In the recent years, the financial tendency in Taiwan towards merging banks into financial holding companies. Traditional banking services, i.e. deposit saving and loan, have been replaced by the most popular consumer financial products such as cash card and credit card. In order to adapt to the rapid changing financial trends, a more flexible and accurate information system will be an imperative for the management levels. The mainframe systems, the most popular system in the banking industry, have been challenged by the open systems of client-server architecture. This research is to explore the critical success factors of the multi-sections collaboration in a system reengineering project. This exploratory study adopts case study method. It takes in-depth interviews with fourteen IT supervisors and executives from the case-study bank. After summarizing and analyzing the related factors, the conclusions are as followed. 1. Set up checkpoints in the project development process, and review the utilization of resources including human resources, cost and programming quality. 2. At least, there is a team member who masters the system to be replaced and the network system in order to fully understand the merit and defect of the replaced system. 3. For IT professionals who are already provided with banking related knowledge and information technology, they need a charismatic project leader. 4. Except for traditional communication of interpersonal behaviors, leaders can adopt new technology such as wide-band conference or distant VOD (voice on demand) to reinforce the communications among members who are located in different places. 5. Avoid conflicts and direct them to cooperation. Discover the events and problems that cause the conflicts and target on problem solving levels. 6. In the internal organizational structure levels, divide and adjust them into well-structured divisions or sections. As for the external levels, project departments should be set up for these specific projects. 7. Leaders should present the project plans and steps to all the involving IT staff before the project initiates, in order to bring all the project members with participation and responsibility.

Leadership behavior theory and practice¡ÐResearch of the case Leadership behavior Lee Kuan Yew in Singapore. Abstract Leadship capability is not only inherent, it must be created by leaning and training also. And the leadership should have characteristics, which depends on the surroundings. Basically leadership has three types, which are dictatorship, laissez-faire, democratic. A leader must be responsible for his subordinates, team and superintendents. Excellent morality and advanced knowledge are the requisites for a good leader. The goal of leadship behavior is to prevent the troubles about people and things, then furthermore start his career and make contributions to the peoples. Finally he is to earn the sympathy of the crowd and erect his enterprise. The leadership behavior is show of creative intelligence and skill during solving the problems of ¡§people¡¨ and ¡§matters¡¨. It condenses the moral, wisdom, experience, ability and social relationship of the leader and displays the outstanding enchantment and boldness. It depends on the brain to operate powerfully, make use of main theme, depend on concentrate one¡¦s attention. Leadership is an very important intellect, it needs both theory and applications. In the daily life and the process of dealing the human affairs, people experience the tastes of leading and being lead. However, in the history, it is not difficult to find that some leaders are very prominent and bring happiness to human being, while some are very bad, caused masses in anguish and distressed. The public would justify that he is a success or a failure. Singapore is well known as a ¡§garden city¡¨ as well as a lawful nation. The government is famous for it ¡§being small with strength and being capable with uprightness¡¨. The leader, Lee Kuan Yew is the greatest contributor. Although he is criticized as tyrant, arbitrary, authoritative, he had been always persisting in his idea, not excited by the Western merits, advocacy ¡§Asian Values¡¨ and ¡§Confucianism¡¨ executing his ¡§Eastern authoritarian leadership style¡¨. Under his conduct, Singapore changes from head to feet and is praised as a miracle of ¡§politics and economics¡¨ in the world. Surely, that a country is strong or feeble depends on many aspects but the leader with sapience and characteristics of a statesman plays the main role. As is said, ¡§soldiers moves around their general¡¨, a leader constantly creates environments, then the people become accustomed in the district and go with his action as the leader go along with the timely opportunity, topographical advantage and social harmony. Lee Kuan Yew and his elitist cadres established the stable foundation for burgeoning by means of subjugating, candid, sagacious and practical leading style. We can examine the political leadership manner of Lee Kuan Yew carefully¡HHow he exert the leadership ability to confront challenge, break through predicament, overcome troubles and finally win the victory, shows boldness, intelligent resolution, braveness of a statesman everywhere. Anyway we can learn much more from Lee Kuan Yew.

Lyderystės įtaka grupės veiklos rezultatams farmacinėje kompanijoje: lyderio elgsenos deskripcinė analizė. Magistro darbas. Magistro darbe teoriniu bei praktiniu aspektu nagrinėjama lyderystės įtaka komandinio darbo rezultatams. Darbo tikslas - išanalizuoti lyderio elgsenos galimybes įtakoti veiklos rezultatus verslo organizacijoje ir nustatyti efektyvios elgsenos ugdymo gaires. Atlikta tyrimo mokslinė analizė, vertinant lyderio elgsenos tyrimo metodą ir lyderio elgsenos įtaką grupės veiklos rezultatams farmacinėje kompanijoje. Nustatyta, kad išnagrinėta ir interpretuota nagrinėtų elgsenos požymių raiška tirtoje organizacijoje leidžia padaryti išvadą, jog lyderio elgsena yra grupės sėkmę įtakojantis veiksnys, skatinantis kiekvieno darbuotojo kūrybingą ir produktyvų darbą. Išanalizavus gautus rezultatus, galima daryti hipotetišką išvadą, kad grupių vadovams reikia daugiau dėmesio skirti grupės narių poreikių suvokimui, suteikti daugiau laisvės atliekant pavestas užduotis. / The Influence of Leadership on Group Results in the Pharmaceutical Company: Leader Behavior Description. Master’s work. The aim of this work is to analize leaders behavior possibilities to influence on group results. Leader behavior and it’s applying possibilities in the organisation context is analyzed in this work. This work also presents the results of the research of leader behavior description among the group leaders. The main research conclusion is that the leadership behavior is one of the main success factors which is able to help group leaders to reach their goals. It confirmes the author’s formed scientific research hypothesis, that the leaders and employees face the leader‘s behavior importance. Group managers are supposed to concentrate on needs of group members and allow them complete freedom in their work.

Abstract: Large amounts of research have been performed regarding goal-setting and leadership and its effect on organizational performance. However, in school settings, the amount of performed research about leadership performance in relation to goal-setting is limited. The aim of the study was, therefore, to analyze specificity of locally-created goals and the principal’s performance-affecting behaviors during meetings, especially in relation to set goals. Based on Komaki’s research on managerial behavior structured observation was used to analyze the principal’s actions while leading meetings. Adding to the observations Locke & Latham’s Goal-Setting Theory was used to perform a content analysis investigating the specificity of written goals. In total, 56 goals from seven schools in a large county/municipality in Sweden were analyzed. In total, 1,235 minutes of a principal leading their staff during meetings were recorded and analyzed. A majority of the goals written in the schools’ work-plans lacked specificity. This study found that principals talked about their goals while leading their staff at meetings, and they changed their behavior towards a more performance-affecting management style while doing so.

[pt] Esta dissertação identificou os fatores que afetam o Global Mindset de líderes globais e o seu efeito nos seus comportamentos da liderança. Para tanto, foi aplicado um questionário on-line baseado no modelo Global Mindset e Comportamento da Liderança de Konyu-Fogel (2011) para uma amostra de 163 líderes que atuam em atividades com escopo internacional de organizações multinacionais ou nacionais, em vinte e duas indústrias na África, Asia, América do Sul, América do Norte, Europa e no Oriente Médio. Concluímos que fatores demográficos tais como idade, gênero e número de línguas estrangeiras faladas não afetam significantemente o Global Mindset, embora líderes com idade superior a 60 anos ou que falem três ou mais línguas possuam maiores escores de Global Mindset. Identificamos também que o local de trabalho é um fator que afeta com significância o escore Global Mindset, confirmando estudos que evidenciam que a sensibilidade entre culturas é altamente dependente do histórico pessoal e da inteligência cultural do indivíduo. Concluindo a análise dos fatores demográficos, identificamos que o fator posição afeta o Global Mindset, tendo sido identificado que as posições Recruitment Partner e CEO apresentam os maiores escores para Global Mindset. Na avaliação do efeito dos fatores organizacionais sobre o Global Mindset, identificamos uma fraca relação em itens como: número total de empregados, número de países que a empresa opera, o percentual de empregados no exterior e local da matriz. Por outro lado, linha de produto (indústria), e o percentual de receita oriunda de operação no exterior impactam significativamente no Global Mindset dos líderes de negócio. Por fim, observamos que o Global Mindset é responsável por até 39,1 por cento de variabilidade no comportamento da liderança, confirmando estudos prévios de que líderes globais com alto Global Mindset são mais prováveis de ter comportamentos de liderança que mostram um entendimento das diferenças entre culturas e países em resposta ao ambiente global. / [en] This dissertation identified factors which affect the Global Mindset of global leaders and its effects on their leadership behaviors. To achieve this objective, an on-line survey based on the Global Mindset and Leadership Behavior instrument developed by Konyu-Fogel (2011) was applied to a sample of 163 leaders which work in positions which require international activities in multinational and national organizations in twenty two product lines (industries) in Africa, Asia, America do Sul, South America, Europe and Middle East. We conclude that demographic factors such as age, gender and number of foreign languages spoken do not significant affect Global Mindset, although leaders older than 60 or who speak at least three foreign languages have higher global mindset scores. We also identified that local of employment is a factor which significantly affect the Global Mindset score, confirming studies which identified that sensitivity across cultures is highly dependent on individual s personal background and cultural intelligence. Concluding the demographic factors analysis, we identified that the factor position affects the Global Mindset, presenting that positions Recruitment Partner and CEO have the higher Global Mindset scores. On assessment of organizational factors effects on Global Mindset, we identified a weak relationship under total number of employees, percentage of employees working overseas, location/country of headquarter s and Global Mindset. On the other hand, product line and number of percentage of revenue from foreign operations significantly affect business leaders Global Mindset. Finally, we noticed that Global Mindset is responsible for 39,1 percent of variability on leadership behavior, confirming previous studies which identified that global leaders with high Global Mindset are more likely to exhibit leadership behaviors which present understanding on differences across cultures and countries in response to the global environment.

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Syfte: Studiens syfte är att skapa större förståelse för hur olika ledarskapsbeteenden kan bidra till motivationsskapande hos medarbetare inom upplevelseekonomin, med fokus på målvägsteorin.  Metod: I studien har en kvalitativ metod använts, där åtta semistrukturerade intervjuer och åtta enkätundersökningar har genomförts. Undersökningen valde vi att genomföra inom upplevelseekonomin, där vi specifikt valde att intervjua ledare från Escape Room företag. Escape Room är en verksamhet som säljer upplevelser i form av att deltagarna blir inlåsta i ett rum och tillsammans ska ta sig ut genom att lösa olika problem, gåtor, pussel osv.   Resultat och slutsats: Studiens resultat visar att ledare inom upplevelseekonomin skiftar mellan olika ledarbeteenden, där respondenterna i studien främst uppvisar en kombination av vägledande och prestationsinriktade ledarbeteenden. Genom en analys av respondenternas svar och den insamlade empirin, finner vi dock att en kombination av ett stödjande och ett vägledande ledarbeteende kan uppfattas mer motiverande för medarbetare inom upplevelseekonomin.  Examensarbetets bidrag: Med studien hoppas vi kunna bidra till ledarnas arbete för att skapa motivation hos medarbetarna, framförallt inom upplevelseekonomin. Vi hoppas att studiens olika delar kan ge ledare tips på hur de kan skapa motivation inom den egna verksamheten. Givet målvägsteorin, fann vi inget underlag för att visst ledarbeteende ska motivera medarbetare med vissa egenskaper, däremot fann vi att situationens egenskaper har större betydelse.  Förslag till vidare forskning: Beträffande målvägsteorin, har vi i vårt arbete valt att fokusera på den tidigare framtagna versionen av House (1971, 1996) som innefattar fyra ledarskapsbeteenden för att öka individens motivation. Vid senare versioner som släppts av målvägsteorin finns fler ledarskapsbeteenden inräknade. Intressant i en framtida forskningsstudie vore därför att inkludera resterande ledarskapsbeteenden likväl. / Aim: The purpose of the study is to create a greater understanding of how different leadership behaviors can contribute to motivation creation among employees in the experience economy, with a focus on path-goal theory.  Method: In the study, a qualitative method was used, where eight semi-structured interviews and eight questionnaires were conducted. We chose to conduct the survey in the experience economy, where we specifically chose to interview leaders from Escape Rooms. Escape Room is a business that sells experiences that involve the participants being locked in a room where they have to get out together by solving various problems, riddles, puzzles, etc.  Conclusion: The results of the study show that leaders in the experience economy switch between different leadership behaviors, where the respondents in the study mainly show a combination of directive and achievement-oriented leadership behaviors. Through an analysis of the respondents' answers and the empirical data collected, we find, however, that a combination of supportive and directive leadership behavior can be perceived as more motivating for employees in the experience economy. Contribution of the thesis: With the study, we hope to be able to contribute to the leaders' work to create motivation among employees, especially in the experience economy. We hope that the different parts of the study can give leaders tips on how they can create motivation within their own organisation. Given the path-goal theory, no basis for certain leadership behavior to motivate employees with certain characteristics was found, however, we found that the characteristics of the situation are more important. Suggestions for future research: Regarding the goal-path theory, we have in our work chosen to focus on the previously developed version of House (1971, 1996) which includes four leadership behaviors to increase the individual's motivation. In later versions released by the goal-path theory, more leadership behaviors are included. It would therefore be interesting in a future research study to include the remaining leadership behaviors as well.

Den successivt tilltagande digitaliseringen har möjliggjort för telearbete, och sedan COVID-19-pandemins start har organisationer ställt om till att arbeta hemifrån i större utsträckning. Tidigare har mål-, relations-, förändringsrelaterade ledarskapsbeteenden undersökts i stabila arbetsmiljöer; däremot har tidigare forskning inte undersökt ledarskapsbeteenden vid dynamiska miljöer i lika stor utsträckning och hur detta har upplevts av anställda samt hur detta påverkar anställdas engagemang. Detta har undersökts genom en enkätstudie, där urvalet varit anställda som till följd av COVID-19-pandemin har haft ökat telearbete. Resultatet från 206 inkluderade deltagare visade att mål-, relation- och förändringsorienterade beteenden influerar anställdas engagemang positivt, och det relationsorienterade beteendet hade det starkaste positiva sambandet. Relationsorienterade beteenden hade dessutom starkast positivt samband mellan anställdas förändrade engagemang under det tilltagna telearbetet. Personer som telearbetar 40%, eller mindre, upplevde det högsta engagemanget. Slutligen hade ledarskapsbeteendena ett samband med varandra vilket kan innebära att samtliga ledarskapsbeteenden behövs i den nya kontexten. / The increasing digitalization has made teleworking possible, and in the light of the ongoing COVID-19 pandemic, organizations which have its workforce teleworking have increased even further. Task-, relation- and change-oriented leadership behaviors have been investigated in stable environments, but not in current dynamic and unstable environments. The goal of this study was to examine how the leadership of today is experienced by the employees and how is this affecting the employee engagement. This was done by a questionnaire, and 206 answers were eligible for analysis. All three of the analyzed leadership behaviors influenced employee’s engagement positively. Relation-oriented leadership had the strongest positive correlation for both current and changes in engagement. Employees teleworking 40 %, or less, had the highest engagement levels. Finally, all three categories of behavior had a positive relationship with each other which could mean that the new context requires behavioral patterns including all three categories.

This exploration of the personal constructs of principals was intended to reveal the transparent templates they create and attempt to fit over the realities of their world. This study sought to go beyond externally imposed descriptions of the leadership behavior of principals by exploring their personal constructs to discover the meaning that principals ascribe to their leadership behavior in anticipation and interpretation of events. Kelly's (1955) personal construct theory provided the conceptual framework for this study. The research questions were addressed through qualitative inquiry. Data were collected in a process that began with full context elicitation, laddering, and triadic analysis, and proceeded to full grid quantitative analysis. Findings from this study may increase the awareness level in the professional community of the meaning that principals ascribe to their leadership behavior. It was recommended that results from this study lead to the development of a process that can be implemented in principal leadership preparation and professional development programs to develop more self-aware, productive, and effective principals (Petri, Lindauer, & Tountasakis, 2000).

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