplace. There are numerous studies of factors influencing organisational and team performance and these have attempted to find relationships amongst numerous key variables in order to predict organisational success. A significant contributor towards organisational performance identified, particularly within knowledge worker companies, is the vigour dedication and absorption, otherwise defined as engagement, of the employees at work. The influence of leadership specifically is viewed as a significant determinant of employee engagement.This descriptive research therefore attempts to specifically illuminate the relationship between transformational and transactional leadership behaviours, initially articulated by Bass (1985), and employee engagement levels within a South African company of knowledge workers. Correlation and crosstabulation tables are used to identify the existence of a positive association. Key findings include a contradiction of the current literature that transformational leadership has a positive relationship with employee engagement at a statistically significant level. Transactional leadership is also shown to have higher predictive qualities than previously found. The research also adds to the case for further study of situational and cultural moderators of transformational leadership’s effectiveness in predicting employee motivation and engagement. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

This study is based on a systematic analysis to examine whether there is a connection between transformational leadership and a successful onboarding process. Previous research shows that transformational leadership has a significant role in the onboarding process. The analysis is based on six publications, all of them demonstrate the interplay between a successful onboarding process and transformational leadership. The discussion discusses the results presented by the publications and how they relate to each other. The conclusion is that a successful onboarding process seems to lead to job satisfaction, assimilation into the new organization and that the employees stay within the organization for a longer time.

The purpose of the current study was to investigate the role of transformational leadership in well performing schools in two rural secondary schools in the Eastern Cape. The poor performance of the Eastern Cape in National Senior Certificate examinations is well documented in media press and in academic publications. Yet, there are schools that, although they share much of the context and culture of other schools within the Province, perform surprisingly well. Little is known about whether such successes could be attributed to transformational leadership. As such, this study investigated the practice of transformational leadership behaviours, challenges faced by transformational leaders, strategies they engaged in to overcome challenges and successes of such transformational leadership on increased learner achievement. Case study research design was used involving semi-structured interviews to collect data from a sample of two principals and three members of the Senior Management Team. The selection of the two secondary schools was based on their rural context, poor quintile category, evidence of improvement and continued high levels of learner achievement in the National Senior Certificate examinations in the past five years. The findings have shown that the principal of the first school, after engaging in transformative strategies aimed at improvement, managed to turn itself around. On the other hand, for the second principal, no findings showed that the school had, in the past experienced poor performance, despite being rural and servicing learners coming from poor socio-economic conditions. Rather, it has a history of being a well- performing school and it was shown that the principal has managed to sustain such successes in the period under study. For future research, quantitative studies and observations could provide results for generalization to the entire region. It is time for principals committed to turning around a low-performing school to give priority to teacher growth and professional development. / Dissertation (MEd)--University of Pretoria, 2019. / Education Management and Policy Studies / MEd / Unrestricted

Managers who foster at least 65% employee engagement, based on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return to shareholders than managers who do not foster a 65% or higher employee engagement level. The purpose of this single site case study was to identify strategies that frontline managers used to build employee engagement, leading to higher organizational performance. The transformational leadership theory was used as the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 3 frontline managers at a beverage manufacturing facility in the Midwest of the United States. Data also included performance metrics from the organization to identify the leading facility within the organization. Using data triangulation and Yin's explanation building analysis method, several themes emerged, including the need for open and honest communication, setting and understanding expectations, maintaining professional relationships, and including employees as an important part of the organization. These findings may contribute to social change by enhancing the training for frontline managers. Such enhancements may build employee engagement, decrease workplace stress, and boost work-life balance and quality of life.

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