Implementing cultural change is a huge project for any company. Not only is it time consuming, there are also many factors that determine the success of a cultural change. This study aims to explore a number of these success factors from a social perspective of sustainability, in particular the employees’ perspective. The employee’s psychological perspective is more difficult to expose compared to the economic and environmental perspectives, because it has a qualitative nature and cannot be easily captured in quantitative models. However, this does not make the employees’ psychological perspective less important. Recent studies show that psychological safety supports the individual learning process and creates an openness and motivation for change. Results of this study show that a stronger sense of psychological safety can be created by a positive atmosphere among colleagues, a high level of trust, supportive leader behaviors, and systems that facilitate efficient information and knowledge sharing. Furthermore, the study contributes to the field of organizational theory by investigating the role, effect and perception of psychological safety within one multinational company.

No description available.

As of 2015, public opinion of the ethical and honesty standards of labor union leaders was low, with 36% of the public reporting a low or very low rating, and only 18% reporting high or very high ratings. Grounded in leadership behavioral theory, the purpose of this correlation study was to examine the relationship between union members' perceptions of union leadership consideration, union members' perceptions of leadership initiation of structure, and union members' perceptions of leadership trust. Forty-four union members completed a brief demographic survey, the Leader Behavior Description Questionnaire XII, and the Trust and Employee Satisfaction Survey. The results of simultaneous linear regression indicated that model as a whole was able to significantly predict union members' perceptions of leadership trust, F(2,41) = 10.40, p < .001, R2 = .30. Leadership consideration was the only significantly predictor of union members' perceptions of leadership trust (β = .62, t = 3.23, p = .002). The results may have significance for social change; union leaders can implement leadership consideration to improve the trust levels of members towards union leaders. Further social change implications include the potential to increase union membership. Moreover, society benefits when strong labor unions can provide a pathway to checks and balances that subsequently may improve employees working conditions, worker's pay, local economy, and produce higher quality goods and services.

The purpose of this study was basically twofold: 1) to develop an evaluative instrument to measure interpersonal communicative competence, and 2) to determine its relationship to three other supervisory variables—demographic characteristics, self-actualization, and leader behavior. Hypotheses testing, via the Pearson correlation coefficient, indicated the following relationships between interpersonal communicative competence (as measured by the IICC) and supervisory demographics, self-actualization (as measured by the POI), and leader behavior (as measured by the SBDQ): 1) The age of the supervisor was negatively related to the IICC at the .001 level of statistical significance. 2) Years of formal education was positively related to the IICC at the .001 level. 3) The sex of the supervisor (females scoring higher) was related to the IICC at the .01 level. 4) No significant relationship existed between years of supervisory experience and the IICC. 5) Six scales of the POI (I, Ex, Fr, S, A, C) were related to the IICC at the .001 level of statistical significance, one scale (Sy) at the .01 level and two scales (Tc, Sa) at the .05 level. Three scales (SAV, Sr, Nc) were not significantly related to the IICC. 6) No significant relationship existed between the IICC and the two dimensions of leader behavior—structure and consideration.

This study investigated effects of selected demographic variables and styles of leadership on the self-perceived leader effectiveness scores of vocational administrators at two-year postsecondary institutions in Texas. Demographic variables were type of institution represented, teaching experience, age, trade experience, administrative experience in vocational education, highest degree earned, institutional enrollment and vocational enrollment. Seventy-eight administrators were mailed copies of the Leader Behavior Analysis II—Self (LBA) and a demographic questionnaire. The LBA contained twenty supervisory situations. Respondents were to select the alternative approach that most closely resembled action they might take. Scoring determined the respondents' primary leadership styles and leader effectiveness scores. One-way analysis of variance was used to determine if selected demographic variables or primary leadership style was significant in determining a difference in their effectiveness scores. Primary leadership style and degree held were significant in determining leader effectiveness scores at alpha .05. It was determined that 84 percent of the administrators completing the questionnaire preferred the supporting style. None of the administrators preferred delegating or directing styles. Recommendations included studies using the LBA with supervisors in associations serviced by the institutions to provide an understanding of relationships between the leadership style of the administrators of training institutions and those of the associations served. Additional studies should be done to ascertain any differences in the self-perception of the administrators' leadership style and perceptions of their subordinates. A final recommendation included the implementation of programs to assist administrators in the utilization of the broader situational leadership approach.

No description available.

Sammanfattning Titel: Att leda löshästar - en studie om hur resurskonsulter upplever ledarskapet i kundföretagen Nivå: C-uppsats i ämnet företagsekonomi Författare: Sabina Molin och Kamilla Kristoffersson Handledare: Monika Wallmon och Lars Ekstrand Datum: 2015 – Januari Syfte: Syftet med detta arbete är att med hjälp av leader-member exchange theory undersöka utbytesrelationerna mellan resurskonsulter och deras närmaste ledare på kundföretaget samt vilka ledarbeteenden som används för att leda inhyrd arbetskraft och hur de påverkar relationerna. Metod: Denna uppsats har ett positivistiskt förhållningssätt och det används en hypotetiskdeduktiv metod som innebär att hypoteser deduceras från teori och sedan prövas mot empiri. En kvantitativ ansats används genom att samla in empiri genom webbenkäter som skickades ut till 148 respondenter. Resultat &amp; slutsats: Undersökningen visade att stödjande ledarskap och leda som förebild hade störst påverkan på utbytesrelationerna. De ledarbeteenden som användes i störst utsträckning var berättigande och erkännande. Utveckling och visionerande användes allra minst. De flesta utbytesrelationer var höga. Förslag till fortsatt forskning: Flera förslag till fortsatt forskning presenteras men vi finner att undersöka både ledare, ordinarie och inhyrd personal för att jämföra hur ledarskapet se ut och få en bredare bild är främsta intresset. Uppsatsens bidrag: Denna uppsats har bidragit med en insyn i hur ledare leder inhyrd personal och hur detta ledarskap ser ut i form av ledarbeteenden och utbytesrelationer. Nyckelord: Ledarskap, inhyrd personal, utbytesrelation, leader-member exchange theory, ledarbeteende, transformativt och transaktionellt ledarskap.

The purpose of the present study was to examine the relationship between leadership behavior and perceived burnout of coaches. Head coaches from high schools and from Southeast and Southwest Conference universities were included in the sample (N=302). Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire, Social Desirability Scale and a demographic data sheet. Coaches were separated into two leadership behavior groups and classified as Consideration or as Initiating Structure. It was predicted that coaches in the Consideration Group would have a higher level of perceived burnout. A multivariate analysis of variance was conducted and indicated significant differences in four subscales of the MBI. Specifically, coaches in the Consideration Group scored significantly higher in the frequency and intensity dimension of the emotional exhaustion and depersonalization subscales (p<.001).

Problemformulering: Hur beskriver medarbetare destruktivt ledarskap? Syfte: Studiens syfte är att beskriva destruktivt ledarskap utifrån ettmedarbetarperspektiv. Metod: Studien följer en deduktiv ansats och bygger på en kvalitativforskningsstrategi, studiens empiriska material har insamlats genomsemistrukturerade intervjuer samt bearbetats och tolkats med utgångspunkt i enkvalitativ innehållsanalys. Slutsats: Medarbetare beskriver destruktivt ledarskap som ett stort problem vilketmedför en rad allvarliga konsekvenser som därmed bör tas på allvar. Det framgårockså tydligt att medarbetares upplevelser och perspektiv är betydande för förståelsenav fenomenet destruktivt ledarskap och därför bör beaktas i större utsträckning ipraktiken. Vi kan även konstatera att organisationers sätt att hantera destruktivtledarskap riskerar att förvärra konsekvenserna för medarbetare och klienter. / Research question: How do employees describe destructive leadership? Purpose: The purpose of this study is to describe destructive leadership from anemployee perspective. Method: The study follows a deductive approach and is based on a qualitativeresearch strategy, the empirical material of the study has been collected throughsemi-structured interviews and processed and interpreted on the basis of a qualitativecontent analysis. Conclusion: Employees describe destructive leadership as a major problem whichbrings a series of serious consequences that should be taken seriously. It also appearsthat the employees experiences and perspective is significant for the understanding ofthe phenomenon of destructive leadership and therefore should be taken intoconsideration on a larger scale in practice. We can also state that the organization’sapproach to cope with destructive leadership risks worsening the consequences foremployees and clients.

No description available.