We, as authors, have noticed a paradox in today’s society. We often hear inspirational quotes such as “you have to fail in order to reach success” or “you learn from failure”. Thomas Edison himself said “I haven’t failed; I have just identified many ways that donot work”. Yet in society and within many organizations, there is a lack of discussion and acceptance when it comes to mistakes and failures, thus also a lack of the learnings from them. Failure is actually a neglected and feared topic, referred as “the Elephant inthe board room”, where mistakes are manipulated in hope of being forgotten and nevernoticed. Nowadays, we live in a society in which individuals are chasing perfectionism. Therefore, there is a fear of making mistakes which hinders followers to dare and take risk to progress. We believe that employees constantly suffer from this pressure and unhealthy environment within corporations. Therefore, we wished to go beyond this issue as we found ourselves astonished by the large number of quote present out there. In order to explore the concept of failure, we identified two kind of organizations in which the culture of mistakes and failures are different than in corporations. The two fields investigated are the orchestra and football team. Mistakes in these organizationsare not feared rather expected and accepted. We asked ourselves what do these leaders do differently and if managers could learn from the conductors and coaches in order to avoid or prevent. To answer these questions, we analyzed different major componentsof leaders such as their perspective about performances, their role as leaders, the communication and relationship with their followers and last but not the least their perspectives and way of handling mistakes. It appears indeed that organizational leadershave lessons to learn from coaches and conductors regarding the four main area we have analyzed such as considering mistakes as part of the past and source of learning as well as implementing a two-way communication.

Football is one of the biggest sports in the world. Professional teams track their player's positions using GPS (Global Positioning System). This report is divided into two parts, both focusing on applying collective motion to football. % The goal of the first part was to both see if a set of cheaper GPS units could be used to analyze the collective motion of a youth football team. 15 football players did two experiments and played three versus three football matches against each other while wearing a GPS. The first experiment measured the player's ability to control the ball while the second experiment measured how well they were able to move together as a team. Different measurements were measured from the match and Spearman correlations were calculated between measurements from the experiments and matches. Players which had good ball control also scored more goals in the match and received more passes. However, they also took the middle position in the field which naturally is a position which receives more passes. Players which were correlated during the team experiment were also correlated with team-members in the match. But, this correlation was weak and the experiment should be done again with more players. The GPS did not work well in the team experiment but have potential to work well in experiments done on a normal-sized football field. % The goal of the second part of the report was to visualize collective motion, more specifically leader-follower relations, in football which can be used as a basis for further research. This is done by plotting the player's positions at each time step to a user interface. Between each player, a double pointed arrow is drawn, where each side of the arrow has a separate color and arrow width. The maximum time lag between the between the two players is shown as the "pointiness" of the arrow while the color of the arrow show the maximum time lag correlation. The user can change the metrics the correlations are based of. As a compliment to the lagged correlation, a lag score is defined which tell the user how strong the lagged correlation is.

<p>Syftet med studien är att undersöka hur rekryteringsprocessen vid anställning av chef går till samt vikten av organisatorisk och personlig matchning av chef och företag. Författarna är även intresserade av betydelsen av psykologiska kontrakt i rekryteringssammanhang. Studien är inriktad mot rekryteringsföretag specialiserade på chefsrekrytering som organisationsmässigt skiljer sig så mycket som möjligt från varandra för att få en bredare syn. Undersökningen har delats in i olika områden som består av rekryteringsprocessen, meriter och personlighet samt organisatorisk passform. Studien är utförd genom intervjuer på sju deltagande rekryteringsföretag belägna i Mälardalen. Resultatet visar att det avgörande för rekryteringsprocessen är kravprofilsmötet där rekryteraren möter företaget som ska anställa. Efter en grundläggande kompetens passande uppdraget, är det personligheten som avgör vem som får jobbet.</p>

Išanalizuoti ir įvertinti ciniškojo lyderio veiklos bruožus verslo ir politikos organizacijose. Pateikti praktines interpretacijas verslo ir politikos organizacijų vadovams. Mokslinėje literatūroje analizuojama cinizmo sąvokos samprata ir cinizmo ištakos, aptariami šiuolaikiniai ciniški lyderiai bei jų bruožai: avantiūrizmas, kritinis mąstymas, ironija. Remiantis moksline literatūra sukuriami šie cinizmo modeliai: kritiškasis modelis, hipinis (lėkštas) modelis, radikalusis modelis, autoritarinis modelis. Pateikiamos modelių charakteristikos. Siekiant nustatyti ciniškojo lyderio veiklos ir bruožų prototipus, atlikta kiekybinė Lietuvos verslo ir politikos atstovų apklausa. Atlikus Lietuvos politikų ir verslo organizacijų lyderių apklausą nustatyta, kad kritinis mąstymas yra svarbiausias tiek ciniškų verslo, tiek politikos lyderių bruožas. Savanaudiškumui tiek verslo, tiek politikos lyderiai teikia antrą prioritetą po kritinio mąstymo. Nors avantiūrizmas ir rizika būdingi abiems lyderių grupėms, tačiau, skirtingai nei pirmieji du ciniško lyderio bruožai, šie ciniško lyderio bruožai yra dažniau priskirtini verslo lyderiams. Remiantis literatūros analize bei tyrimo išvadomis pateiktos išvados ir praktinės rekomendacijos Lietuvos verslo ir politinių organizacijų vadovams. / Analize and evaluate activities and features of cynical leader in business and political organizations. Provide practical recommendations for leaders of business and political organizations. Academic literature analyses definition of cynicism and sources of cynicism. Scholars discuss contemporary cynical leaders and their attributes: adventurism, critical thinking and irony. Based on academic literature four models of cynicism are discussed: critical model, flat model, radical model and authoritarian model. Chraracteristics of the models are described. Quantitive survey of representatives of politics and business is conducted in order to determine prototypes of activities and features of cynical leader. The survey findings demonstrate that the key attiribute of cynical political and business leaders is critical thinking. Self-interest follows critical thinking as a priority. Even though adventurism and risk-taking feature in both groups, they are more prevalend among leaders of business organizations. The thesis provides practical recommendations for Lithuanian business and political leaders based on academic research and survey findings.

This study explores the meaning of female leadership in the New Testament by examining a random selection of women in the New Testament. In Chapter 2 a sociohistorical approach is utilised to examine women leaders in the in the ancient Greco- Roman world of the New Testament. The study reveals that though these societies were predominantly patriarchal, there were women leaders leading in various ways in different spheres of life (religious, political, intellectual, and in the home). Chapter 3 looks in more detail at a definition of 'leadership". The Kouzes & Posner’s (1995) model of leadership practices, based on research of how successful leaders operate, is used. The example of Jesus as the Master leader is explored against the six leadership practices, adapted for this study. It is clear that Jesus does reflect the five leadership practices proposed by Kouzes & Posner (1995). A sixth practice is added to the list as the study shows that a leader needs a leader - good followers make good leaders! Chapters 4-10 focus on the leadership practices of Mary the mother of Jesus, the Samaritan woman, Tabitha. Lydia, Priscilla and the four daughters of Philip. An examination of the socio-historical context and an analysis of key concepts in each pericope in which these women are mentioned, have been done. From the analysis it is clear that the leadership p r a c t i i of women, called "female leadership" in this study, point out leadership as 'influence" that is achieved in different practices. These leadership practices define female leadership in the New Testament The women are leaders, in some cases within the recognised positions and in other cases without the positions. / Thesis (Ph.D. (New Testament))--North-West University, Potchefstroom Campus, 2007.

The global political system forms the backdrop to the changing function of the state and the emergence of new governing systems. This thesis develops a particular governance narrative in relation to endogenous rural development within the South West of England through the European Union’s (EU) LEADER+ rural development programme. This programme is important because it sits firmly within a wider set of discourses on the ‘new governance’. This discourse spans wider debates over emerging forms of deliberative democracy, European governance and globalisation. The LEADER programmes approach to governance is framed as a means to facilitate enhanced deliberative practice through‘partnership’ arrangements at the local level, and in turn ensure ‘local people’ and their‘communities’ develop in line with their strengths. This approach to governance, developed through the regional studies literature, is seen as a means to meet those challenges presented by the global economic epoch. There is a strong rhetoric on the potential of the LEADER approach, but this rhetoric does not result in effective deliberative processes and outputs. The LEADER programme fails to break free from its wider political contexts and the governmentalities of the state. These enable powerful actors to manipulate the political system and its objectives. This is possible through the even wider context of global governance, which helps us understand that relations of power no longer follow linear channels, that gateways once closed are now open (and vice versa), and that policy networks now stretch both horizontally and vertically beyond the traditional confines of state power.

Moderation does not constitute a monolithic model and the difference in the moderation process will influence the way a political party manages its internal dynamics. The cases of the AKP and the PKS show that both have different levels of moderation due to the different contexts of their social and political environments. The AKP has to deal with an extreme interpretation of secularism in Turkey that influences the party’s members to refrain from any confrontation with secular strongholds. The PKS has more freedom to express its ideology in the Indonesian democratic political system; hence the party is able to develop internal organisational procedures and programmes based on religious principles. To anticipate difficulties arising from from moderation, the AKP uses an organisational approach to give space for open and dynamic internal management and reduce the role of ideology significantly. The PKS still utilises its ideology in managing the impact of moderation by defining religious values as principles of organisation in parallel with organisational principles. Both parties are relatively successful in convincing their members to trust the party and its leaders in different ways. Party vision and personal charisma are more apparent for the AKP, although the PKS has to rely on interpretation of ideology as the main source of trust. By placing more emphasis on organisation, the AKP employs definition of violation toward party’s rules and decisions based on an organisational approach. In contrast, the definition of violation in the PKS relies on both religious and organisational principles. As a result, the AKP implements policies to dismiss members based on unambiguous principles with relatively insignificant opposition. The PKS has to deal with complaints of dismissal since the policies are taken based on interpretation of procedures and reasons. It is also proven that the AKP is able to convince voters by offering programmes to meet popular demands without relying on a religious agenda. While the PKS has been successful in developing an effective and solid party, it still has many problems in gaining support during elections as its pragmatic adjustment moderation also generates confusion internally and externally.

The purpose of this study was to examine how male and female leaders view their own effectiveness as compared to their objective performance. This study also examined sex and gender differences in subordinate's views of male and female leaders. Forty-two mixed-sex groups led by appointed male and female leaders were observed to assess objective and perceived leader effectiveness. Gender role of participants was assessed using the Bem Sex Role Inventory (BSRI). No sex or gender differences were found in objective leadership effectiveness. An unexpected finding was that male and female leaders perceived themselves accurately as leaders. Significant differences were found in the way male subordinates rated men and women leaders when taking into account gender role. Results indicated that the study of gender bias in leadership is complex and should be examined in conjunction with gender role. Social role theory helps to explain this bias.

The purpose of this study was to create an understanding of how group leaders manage their worktime and what conditions the group leader needs to conduct their work assignments. The research design was a single case study that was performed on a larger corporation´s central warehouse. The data collection consisted of semi structured interviews with six group leaders. Furthermore, an inventory of the worktime was made in which the group leaders themselves estimated their worktime during a month of work. The results showed that the group leaders experienced a lack of time but that the conditions were good for leadership. Progress was promoted and the space of action was big. The time inventory showed that the group leaders’ average work were made of 52 hours. The study discusses the job description, which was too wide and should be focused more towards the group. The conclusion was that the group leaders worked reactively, more assignments should be focused towards the group. The job description needed to be better defined and the groups were too big and there were time constraints which affected the work.

There are some subordinates that have a deep understanding of their supervisor’s world. More than others, they understand their supervisor’s work relationships, preferences, demands, and resources. The goal of this thesis was to predict and test how this collection of strategic and sensitive information, or follower political knowledge, develops. Using the active perspective-taking framework, I focused on a subordinate’s motivation, capacity, and opportunity to acquire follower political knowledge. In particular, I hypothesized that key individual, relational, and contextual factors would predict follower political knowledge. Two studies were conducted to test these predictions: a cross-sectional survey of 467 employees and a cross-sectional survey of 174 supervisor-subordinate dyads. Across studies, political skill, leader-member exchange, and supervisors’ trust were the strongest predictors of follower political knowledge. The implications of these findings present a case to be made for the role of follower political knowledge in effective followership. / October 2016