This dissertation examines the association between transformational leadership and public organizational performance using different data and methods. Each of the three articles collected in this dissertation contributes to the scholarship exploring the interplay of transformational leadership and organizational performance using distinct data and interpretive methods, examining the interplay of its elements and a widely used outcome measure – organizational performance as a dependent variable. The first article presents evidence of the empirical studies analyzing the association between transformational leadership and public organizational performance. Based on a formal, replicable search method informed by current practices for the systematic evaluation of published evidence, this review collects and analyzes empirical research articles examining the association between transformational leadership and public organizational performance. A total of seven journal articles were identified that met the study criteria. The measures of the transformational leadership construct in these studies are different but show a common pattern of survey questionnaires with multiple-level responses. Moreover, transformational leadership is found to be positively associated with public organizational performance. Organizational performance is operationalized using several factors such as development, growth, creativity, and effectiveness in the included studies. Acknowledging the gap in the included studies, this review offers two research questions for further exploration to address the gaps in the existing studies. The second article explores the association between the elements of transformational leadership and federal organizational performance in very large and large federal agencies using Ordinal Logistic Regression (OLR) on quantitative survey data drawn from results of the OPM Federal Employment Viewpoint Survey. Statistical findings of this study show a positive relationship between the elements of transformational leadership and organizational performance. This study contributes to the transformational leadership and public management literature by adding the scholarship exploring the association between the elements of transformational leadership and public organizational performance. The third article explores the association between transformational leadership and organizational performance from the experiences and perspectives of U.S. federal agency employees. The data was collected through semi-structured interviews with federal leaders from very large and large agencies, as per the Office of Personnel Management's classification. The perceptions of federal employees reflect the interplay between transformational leadership behaviors and perceptions of organizational performance. The informants' interviews enhance the understanding of transformational leadership-organizational performance association from the employee perspective. A process of thematic coding and interpretation is employed to analyze the interview data. The study findings contribute to the management and leadership literature by exploring the lived experiences of federal employees and their perceptions of the influence of transformational leadership on organizational performance. Moreover, the replicable qualitative interview process and analysis methodology create a pathway for future qualitative research. / Doctor of Philosophy / The influence of leadership is widely studied in terms of organizational performance. Among the leadership theories thought to influence organizational performance, transformational leadership is the most widely studied theory. The theory has gained much attention in the past 40 years for its contribution to many positive organizational outcomes, including meaningful work, organizational commitment, job satisfaction, and organizational performance. Despite a rich history of research in positive organizational outcomes, scholars still argue that there are scopes further to advance the empirical research on transformational leadership theory. Hence, the purpose of this dissertation is to address this claim and analyze the interplay between transformational leadership and public organizational performance. Study findings will contribute to the literature on transformational leadership by empirically examining the interplay of its elements and federal organizational performance. Moreover, the application of three distinct methods and interpretative data analysis will add new evidence to the research of public management and leadership.

Magister Psychologiae - MPsych / The aim of the study was to establish what the perceptions and attitudes are of employees at different levels of the organisation with regard to HIV/AIDS testing. A further aim was to identify possible reasons for the poor employee response to voluntary HIV/AIDS testing. It was thus important for this research to gauge employee knowledge, attitude and behaviour toward HIV/AIDS in order for organisations to develop strategies for effective HIV/AIDS counselling and testing programmes.

Den hybrida arbetsmodellen har blivit allt vanligare i många organisationer efter att covid-19- pandemin förändrade sättet som företag och deras anställda kunde arbeta på. Faktorer som ledarskap, organisationskultur och digitala verktyg spelar avgörande roller i implementeringen av den hybrida arbetsmodellen, vilket kräver anpassning och förståelse för medarbetares uppfattningar och erfarenheter. Syftet med studien är att få en större förståelse för den hybrida arbetsmodellen genom att undersöka rollen som ledarskap, organisationskultur och digitala verktyg spelar för att forma medarbetares uppfattningar och erfarenheter av modellen. Baserat på tidigare forskning är ett centralt antagande i denna studie att organisationskultur påverkar ledarskapsbeteenden i en organisation samt användningen av digitala verktyg, och att båda dessa faktorer påverkar medarbetares uppfattningar och erfarenheter av den hybrida arbetsmodellen. För att undersöka detta genomfördes åtta semistrukturerade intervjuer. Det empiriska materialet analyserades med hjälp av Social Learning Theory för att identifiera observerbara beteenden, och beskrivningar av beteenden, i de olika kontexter den hybrida arbetsmodellen innebär. Studien visar att ledarskap och organisationskultur påverkar upplevelsen och uppfattningen av den hybrida arbetsmodellen. Att implementera flexibilitet kräver en kultur och ett ledarskap som stödjer det. Digitala verktyg underlättar den hybrida modellen men kan inte ersätta fysisk interaktion för sammanhållning. Företag kan fokusera på att etablera gemensamma strukturer och processer för att skapa positiva upplevelser och uppfattningar, med fokus på flexibilitet. / The hybrid work model has become increasingly common in many organizations after the COVID-19 pandemic changed the way companies and their employees could work. Factors such as leadership, organizational culture, and digital tools play crucial roles in the implementation of the hybrid work model, which requires adaptation and understanding of employees' perceptions and experiences. The purpose of the study is to gain a greater understanding of the hybrid work model, specifically examining the role of leadership, organizational culture, and digital tools in shaping employees' perceptions and experiences of the model. Based on previous research, a central assumption in this study is that organizational culture influences leadership behaviors in an organization as well as the use of digital tools, and that they both influence employees’ perceptions and experiences of the hybrid work model. To examine this, eight semi-structured interviews were conducted. The empirical material was analyzed using Social Learning Theory to identify observable behaviors, and descriptions of behaviors, within the different contexts the hybrid work model pertains. The study finds that leadership and organizational culture influence the experience and perception of the hybrid work model. Implementing flexibility requires a culture and leadership that support it. Digital tools facilitate the hybrid model but cannot replace physical interaction for cohesion. Companies could focus on establishing shared structures and processes to create positive experiences and perceptions, focusing on flexibility.