Magister Commercii (Industrial Psychology) - MCom(IPS) / To gain further insight, the purpose of this study was to investigate the impact of leadership styles, particularly the impact of transformational and transactional leadership on employee engagement. Within a business context, transformational leaders are those “extraordinary” individuals that have the ability to capture their employees’ attention, intellectually stimulate them and strategically align them with the vision and mission of the organisation. Contrary to this, is transactional leadership which is basically an exchange relationship between the leader and employee whereby the leader exchanges rewards and/or incentives for performance. Both styles of leadership are instrumental in engaging employees within the organisation, although a plethora of literature suggests that transformational leadership impacts more significantly on employee engagement (Schaufeli & Bakker, 2004).

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.

Syfte: Syftet med studien är att ur anställdas perspektiv få en ökad förståelse för hur kvinnor och män som transformativa ledare använder inspirerande motivation, för att sedan kunna undersöka om könet på ledaren är av betydelse. Metod: Studien utgår från en kvalitativ metod med semistrukturerade intervjuer. Intervjuerna genomfördes på två större företag med sammanlagt 10 intervjupersoner. Det insamlade materialet har analyserats med hjälp av en tematisk analys. Resultat & slutsats: Resultatet av studien visar de egenskaper och karaktärsdrag som ledarna har vilka de anställda beskriver vara motivationshöjande. Respondenterna är överens om att ledarnas positivitet, deras optimistiska syn samt deras engagemang påverkar de anställdas motivation på arbetet. Studien visar att det inte finns någon betydande skillnad beroende på om ledaren är en kvinna eller en man i utövandet av delen inspirerande motivation. Förslag till fortsatt forskning: Då flertalet respondenter ansåg att ledarens erfarenhet var av betydelse och inte ledarens kön föreslår vi att fortsatta studier kan jämföra erfarna och oerfarna ledare. Det kan vara av intresse att undersöka om det finns olikheter i delen inspirerande motivation i det transformativa ledarskapet beroende på ledarens ålder och erfarenhet. Fortsatt forskning skulle även kunna innebära en mer omfattande studie för att få en bekräftelse på våra slutsatser. Studien genomfördes på två företag som arbetar med kundservice och det vore därför intressant att studera hur transformativa ledare använder sig av den inspirerande motivationen i andra branscher för att finna eventuella likheter eller olikheter. Uppsatsens bidrag: Studien har genomförts på två företag där de transformativa ledarna varit en kvinna och en man, vilket bidrar till den befintliga forskningen om könets betydelse i det transformativa ledarskapet. Vi menar också att studien bidrar till teorin då vi har uppmärksammat och studerat kvinnliga och manliga egenskaper och karaktärsdrag som påverkar de anställdas motivation. Att studien visar de ledarskapsbeteenden som de anställda önskar menar vi ger ett bidrag till att utveckla både befintliga och potentiella ledare i företag och organisationer. / Aim:The aim of the study is, from the employee’s perspective, to achieve a better understanding of how women and men as transformational leaders are using inspirational motivation, to discern whether the leader’s gender is of significance. Method:The study is based on a qualitative approach. In the study we have conducted semi-structured interviews at two major companies with a total of 10 interviewees. We analyzed our material using a thematic analysis. Result & Conclusions: The result of the study shows the characteristics and traits that leaders have which the employees are describing as motivational. The respondents agree that leaders positivity, their optimistic view, as well as their dedication affect employee motivation at work. The study shows that there is no significant difference depending on the gender of the leader in the performance of the area inspirational motivation. Suggestions for future research: As the majority of respondents felt that the manager's experience was of importance and not the leader's sex, we suggest that further studies compare the experienced and inexperienced leader. It may be of interest to investigate whether there are differences in the dimension inspirational motivation in transformationalleadership depending on the leader's age and experience. Further research couldalso lead to a more extensive study in order to receive a confirmation of our conclusions. The study was conducted in two companies working with customer service and it would be interesting to study how transformationalleaders use the inspirational motivation in other industries to find any similarities or differences. Contribution of the thesis: The study was conducted at two companies where the transformationalleaders was a woman and a man, which contributes to the existing research on the significance of gender in the transformationalleadership. We also believe that the study contributes to the theory, as we have noticed and studied male and female characteristics and traits that affect employee motivation. That the study shows the leadership behaviors that are of employees’ wishes is according to us a contribution to the development of both existing as well as potential leaders in companies and organizations.

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This research comprised an investigation into the relationship between transformational leadership and organisational creativity. The overall aim of the research was to determine whether creativity in organisations can be linked to transformational leadership behaviours. A literature review was done to conceptualise transformational leadership and organisational creativity and to identify the theoretical relationship between these concepts. During the investigation it was found that a relationship does exist between transformational leadership and organisational creativity. A one-way ANOVA analysis and post hoc analysis were performed to address the empirical research questions. The descriptive statistics were analysed in terms of senior management and middle management, and their raters. The data analysis revealed that the research results were largely supportive of the theoretical research findings on the relationship between transformational leadership and organisational creativity. With regard to senior management, it was found that most raters rated their teams as creative, despite the fact that a relationship between transformational leadership and organisational creativity could not be determined due to the small sample size. With regard to middle management, it was found that a correlation existed between inspirational motivation, idealised influence (attributes and behaviour) and organisational creativity. It was further found that there was a correlation between senior management’s perceptions of their transformational leadership attributes and their direct reportees’ perceptions. There were significant differences between middle managers’ perceptions of certain elements of transformational leadership and that of their direct reportees. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

This research comprised an investigation into the relationship between transformational leadership and organisational creativity. The overall aim of the research was to determine whether creativity in organisations can be linked to transformational leadership behaviours. A literature review was done to conceptualise transformational leadership and organisational creativity and to identify the theoretical relationship between these concepts. During the investigation it was found that a relationship does exist between transformational leadership and organisational creativity. A one-way ANOVA analysis and post hoc analysis were performed to address the empirical research questions. The descriptive statistics were analysed in terms of senior management and middle management, and their raters. The data analysis revealed that the research results were largely supportive of the theoretical research findings on the relationship between transformational leadership and organisational creativity. With regard to senior management, it was found that most raters rated their teams as creative, despite the fact that a relationship between transformational leadership and organisational creativity could not be determined due to the small sample size. With regard to middle management, it was found that a correlation existed between inspirational motivation, idealised influence (attributes and behaviour) and organisational creativity. It was further found that there was a correlation between senior management’s perceptions of their transformational leadership attributes and their direct reportees’ perceptions. There were significant differences between middle managers’ perceptions of certain elements of transformational leadership and that of their direct reportees. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Small business managers often lack the leadership skills necessary to sustain their businesses beyond 5 years. The United States Small Business Administration reported that more than 65% of small business owners, including home health care agency managers, fail within the first 5 years of operation. Guided by Burns and Bass's transformational leadership theory, this multiple case study explored leadership skills that managers in home health care agencies need to sustain their new businesses beyond 5 years. The purposeful sample comprised of 3 managers from 3 different home health care agencies within a 75-mile radius of Baltimore, Maryland, that had demonstrated success in surviving past 5 years. Semistructured interviews, agencies' quality assurance plans and policies were reviewed, and procedural documents related to leadership skills were gathered as data. Yin's 5-step data analysis technique was used to identify key themes. Member checking enhanced the credibility of data interpretation. Themes that emerged from data analysis were business management, knowledge and performance, and transformational leadership. Study findings may contribute to positive social change by providing practical guidance to home health care managers, which may improve their agencies' viability and delivery of patient care. Business implications include the provision of long-term employment to workers and safety assurance to patients' families.

The purpose of the study was to explore the relationship between the transformational leadership (TL) style of officers and their followers’ organisational citizenship behaviour (OCB) in a South African military environment. TL was measured by means of the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and OCB by means of the Organisational Citizenship Behaviour Scale (OCBS). A sample of 300 followers was identified at a military unit in the South African Army and the participants were requested to complete the two questionnaires. The MLQ produced a Cronbach’s alpha of 0.91 and the OCBS a Cronbach’s alpha of 0.79, which were both statistically significant and acceptable. The main hypothesis of the empirical study was accepted, which predicted a significant relationship between TL and OCB (r = 0.412, significant at the 0.001 level). The hypotheses predicting a significant relationship between TL the five sub-dimensions of OCB produced mixed results. These results are as follows; there was no significant relationship between TL and Civic Virtue (r = 0.180), between TL and Sportsmanship (r = 0.132) and between TL and Courtesy (r = 0.207). Additionally, the hypotheses predicting a significant relationship between TL and Altruism (r = 0.499) and between TL and Conscientiousness (r = 0.315) were accepted. / Industrial & Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The purpose of the study was to explore the relationship between the transformational leadership (TL) style of officers and their followers’ organisational citizenship behaviour (OCB) in a South African military environment. TL was measured by means of the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and OCB by means of the Organisational Citizenship Behaviour Scale (OCBS). A sample of 300 followers was identified at a military unit in the South African Army and the participants were requested to complete the two questionnaires. The MLQ produced a Cronbach’s alpha of 0.91 and the OCBS a Cronbach’s alpha of 0.79, which were both statistically significant and acceptable. The main hypothesis of the empirical study was accepted, which predicted a significant relationship between TL and OCB (r = 0.412, significant at the 0.001 level). The hypotheses predicting a significant relationship between TL the five sub-dimensions of OCB produced mixed results. These results are as follows; there was no significant relationship between TL and Civic Virtue (r = 0.180), between TL and Sportsmanship (r = 0.132) and between TL and Courtesy (r = 0.207). Additionally, the hypotheses predicting a significant relationship between TL and Altruism (r = 0.499) and between TL and Conscientiousness (r = 0.315) were accepted. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

La investigación que se presenta a continuación, evalúa el impacto del liderazgo transformacional en la satisfacción laboral de los colaboradores administrativos del Sistema de Administración de Justicia de Lima Metropolitana, 2021; así como el grado de satisfacción de los colaboradores, el grado de liderazgo transformacional aplicado por los líderes de área. Igualmente, diferencia si la motivación inspiracional es el componente del liderazgo transformacional que tiene mayor impacto respecto a la satisfacción en el trabajo, y compara los estilos de liderazgo más utilizados. Para llevarlo a cabo, se realizó un estudio cualitativo basado en 338 encuestas realizadas a trabajadores pertenecientes al Sistema de Administración de Justicia de Lima Metropolitana. Los resultados muestran que los niveles para medir la satisfacción laboral corresponden a medio, y que el liderazgo transformacional es aplicado en grado alto. Por su parte, la motivación inspiracional no es el único componente que impacta en la satisfacción laboral, sino que la influencia, tanto la idealizada-atribuida como la idealizada-conductual, también se aplican en grado alto. El estilo de liderazgo más utilizado es el de tipo transformacional; en segundo lugar, el transaccional, seguidos del laissez-faire. Además, la conclusión indica que el impacto ejercido por el liderazgo transformacional en la satisfacción en el trabajo, es positivo pero débil, y la combinación actual de liderazgo transformacional-transaccional aplicado a los trabajadores está alineado con la recomendación de los expertos, que sugieren una combinación de dichos estilos de liderazgo para lograr altos niveles de desempeño y satisfacción en el trabajo. / The research presented below assesses the impact of transformational leadership on job satisfaction of administrative collaborators of the Justice Administration System of Metropolitan Lima, 2021; as well as the degree of employee satisfaction, the degree of transformational leadership applied by the area leaders. Likewise, it differentiates whether inspirational motivation is the component of transformational leadership that has the greatest impact on job satisfaction, and compares the most used leadership styles. To carry it out, a qualitative study was carried out based on 338 surveys carried out among workers belonging to the Justice Administration System of Metropolitan Lima. The results show that the levels to measure job satisfaction correspond to a medium, and that transformational leadership is applied to a high degree. For its part, inspirational motivation is not the only component that impacts job satisfaction, but the influence, both idealized-attributed and idealized-behavioral, are also applied to a high degree. The most used leadership style is the transformational type; second, transactional, followed by laissez-faire. In addition, the conclusion indicates that the impact exerted by transformational leadership on job satisfaction is positive but weak, and the current combination of transactional-transformational leadership applied to workers is aligned with the recommendation of the experts, which I suggest a combination of these leadership styles to achieve high levels of performance and job satisfaction. / Tesis