Background: Companies are assuming a vital role in shaping the future for the coming generations through the development of sustainable innovations. Previous studies have stressed the importance of leadership as fundamental in the innovation process and when creating more sustainable businesses. Leaders behaving responsibly are assumed to have a positive impact on the outcome of the innovation process, as the employees are likely to apply the same behaviour. Even so, exactly how leaders behave to combine innovation and sustainability has not yet been theorised, hence, the integration of leadership, sustainability, and innovation is inadequate in the realm of literature. Purpose: The purpose of this study is to explore how leaders behave when fostering an innovation process that leads to sustainable products, services, and/or technologies. Method: The research uses a qualitative method with an inductive approach conducted through semi- structured interviews at three Swedish business-to-business (B2B) multinational enterprises (MNEs) with three leaders working with sustainability, three innovation managers, and one environment manager. Conclusion: The findings suggest three important behavioural dimensions of leaders when promoting an innovation process that leads to sustainable outcomes. In the analysis section, these dimensions are synchronised into a framework; the first one, Reinforcing Positive Psychological State, influences both Making Future-Oriented Strategic Decisions and Modelling the Opportunities and Importance, while the two latter are interrelated. By applying the behaviours illustrated in the framework, leaders behave in a way that fosters the innovation of sustainable outcomes.

This thesis explores uncharted territory by researching the relationship between leadership behaviours in family businesses and the preservation of socioemotional wealth (SEW). SEW, which encompasses the non-financial aspects that satisfy the emotional needs of family members, is crucial for the longevity and success of family businesses. The study addresses a significant gap in the literature by examining how leadership behaviours shape SEW preservation actions. Using a qualitative multiple-case study approach, the research investigates two cases to understand the antecedents, mechanisms, and outcomes of SEW preservation actions. The findings of this research are significant as they reveal that the perception of past SEW has a profound impact on current leadership behaviours and SEW preservation actions. The study offers valuable theoretical insights into the dynamics of SEW preservation in family businesses. It also provides practical strategies for family business leaders, emphasising the importance of assessing one's past and aligning leadership behaviours with SEW preservation actions. By doing so, leaders can enhance organisational performance and preserve SEW more effectively. These insights not only deepen our understanding of the complex interplay between leadership and SEW preservation in family businesses but also offer strategic guidance for practitioners and family business owners, potentially transforming the way they approach leadership in their businesses.

Medarbetarens arbetstillfredsställelse har fått alltmer uppmärksamhet av både forskare och arbetsgivare. Majoriteten av dagens organisationer utför kontinuerligt olika undersökningar för att ta reda på hur nöjda medarbetarna är med sina arbetsuppgifter, arbetsmiljön och utvecklingsmöjligheter. Trots att det inte finns många forskningsstudier som specifikt visar hur ledarskapsbeteende kan påverka medarbetares arbetstillfredsställelse så finns det mycket inom forskningen som tyder på att det finns samband mellan dem.   Syftet med studien är att bidra till ökad förståelse för hur olika ledarskapsbeteenden kan påverka medarbetarnas arbetstillfredsställelse och arbetsmotivation. Den kvantitativa forsknings-metoden har tillämpats för att studera korrelationen mellan dessa. Vidare har studien genomförts med hjälp av en urvalsmetod så kallad snöbollsurval. Urvalsmetoden har varit en effektiv metod för att uppnå många deltagare, vilket är en viktig parameter för statistiska analyser. Sammanlagt 306 medarbetare från olika företag med olika arbetsroller deltog i undersökningen. Emellertid baseras studiens resultat på 301 medarbetare, eftersom fem av deltagarna exkluderades vid analyseringen på grund av bristande svar i undersökningen.   Studiens resultat visar att ledarskapsbeteenden som berör medarbetarnas delaktighet, positiv kommunikation, medarbetarnas utveckling, socialt ansvarstagande och empati samvarierar med medarbetarnas arbetstillfredsställelse och arbetsmotivation. Detta innebär att ledarskaps-beteende har en betydande påverkan på medarbetarnas arbetstillfredsställelse som i sin tur påverkar deras arbetsmotivation. / The employee's job satisfaction has received increasing attention from both researchers and employers. The majority of nowadays organizations executing continuously various surveys to find out how satisfied employees are with their tasks, work environment and development opportunities. Although that there are not many research studies that specifically show how leadership behaviours can affect employees job satisfaction, there is many studies that indicates there is a correlation between them.   The purpose of this study is, to contribute to a better understanding of how different leadership behaviours can affect employee’s satisfaction and work motivation at the work. The quantitative research method has been applied, to address the relation between these subjects. Furthermore, the study has been carried out using a selection method known as snowball selection. The selection method has been an effective method for achieving many participants, which is an important parameter for statistical analysis. Total 306 employees from different companies with different work roles participated in the survey. However, the result of the study is based on 301 employees, since five of the participants were excluded during the analysis due to a lack of answers in the survey. The result of this study shows that leadership behaviours which concern employee participation, positive communication, employee development, social responsibility and empathy covary with employees work satisfaction and motivation. This means leadership behaviours have a significant impact on employees job satisfaction, which in turn impact employee work motivation. / <p>2019-06-27</p>

Thailand is entering into a new phase of educational administration under the new National Education Act of 1999 which requires all educational institutions to have internal and external quality assurance in order to ensure improvement of educational quality and standards at all levels (Section 47). This means that all educational institutions, especially in the private sector, have to undergo many changes, including changes in administration, teaching and learning processes, methods of evaluation and professional development programs. The current study focused specifically on the transformational leadership behaviour of principals on school culture. Culture is considered to be a key factor in determining whether school improvement is possible (Deal & Peterson, 1999). The study was conducted in two phases: quantitative and a qualitative, and carried out in the secondary schools of the Brothers of St. Gabriel, in Thailand. In the quantitative phase, the researcher used two instruments, namely the Multifactor Leadership Questionnaire (MLQ, Short form) developed by Bass (2000) to measure the leadership behaviour of principals, and the School Culture Survey developed by Gruenert (1998) to measure school culture. The results from the quantitative study were used to select a school for the second phase of the study that was carried out using a qualitative approach. The quantitative findings provided descriptive evidence that transformational leadership existed in the schools of the Brothers of St. Gabriel, in Thailand and the dominant culture of the Gabrieltie schools was Professional Development. In addition, the findings also revealed that there was a significant relationship between leadership behaviour and school culture. In the second phase, the leadership behaviour of the selected principal was interpreted based on transformational leadership applied in a school setting. This process was outlined by Leithwood (1996) as frame of reference to identify a pattern of leadership behaviour of the selected principal. The findings revealed that the selected principal exercised the qualities of transformational leadership to some extent. Some qualities were missing and some were practised to a moderate degree. The study helps provide guidance and direction to principals who wish to exercise their leadership in a more appropriate and relevant way particularly in a context of change.

Ledarens förmåga att leda, styra och involvera alla medarbetare är ett komplicerat uppdrag och ledarna använder sig av olika verktyg och metoder för att uppfylla kundernas behov. Syftet med detta arbete var att undersöka och beskriva olika arbetssätt som framgångsrika ledare använder sig av för att fortsätta utveckla sin organisation. Syftet var också att hitta gemensamma faktorer i de framgångsrika ledarnas arbetssätt. Metoden som användes i denna studie var semistrukturerade intervjuer. För att uppnå studiens syfte valde författarna att intervjua sex framgångsrika ledare som har flera års erfarenhet av ledarskap. Resultat i studien visar att de arbetssätten som de framgångsrika ledarna använder för att utveckla sin organisation är bland annat att delegera och följa upp, skapa förutsättningarna för medarbetarna, våga fatta beslut, sätta mål och följa upp, agera förebild samt att använda PDSA-cykeln. Resultat i studien visar också ett antal gemensamma arbetssätt som de framgångsrika ledare använder för att utveckla sin organisation, en av dem är ledarnas vilja att utveckla sina medarbetare och se medarbetarna växa i organisationen. / The leader's ability to lead, control and involve all employees is a complicated task and leaders use different tools and methods to meet customer needs. The purpose of this study was to investigate and describe different working methods that successful leaders use to continue to develop their organization. The aim was also to find common factors in the working methods of various successful leaders. To achieve the purpose of the study, the authors chose to interview six successful leaders who have several years of experience in leadership. The result of the study shows that the working methods that the successful leaders use to develop their organization include delegating and following up, good working conditions, decision making, set goals and follow up, leading by example and using the PDSA cycle. The results of the study also show a number of common working methods that the successful leaders use to develop their organization, one of them is the leaders' desire to develop their employees and see the employees grow in the organization. / <p>2022-06-05</p>

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)

Text in English / The field of neuroscience is increasingly gaining exposure in the leadership domain, where it is now beginning to contribute to research and development. In this study an exploratory investigation of leadership development was undertaken with four primary aims. Firstly, to find out whether exposing participants in managerial positions to cognitive neuroscience knowledge contributes to their development as leaders. Secondly, to explore and illuminate the underlying processes that support such behavioural change. Thirdly, to investigate how behaviour changes in leaders exposed to social cognitive neuroscience knowledge are manifested within an organisational setting. Fourthly, to determine what the perceived impact on the leaders and others are regarding such behaviour changes in a specific organisational context, namely a retail environment. In the study, leaders were exposed to a social cognitive neuroscience workshop over a 5-month period. They were provided with foundational knowledge of social cognitive neuroscience in workshops with two objectives. Firstly, the workshops were intended to enhance their understanding of the brain and cognitive systems underlying thinking and behaviour of the self and others. Secondly, in the workshops the complex interaction between brain systems and subsystems such as the executive and emotional systems were shown to mirror, in a metaphorical way, some of the complex interactions between structures in business organisations. Semi-structured interviews were conducted with a purposive sample of 16 participants, as well as with some their line managers and direct reports. Data were qualitatively analysed by means of content analysis. Findings support the view that gaining social cognitive neuroscience knowledge led to increased self-awareness and an understanding of others. Implicit behavioural change resulted from cognitive and affective changes. Explicit behaviour changes were the result of conscious choice and were supported by both personal and organisational motivational drives. Leaders made behaviour changes at both personal and interactive levels based on their understanding of social cognitive neuroscience. Behaviour changes related to increased emotional regulation, a change in leadership style, an inclusive communication style, cultivating relationships, recognition strategies and strengthening trust. The implemented behaviour changes had a positive impact on participants and their direct reports and related mostly to positive affective changes, growth and development, improved relationships, personal effectiveness and team dynamics. / Psychology / D. Phil. (Consulting Psychology)

The immense changes in the economic environment caused by globalization and technology have forced organizations from around the world to transform in order to adapt, survive, and succeed in the changing world of the new millennium. These changes are not only in the external elements of the organization – its products, activities, or structures – but also in its intrinsic way of operating – its values, mind-set, even its primary purpose. Organizations must learn faster and adapt to the rapid change in the new environment or they will not survive (De Vries, 2001; Ellis&Pennington, 2004). According to Senge (1990b), learning organizations demand a new view of leadership. In a learning organization, leaders are designers, stewards, and teachers. They are responsible for the building of organizations where employees continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is, the leaders are responsible for learning. Leaders in learning organizations must help employees see the big picture, with its underlying trends, forces, and potential surprises. They need to think systematically and be able to foresee how internal and external factors might benefit or destroy the organization (Senge 1990b). Autocratic leadership behaviour, focused on exercising top-down control is more successful in stable environments. Transformational leadership behaviour focused on giving inspiration through the marshalling of ideas, creativity, and the initiative of its employees, is more successful in competitive, changing environments (Cockerill, Schroder&Hunt, 1998). The focus of this research has been on the measurement of leadership behaviour as part of the implementation of a holistic model and process in an organization that has to function in a competitive, changing environment. A 360° leadership assessment questionnaire has been used to conduct the research. A set of fifteen transformational leadership competencies have been identified by the organization where the research was conducted as the leadership competencies that will enable the organizations’ leaders to be effective, successful leaders in a dynamic, changing and competitive business environment. Based on the identified set of leadership competencies, a 360° Leadership Assessment Questionnaire (LAQ) was developed and validated. The LAQ was used to measure leadership behaviour in the organization under research annually over a period of three years as part of the implementation of a holistic model and process for leadership development. The objectives of this research were the following: <ul><li>To measure leadership behaviour by means of a 360° leadership assessment questionnaire as part of the implementation of a holistic model for leadership development;</li> <li>To track the overall changes in leadership behaviour over a period of three years in order to determine if the implementation of a holistic model and process had a positive impact on leadership behaviour over a extended period of time;</li> <li>To analyse and describe the trends and patterns in leadership behaviour based on the results of the 360° leadership assessment questionnaire conducted over a period of three years;</li> <li>To describe the elements and implementation of a holistic model and process for leadership development.</li></ul> The quantitative statistical analysis of the 360° leadership assessment data indicated statistically significant differences in nine of the fifteen transformational leadership competencies that were measured in the 360° Leadership Assessment Questionnaire. All the ratings showing statistically significant differences were identified, interpreted and discussed. The following trends and patterns were identified, based on the statistical analysis of the research data: <ul> <li>Top Management (M2-3) received consistently higher ratings than the other management levels;</li> <li>Middle Managers (M5-6) received significantly lower ratings than the other management levels in terms of integrity, purpose building, information capacity, conceptual ability, business acumen and empowering;</li> <li>Female leaders received significantly lower ratings than male leaders in terms of information capacity, people development and empowering. Although females were rated higher than their male counterparts by their supervisors, all the other rater groups rated female leaders lower than male leaders on these competencies;</li> <li>Leaders in the age group 25-40 years received the highest ratings on business acumen and visionary thinking;</li> <li>Leaders in the age group 41 – 50 years were rated the highest by all the rater groups on conceptual ability;</li> <li>African (Black) leaders were rated significantly higher on visionary thinking in years 1, 2 and 3 than leaders from other race groups.</li></ul> The company overall results indicated an improvement in most of the competencies, except for integrity and self-responsibility which stayed the same. Motivational capacity is the only competency where there has been an improvement in year 2 and a decline in year 3. The competencies on which leaders received the lowest ratings are motivational capacity, people development, visionary thinking and empowerment. The overall trend on the overall 360° leadership assessment results over a period of three years clearly indicates an improvement in all the competencies, except for motivational capacity, integrity and self-responsibility. These trends and patterns were utilised to determine what type of development interventions and programmes are needed in the organization to facilitate leadership development in the context of the Holistic Model for Leadership Development. The improvement in the overall 360° leadership assessment results also indicates the implementation of a holistic model and process for leadership development has led to an improvement of the overall leadership capability of the organization where the research was conducted. / Thesis (PhD (Psychology))--University of Pretoria, 2008. / Psychology / unrestricted

MCom (Human Resource Management) / Department of Human Resources Management and Labour Relations / The objective of this study was to investigate the relationship between ethical leader behaviour and the five factors of personality in Vhembe District, South Africa. This research used a quantitative method. A self-administered questionnaire was used to collect data from a stratified random sample of n=202 participants. All categories from selected government departments of the Vhembe District were included in the strata meaning that junior and senior employees both participated. The Statistical Package for the Social Sciences (SPSS) version 25 was used for descriptive and inferential statistics (Correlation and ANOVA) to determine relationships between ethical leadership and personality factors of agreeableness, consciousness, neuroticism, extroversion and openness to experience. The Personality Factor Scale was used to collect data on the five factors of personality, and the ethical Leaders Scale was used to collect data on the dependent variable of ethical leader behaviour. The findings of this study confirmed that out of the five factors of personality, consciousness had the most a positive significant relationship with ethical leader behaviour. Therefore, this study concludes that selected government departments of the Vhembe District should exhibit ethical leadership to their employees. The study also discovers that fairness, role clarifications and power sharing were the aspect of ethical leadership which is required in every leader to become ethical. / NRF