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Survival of small and medium scale enterprises (SMEs) is a critical issue for business leaders. The Ghana Statistical Service reported that over 60% of SMEs, including Ghanaian small and medium scale private basic schools, fail during their first 5 years of operation. The purpose of this multiple case study was to explore the transformational leadership skills that proprietors of Ghanaian small and medium scale private basic schools have used to enhance employee performance for sustainability beyond 5 years. The conceptual framework for this study was Bass and Avolio's transformational leadership theory. Data collection included semistructured interviews to elicit narratives from 3 proprietors from 3 different Ghanaian private basic schools about what leadership skills they used to enhance employee performance. Data also came from a review of relevant school documents and a reflective journal. The data were analyzed with Yin's 5-step data analysis technique. Data analysis included identification of key themes and triangulation of data from interviews and relevant school documents. The main themes revealed that leaders used idealized influence, inspirational motivation, and intellectual stimulation to enhance employee performance for sustainability of the schools. Findings indicate school leaders can enhance employee performance when they adopt transformational leadership, particularly when leaders articulate a clear vision, encourage teamwork, and involve followers in decision-making. Social implications include helping proprietors of Ghanaian private basic schools enhance employee performance for sustainability beyond 5 years to improve student education, enhance employment, and contribute to improved living standards.

All managers are likely to experience situations where their employees encounter setbacks and challenges. How individuals respond to workplace setbacks or challenges is going to be determined by their level of resilience. Resilient employees are likely to take charge and bring about change, making them highly desirable in a business environment characterized by digital transformation and continuous change. Despite this, there is scarce research on how employee resilience could be promoted by managers. Therefore, this study targets that gap by exploring how the leadership dimensions individualized consideration and intellectual stimulation could promote employee resilience. Utilizing a sample of 10 employees who were currently undergoing a digital transformation, an exploratory interview study was conducted to capture the experience of employees. An abductive thematic analysis was used to analyze the findings, meaning that our theoretical framework played a guiding role in coding and thematic development. The findings showed that individualized consideration and intellectual stimulation were both important to promote employee resilience. However, the presence of individualized consideration was found to be necessary for intellectual stimulation to promote employee resilience. Thus, it was concluded that managers need to primarily focus on individualized consideration prior to engaging in intellectual stimulation to create a strong foundation for a change process.

Researchers have documented that high expectations do not always result in higher achievement, but the reason for varying results has not been clearly understood. This correlational study was done to find out if the degree of presence of principal leadership characteristics can predict when high expectations are effective and when they are not. Expectancy and transformational leadership theories provided the framework for identifying 9 principal leadership characteristics that might influence student scores on Colorado statewide testing. Existing student testing data were considered the dependent variable, while survey data on the leadership behaviors of Colorado middle school principals were used for the independent variables. Data were tested using a correlational regression analysis. The transformational leadership independent variables of beneficial modeling, inspirational motivation, systems thinking, individualized consideration, and empowerment were each found to be significantly related to statewide test scores at the .05 level. The high expectations variable was not found to be significantly related to test scores by itself but was found to be significant (p = .016) when transformational leadership characteristics were also high. Principals who were perceived to provide teachers with the environment they needed to facilitate student achievement were correlated with higher test scores. Implications for social change include public policy makers' support for transformational educational leadership as a part of providing teachers with what they need in order to meet high expectations.

Researchers have conducted correlational studies on transformational leadership and perceived meaning in work; however, researchers have not used an experimental design to examine the relationship between transformational leadership and perceived meaning in work. The purpose of this study was to determine whether reading information on transformational leadership, which focused on charisma and individualized consideration, influenced participants' hypothetical judgment of perceived meaning in work. The quantitative study included a 2 x 2 between-subjects design in which information on the independent variables of charisma and individualized consideration was manipulated in a description of a hypothetical leader. The dependent variable was the hypothetical judgment of meaning in work based on the hypothetical description of the leader. The study was a randomized experiment including survey data from 106 participants. Data were analyzed using a 2-way ANOVA. Findings showed reading information on charisma significantly increased participants' perceived meaning in work whereas reading information on individualized consideration decreased participants' perceived meaning in work. Findings may help organizations hire transformational leaders who possess charisma and have the ability to develop followers to become future leaders.

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The purpose of the study was to investigate what the personnel considers about transactional and transformational leadership regarding the leader's use of contingent reward, management by exception, charisma/inspirational leadership, intellectual stimulation and individualized consideration leadership. For this qualitative study, a semi- structured interview guide was used to investigate six employee perceptions of the leadership styles on a company in central Sweden. The result was analyzed by deductive thematic methodology to identify keywords linked to respective theme and subcategory based on the Bass Factor Model (1985) (Avolio, Bass & Jung, 1999) division of leadership. The result presents the personnel’s perspective and adds to the knowledge of the employees view on meaning and implication of leadership. The result gives a picture of both transactional and transformational leadership as oriented to satisfying the needs of the employees in a workplace. The findings can give the organization greater understanding of how leadership can be applied to the workplace according to employee interests. / Syftet med studien var att undersöka vad personalen anser om transaktionellt och transformativt ledarskap avseende ledarens användande av villkorad belöning, leda genom avvikelser, karismatiskt/inspirerande, intellektualiserande och individualiserande ledarskap. För denna kvalitativa studie användes en semistrukturerad intervjuguide för att undersöka sex medarbetares uppfattningar av ledarskapsstilarna på ett företag i mellersta Sverige. Materialet analyserades genom deduktiv tematisk metod för att identifiera nyckelord kopplade till respektive tema och underkategori baserade på Bass faktormodell (1985) (Avolio, Bass & Jung, 1999). Resultatet presenterar personalens perspektiv på ledarskap och bidrar med kunskap om hur medarbetarna ser på betydelsen och tillämpningen av ledarskap. Det framkom en bild av både transaktionellt och transformativt ledararskap som inriktat på att tillfredsställa medarbetares behov i arbetslivet. Resultatet kan ge organisationen ökad förståelse för hur ledarskap kan tillämpas på arbetsplatsen enligt medarbetarnas intressen.

El objetivo de la presente investigación fue analizar la relación entre clima laboral y liderazgo transformacional, así como identificar el nivel de clima laboral y liderazgo transformacional en la empresa Banco Azteca del Perú, delimitándonos en la zona geográfica: gerencias de servicios financieros (GSF) y gerencias de créditos y cobranzas (GCC) de mayor y menor rotación. La presente investigación es de tipo descriptivo correlacional, se especifica las dimensiones y características de la variable clima laboral y liderazgo transformacional y su relación. Así mismo el diseño de la investigación es no experimental con un enfoque mixto. Participaron 300 colaboradores, a quienes se aplicó dos instrumentos: encuesta de Clima Laboral según modelo GPTW y el cuestionario multifactorial de liderazgo Transformacional MLQ 5X 4s de B. Bass y B. Avolio adaptado al objetivo de la presente la investigación. Los resultados arrojaron que existen correlaciones significativas y positivas entre Clima Laboral y Liderazgo Transformacional. Se identificó que en las GSF y GCC de menor rotación el nivel de clima laboral es mayor, a diferencia de GSF y GCC de menor rotación, el clima laboral es menor. Así también se identificó que el nivel de liderazgo transformacional es mayor en las GSF y GCC de menor rotación que en las GSF y GCC de mayor rotación. En cuanto a las recomendaciones se sugiere realizar un taller de coaching ejecutivo para los líderes, así como el diseño y aplicación de programas y talleres para reforzar el clima laboral y el liderazgo transformacional. Palabras claves: clima laboral, liderazgo transformacional, respeto, credibilidad, imparcialidad, orgullo, compañerismo, influencia idealizada, motivación inspiracional, estimulación intelectual, consideración individualizada. / The objective of the present research was to analyze the relationship between the work environment and the transformational leadership, as well as identify the level of work environment and transformational leadership in the company Banco Azteca del Perú, delimiting us in the geographical area: financial services management (FSM) and credits and collections management (CCM) of greater and lesser rotation. The present research is of a descriptive correlational type, specifying the dimensions and characteristics of the variable work environment and transformational leadership and their relationship. Likewise, the research design is non-experimental with a mixed approach. 300 collaborators participated, to whom two instruments were applied: Work environment survey according to the GPTW model and the multifactorial questionnaire of transformational leadership MLQ 5X 4s of B. Bass and B. Avolio adapted to the objective of the present investigation. The results showed that there are significant and positive correlations between work environment and transformational leadership. It was identified that in the FSM and CCM with lower rotation the level of work environment is higher, unlike FSM and CCM with lower rotation, the work environment is lower. Thus, it was also identified that the level of transformational leadership is higher in the FSM and CCM with less rotation than in the FSM and CCM with greater rotation. As for the recommendations, it is suggested to conduct an executive coaching workshop for leaders, as well as the design and implementation of programs and workshops to reinforce the work environment and transformational leadership. Keywords: work environment, transformational leadership, respect, credibility, impartiality, pride, companionship, idealized influence, inspirational motivation, intellectual stimulation, individualized consideration. / Trabajo de investigación