This study is a collective case study grounded in the literature regarding leadership styles and leadership theories. It includes among others, an analysis of data from interviews of college Principals and middle Managers to identify the leadership styles at the three colleges of education. The purpose of the study was to analyse the leadership styles of college Principals and middle Managers operating in dual-mode environments. The colleges that were being studied are the Copperbelt College of Education; Mufulira College of Education and Malcom Moffat College of Education. There were sixteen (16) participants in this study drawn from three colleges. The researcher collected data using semi-structured individual and focused group interviews. In addition, policy documents such as ‗Open and Distance Learning Policy (draft) and National Policy on Education were analysed. The researcher employed qualitative methods in the collection and analysis of data. Triangulation was used in order to verify the information given during this study. The evidence from the literature review indicates that there is no single leadership style that may provide answers to all situations in institutions of higher education; rather, a blend of the leadership styles would be beneficial to college Principals. The research further revealed that, managing dual-mode colleges of education entails that Principals require tailor-made programmes in management and leadership of dual-mode institutions for them to improve quality of their products and enhance tenets of transparency, democracy and good governance in colleges of education in Zambia. They also must be excellent communicators and ensure understanding by students, employees, peers, and the many stakeholders involved in dual-mode colleges of education. The study was important as it hoped to shed some light on how to improve quality of leadership in dual-mode colleges of education in Zambia. The study will contribute scientific knowledge to all categories of Higher Education (HE) institutions especially colleges of education, be they face-to-face or distance mode, that are contemplating a move into dual-mode delivery. Finally, Information garnered from this study is expected to allow Principals and other middle Managers and administrators to evaluate their leadership styles in comparison to the effective styles revealed by this study. / Educational Leadership and Management / D. Ed. (Education Management)

This thesis deals with relationship between a leisure time padegogue and a younger school age child from pedagogical and psychological standpoints. At the beginning the relationship is shown in relation to the philosophical and historical background. In the next stepI characterize the kdy concepts and draw attention to aspects supporting the development of the relationship.

Den svenska arbetsmarknaden står inför stora förändringar gällande generationer. Baby boom generationen kommer inom snar framtid att gå i pension och generation X och generation Y tar över arbetsmarknaden. I takt med att baby boomers lämnar arbetsmarknaden går man även miste om viktiga och nödvändiga kunskaper som denna generation erhåller. Ett stort tomrum uppstår som de nästkommande generationerna måste fylla. Däremot har generation X och generation Y andra kunskaper som kommer att vara betydelsefulla. Denna studie syftar till att fördjupa förståelsen för ledarskap i relation till generationer på arbetsplatsen. Syftet är att beskriva och analysera vilka förväntningar generation X och generation Y har på ledarskap samt vilken typ av ledarstil dessa generationer föredrar. Utifrån detta syfte har två frågeställningar formulerats: “Vilka förväntningar har generation X respektive generation Y på ledarskap?” och  “Vilken typ av ledarskapsstil föredrar generation X respektive generation Y på arbetsplatsen?”. Studiens empiriska material har samlats in genom tio stycken semistrukturerade intervjuer med en fenomenologisk förståelseansats. Resultatet som framhölls i studien är att det förekommer generationsskillnader kopplat till ledarskap och ledarstilar, men att dessa återfinns i små variationer. Exempelvis förväntade sig generation X mer tydlighet medan generation Y förväntade sig en högre grad av delaktighet. Analysen av det empiriska materialet indikerar på att åldersintervallet man är född inom har präglats av historiska händelser. Detta kan ligga till grund för individens synsätt och uppfattningar men betydelsen av att inkludera yttre faktorer såsom uppväxt och bakgrund är viktiga då ett pålitligt resultat inte endast kan baseras på ålder. Slutsatsen i studien blir således att man inte kan kategorisera in generationerna i enbart ett traditionellt eller modernt ledarskap, inte heller en renodlad auktoritär eller demokratisk ledarstil. Både generation X och generation Y har fler förväntningar som går hand i hand med ett modernt ledarskap, men med inslag av traditionella synsätt. Generationerna föredrar även till stor del en demokratisk ledarstil, däremot med vissa auktoritära inslag. / The Swedish labor market is facing major generational changes. The baby boom generation will soon retire and Generation X and Generation Y will take over the labor market. As baby boomers leave the labor market, important and necessary skills that this generation acquires are also being lost. A great void is created that the next generations must fill. However, Generation X and Generation Y have other skills that will be significant. This study aims to deepen the understanding of leadership in relation to generations in the workplace. The aim is to describe and analyze what expectations generation X and generation Y have for leadership and what type of leadership style these generations prefer. Based on this aim, two questions have been formulated: "What expectations do generation X and generation Y respectively have of leadership?" and "Which type of leadership style do generation X and generation Y prefer in the workplace?". The study's empirical material has been collected through ten semi-structured interviews with a phenomenological understanding approach. The result highlighted in the study is that there are generational differences linked to leadership and leadership styles, but that these are found in small variations. For example, Generation X expected more clarity while Generation Y expected a higher degree of participation. The analysis of the empirical material indicates that the age range one is born into has been marked by historical events. This may be the basis of the individual's approach and perceptions, but the importance of including external factors such as upbringing and background are important as a reliable result cannot be based solely on age. The conclusion of the study is thus that you cannot categorize the generations into only traditional or modern leadership, nor a purely authoritarian or democratic leadership style. Both Generation X and Generation Y have more expectations that go hand in hand with modern leadership, but with elements of traditional approaches. The generations also largely prefer a democratic leadership style, but with some authoritarian elements.