Thesis (Ed.D.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / There is a well-documented shortage of competent leaders in American corporations today due in part to the fact that leadership has been traditionally conceptualized as an individual-level skill. Accordingly, development is believed to occur primarily through training to improve individual skills and abilities (Day, 2000). These approaches have failed to see that leadership is at its essence a complex interaction between the designated leader and the social and organizational environment (Fiedler, 1996). Corporate educators need to recognize this interaction and begin to focus on holistic training and development models that address the interpersonal and social leadership behaviors required for future success. The purpose of this study was to explore the relationship between a relatively new kind of leadership training based on the Health Realization/State of Mind understanding and organizational performance. It was a mixed methods design incorporating interviews with a number of leaders from a particular business area in the organization, work environment surveys, employee opinion surveys, and organizational performance measures. An analysis of the results showed that the behavior of the leaders did indeed change, but the leaders attributed those positive changes to a combination of the leadership training, the influence of a transformational leader, and a shift in the cultural norms that improved the work environment. A comparison of the employee opinion and work environment surveys showed a noticeable difference in the quality of the work environment and overall job satisfaction between the subject business area and the rest of the organization. The organizational performance indicators, sales, income, and cost of poor quality indicated improvements as well. / 2999-01-02

Marti Jewell discussed the realities of 21st century parish life which carry myriad hopes and challenges. The Emerging Models of Parish Leadership Project has seen these realities first-hand in conversation with parish leaders across the USA. What has been learned about the present state of parish leadership? What are the best hopes for the future of our local faith communities? / with Marti Jewell, Director, Emerging Models of Pastoral Leadership Project / Gasson Hall 100

Since the turn of the century interest has grown in alternative models of leadership to reflect increased complexity and ambiguity, the need to respond faster to complex market conditions, and new patterns of accountability, inter- dependency and co-ordination within organisations of all types. This has led to the emergence of alternative models of leadership including shared and distributed leadership. In many organisations, such as those with matrix structures, many leaders need to accomplish organisational goals without formal line management authority over employees. This is also the case in many professional services (e.g. law and consultancy) that operate partnership models whereby individuals have little direct authority over their peers. In University settings the governance structure also impedes traditional hierarchical leadership. The tenure system, operated by many universities and colleges in the United States and Canada, provides intellectual autonomy, protects academics from external pressure and offers job security. Despite a growing literature on shared and distributed leadership, few studies have empirically examined the nature of leadership distribution, the contextual factors that impact leadership, and how those in senior positions (e.g. university department chairs) achieve organisational goals when employees (e.g. faculty members) possess significant authority and autonomy. This study addresses this gap. In so doing the study aims to contribute to the literature on shared and distributed leadership and provide important insight to assist positional leaders who possess limited direct authority in more effectively accomplishing their leadership goals. ...[cont.]

Using a manufacturing setting that is organized into self-managed teams, the current study identified and measured key leadership behaviors within the teams. Questions that were asked include: are some team leadership behaviors more critical to a team's level of functioning than other behaviors? and do successful self-managed teams rely on formal leadership to a lesser extent than members of less successful teams? These questions were asked in the context of leadership as a process, not an individual.

Since the turn of the century interest has grown in alternative models of leadership to reflect increased complexity and ambiguity, the need to respond faster to complex market conditions, and new patterns of accountability, inter- dependency and co-ordination within organisations of all types. This has led to the emergence of alternative models of leadership including shared and distributed leadership. In many organisations, such as those with matrix structures, many leaders need to accomplish organisational goals without formal line management authority over employees. This is also the case in many professional services (e.g. law and consultancy) that operate partnership models whereby individuals have little direct authority over their peers. In University settings the governance structure also impedes traditional hierarchical leadership. The tenure system, operated by many universities and colleges in the United States and Canada, provides intellectual autonomy, protects academics from external pressure and offers job security. Despite a growing literature on shared and distributed leadership, few studies have empirically examined the nature of leadership distribution, the contextual factors that impact leadership, and how those in senior positions (e.g. university department chairs) achieve organisational goals when employees (e.g. faculty members) possess significant authority and autonomy. This study addresses this gap. In so doing the study aims to contribute to the literature on shared and distributed leadership and provide important insight to assist positional leaders who possess limited direct authority in more effectively accomplishing their leadership goals.

Most people have a sense or understanding of leadership, this regardless if it is personallyexperienced or taught. A lot of former leadership research is focused on the leader, its attributes and functionality. From this perspective the successful leader is considered to have abilities that makes he or she someone special and extraordinary – a hero. However, a branch of more recent research takes a critical approach to this view. This critical perspective assumes that leadership is influenced and affected by other phenomena than just a strong leader. These phenomena can possibly be described as ideological or institutional. This paper aimes to critically analyze and problematize general assumptions and ideas about leadership.The study is based on interviews with six leaders from different businesses consisting of open-mindedly formulated questions about leadership. Among them are questions of the role of the leader and if there is a difference between being a leader and to excersise leadership. Also how they obtained the knowledge they possess about leadership. The study shows that people who are in a situation of leadership tend to describe it in relation to different types of leaders. These types of leaders seem to be categorizied as belonging to different generations and to them supposed ideals. The study also shows that there is a mutual dependence between leaders and followers, increasingly founded on cooperation and thereby acceptance and equality. / Ledarskap är något de flesta har en uppfattning om, vare sig det är självupplevt eller inlärt. Stora delar av tidigare ledarskapsforskning är centrerad kring ledaren, dennes attribut och funktion. Den framgångsrike ledaren anses, sett ur detta perspektiv, ha egenskaper som gör denne till någon särskild och extraordinär - en hjälte. En förgrening inom senare forskning intar dock ett kritiskt förhållningssätt till denna syn. Detta kritiska perspektiv utgår från att ledarskap influeras och påverkas av andra fenomen än en stark ledargestalt. Dessa fenomen kan möjligen beskrivas som ideologiska eller institutionella. Denna uppsats syftar till att kri- tiskt analysera och problematisera allmänna antaganden och idéer om ledarskap. I genomfö- randet av studien har sex stycken ledare från olika verksamheter intervjuats och öppna frågor har ställts om ledarens roll, eventuella skillnader mellan att vara ledare och att utöva ledarskap samt hur de erhållit den kunskap de besitter om ledarskap. Studien påvisar att personer i le- darställning tenderar att beskriva ledarskap i relation till olika typer av ledare. Dessutom ver- kar dessa ledarskapstyper kategoriseras som tillhörande olika generationer och dåvarande, påstådda, ideal. Studien visar även på att det existerar ett ömsesidigt beroende mellan ledare och följare som alltmer bygger på samarbete och därigenom acceptans och likställdhet.

Abstract To develop optimal leadership effectiveness under complicated circumstances is the priority of a leader . A higher result can be created if the leader master his or her leadership style. Since the 1980s, the research about leadership has emphasized on recent theories such as transformational leadership, transactional leadership, and charm leadership. In this research , the former two types are applied to investigate the relationship between them. Aim at salespeople, the questionnaires are delivered by e-mails, mails and personally. Among the 400 questionnaires, 266 copies have been took back and 218 copies are available. The conclusions are: (1) There is no obvious relationship among transformational leadership, transactional leadership and personal completion. (2) There is positive and obvious relationship among transformational leadership, transactional leadership and group completion. Generally speaking, the former is superior to the later. (3) There is positive and obvious relationship among transformational leadership,transactional leadership and organization promise. Generally speaking, the former is superior to the later. (4) There is positive and obvious relationship among transformational leadership, transactional leadership and leadership. Generally speaking, the former is inferior to the later. (5) Part of the effectiveness that transformational leadership causes is superior to that of transactional leadership.

This research aims to identify core elements of leadership development in children and adolescents. Initial focus groups with student leaders in elementary and high schools suggested key differences in students’ implicit theories of leadership and their identities as leaders. A follow-up survey was constructed to measure these differences. Findings suggest age-based distinctions in students’ implicit understanding of leadership, what constitutes leadership behaviour, who has the capacity to lead, and what kinds of leadership they would like to take on. These distinctions form the basis for a conceptual model illustrating four phases or “stories” of leadership identified by children and adolescents: the task-oriented “helper,” the responsibility-oriented “deputy,” the role-oriented “agent” and the identity-oriented “ambassador.”

This research aims to identify core elements of leadership development in children and adolescents. Initial focus groups with student leaders in elementary and high schools suggested key differences in students’ implicit theories of leadership and their identities as leaders. A follow-up survey was constructed to measure these differences. Findings suggest age-based distinctions in students’ implicit understanding of leadership, what constitutes leadership behaviour, who has the capacity to lead, and what kinds of leadership they would like to take on. These distinctions form the basis for a conceptual model illustrating four phases or “stories” of leadership identified by children and adolescents: the task-oriented “helper,” the responsibility-oriented “deputy,” the role-oriented “agent” and the identity-oriented “ambassador.”

In recent years we have witnessed an increasing integration of women into positions where leadership is exercised. Although some studies show that less than 10% of leaders are women, they are making their headway in the difficult field of leadership which, some years ago, was totally dominated by men. Several authors have analyzed the female’s skills in developing leadership roles. Some of them have concluded that there are differences with respect to male leadership. But others are not so clear and talk about gender equality in exercising leadership roles. Moreover, a new style of leadership has been implemented in organizations, that is, transformational leadership. This style together with the latest developments in leadership has been analyzed from a gender perspective. Several experts in this issue have come to ensure the highest skill for women to develop this style of leadership, which is based on communication, empowerment and followership. How do stereotypes cloud our claims? How does literature affirm or deny the existence of gender differences in leadership? What do women writers specializing in leadership study over the past three years? What are the latest developments in leadership? This work features a series of studies on the subject made in the last twenty years. This along with opinions of today’s leaders, insufflate fresh air to the results and invite the reader to enter in the interesting but slippery field of leadership from a different perspective.