The purpose of this study was to explore the relationships among leadership behaviors, organizational climate and leadership effectiveness of executives at vocational training institutes of state-owned enterprises. The study was designed to contribute to an understanding of the types of leadership behaviors and the inner organizational climate, which can produce higher leadership effectiveness. The population of this study was the vocational training institutes¡¦ staff of states-owned enterprises. The sample of the study was all staffs of nine vocational training institutes of states-owned enterprises. The total number of usable sets of instrument returned was 178 and a usable return rate of 66.7%. The research instrument was composed of four questionnaires: 1. The Leadership Behaviors Questionnaire for the vocational training institutes¡¦ staff of states-owned enterprises which was used to assess leadership behaviors, 2. The Organizational Climate Questionnaires for the vocational training institutes¡¦ staff of states-owned enterprises which was used to assess the inner organizational climate, 3. The Leadership Effectiveness Questionnaire for the vocational training institutes¡¦ staff of states-owned enterprises which was used to assess the leadership effectiveness of vocational training institutes¡¦ executives of states-owned enterprises. The data was analyzed by descriptive and inferential statistic methods, including: descriptive statistics, t-test and one-way ANOVA. The results were as follows: 1. The transformational behaviors were moderate high, transactional behaviors were lower and non-transactional behavior were the lowest performed by the vocational training institutes of states-owned enterprises executives. 2.The facilities were the highest and the performance-reward relations were the lowest in the organizational climate of vocational training institutes of states-owned enterprises. 3.The leadership effectiveness of vocational training institutes of states-owned enterprises executives was moderate high. Among them the target achievement was the highest, and the leadership effectiveness was the lowest. 4.There were significant differences among all aspects in terms of leadership behaviors, organizational climate and leadership effectiveness of vocational training institutes of states-owned enterprises executives on different background variables. 5.The inspirational motivation was the highest in the correlations between leadership behaviors and leadership effectiveness. The supervisory style-work was the highest in the correlations between organizational climate and leadership effectiveness.

The purpose of this study was to explore leadership effectiveness from the perspectives of the Full Range Leadership Model and Cognitive Style Theory within the framework of understanding both followers and leaders as individual's attitudes to leadership effectiveness. Leadership effectiveness was measured using newly developed self-report instrument, the Leadership Effectiveness Questionnaire (LEQ) with three scales of effectiveness as suggested by Yukl (2002), which were: 1) aims, 2) followers' attitude towards the leader and, 3) group processes. The Full Range leadership approaches were measured using Bass & Avolio's (1997) Multifactor Leadership Questionnaire (MLQ) Form 5X-Short, whilst cognitive style was gathered by using Allinson & Hayes's (1996) Cognitive Style Index (CSI). A two stage (questionnaire survey followed by semi structured interviews) mixed method study was undertaken. Questionnaire data was gathered from 331 followers and 172 leaders in Malaysian Government-Linked Companies, and 10 leaders involved in the interviews. Findings from the survey suggest that a transformational approach was correlated significantly and positively with effectiveness. Intuitive Cognitive Style also correlated significantly with leadership effectiveness. Findings from the semistructured interviews identified a few more characteristics of an effective leadership such as balance and appreciative, whilst new dimensions of cognitive style identified such as rational and holistic.

This research examined the reasons for participation in continuing professional education (CPE) and the predictive relationship of those motivational reasons to the perceived leadership effectiveness of first-line supervisors. For this study, 105 first-line supervisors were surveyed from four electric utility companies. Input was also collected from each supervisor's subordinate employees. Using the five motivational reasons for participation, collected via the Participation Reasons Scale and the effectiveness score collected using the Leader Behavior Analysis II®, regression techniques were used to asses the data. The five participation reasons of the PRS were regressed individually against the effectiveness scores to determine the extent to which leader effectiveness could be predicted by the participation reasons. In each case, the null hypothesis failed to be rejected. Regression of the five PRS reasons collectively on leader effectiveness also failed to reject the null, producing a p value of .800 and an R2 value of .023. An "all possible subsets" regression was conducted to determine whether a smaller subset of the five predictor variables might improve the predictive value of the participation reasons. No subset improved the predictive value. This study concludes that motivation to participate in CPE does not predict leader effectiveness. Thus, training organizations do not need to attempt to determine leader effectiveness based on underlying reasons individuals are motivated to participate, but rather should focus on the more traditional aspects of determining effectiveness most often associated with rigorous training evaluation processes. This study focused on the job role of first-line supervisor. Future research could be performed using: (a) populations of individuals from other traditional job roles including front-line employees (both unionized and non-unionized), mid-level managers, and executives; (b) leaders with and without prior training in situational leadership; and (c) effectiveness measure over time (i.e., a time-series method).

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Even though millions of Americans attend church, church worship practices have declined in recent years. Also, church leaders lack understanding of transformational, transactional, laissez-faire, and servant leadership styles and their potential to promote the growth of church membership. Gaps exist in the literature regarding the connection between development and efficacy, organizations and outcomes, and church leaders' styles and church membership growth. The purpose of this qualitative case study was to explore the perception of church leaders (pastors, deacons, ministers) and members of congregations regarding leadership styles and how the implementation of those styles influences the growth of church membership. The conceptual framework of this study was Bass's full-range leadership theory and Greenleaf's servant leadership theory. The data collection methods were semistructured, face-to-face interviews with 40 church leaders and members of 4 congregations, a focus group interview with 5 of those participants, and review of church documents. Transcript review and triangulation increased the credibility and trustworthiness of the data. Thematic analysis was used in data analysis. Data analysis yielded 12 themes: ideal church leadership styles, church leadership management, church leadership motivation, leadership that ensures church growth, effective leadership communication, leadership practices, developing leaders, perceptions of leadership, church attendance growth and decline rates, leaders' roles, church administrator's handbook, and vision and mission statements. The findings of this research may influence social change for leaders of Pentecostal churches who function as leadership mentors and believers within their church environment.

Exploring the Career Experiences and Leadership Perceptions of Nonprofit Executives in Central Florida: A Mixed-Methods Study. JahKiya S. Bell, 2016: Applied Dissertation, Nova Southeastern University, Abraham S. Fischler College of Education. Key Words: nonprofit organizations, leadership effectiveness, leadership qualities, administrator characteristics. This applied dissertation was designed to explore the professional and leadership development thoughts and experiences of nonprofit administrators in the Central Florida region. Administrators play a significant role for in ensuring the sustainability and success of nonprofit organizations. Administrators must possess the knowledge, skills, and attitudes that will allow them to lead their organization to accomplish goals while securing necessary funding from diversified sources. In Central Florida—defined in this study as Orange, Osceola, and Seminole Counties—as of 2012 there were 1,485 health and human services nonprofit organizations in the region, which is 42% increase in the number of nonprofit organizations in the past ten years. An increase in the number of nonprofit organizations is indicative of an increase in competition for available funds. The problem addressed by this research was that while research is available about general leadership practices and the knowledge and skills necessary to become a leader, there was a lack of knowledge regarding the specific experiences of nonprofit administrators in Central Florida. This study collected and discussed the academic and professional credentials held by participating nonprofit administrators and leaders in the Central Florida, as well as reviewed these leaders’ perspectives on the knowledge, skills, and leadership practices required to lead a nonprofit organization.

The purpose of this study was to explore leadership effectiveness from the perspectives of the Full Range Leadership Model and Cognitive Style Theory within the framework of understanding both followers and leaders as individual¿s attitudes to leadership effectiveness. Leadership effectiveness was measured using newly developed self-report instrument, the Leadership Effectiveness Questionnaire (LEQ) with three scales of effectiveness as suggested by Yukl (2002), which were: 1) aims, 2) followers¿ attitude towards the leader and, 3) group processes. The Full Range leadership approaches were measured using Bass & Avolio¿s (1997) Multifactor Leadership Questionnaire (MLQ) Form 5X-Short, whilst cognitive style was gathered by using Allinson & Hayes¿s (1996) Cognitive Style Index (CSI). A two stage (questionnaire survey followed by semi structured interviews) mixed method study was undertaken. Questionnaire data was gathered from 331 followers and 172 leaders in Malaysian Government-Linked Companies, and 10 leaders involved in the interviews. Findings from the survey suggest that a transformational approach was correlated significantly and positively with effectiveness. Intuitive Cognitive Style also correlated significantly with leadership effectiveness. Findings from the semistructured interviews identified a few more characteristics of an effective leadership such as balance and appreciative, whilst new dimensions of cognitive style identified such as rational and holistic. / Ministry of Higher Education (MOHE) Malaysia; and Universiti Malaysia Sarawak (Unimas).

Yes / Purpose – While the importance of leadership in various domains has been highlighted in the extant literature, effective leadership in the context of higher education sector has not been well addressed in the leadership scholarship. There is a need to address the challenge of leadership effectiveness in the education sector, including business schools, given the failures noticed in the sector attributed to poor-quality leadership. The purpose of this study was therefore to explore the factors that affected leadership in the context of higher education institutions. Design/methodology/approach – The research is exploratory in nature as the study critically reviewed extant literature surrounding leadership practices specifically from a public-sector context to identify factors affecting leadership effectiveness. Findings – The findings of the study pointed out that, regardless of the nation or organisation, leadership effectiveness is a factor that is dependent on how well the followers have accepted the leader. This indicates that, amongst the different challenges explored in this study, leadership effectiveness is not only a challenge by itself but is also affected by other challenges, including leadership practice and style. Research limitations/implications – This research provides a better understanding of the critical factors affecting leadership practice of deans of business schools and how the styles’ influence on leadership practice, the relationship between leadership practice and leadership effectiveness and how leadership style translates into leadership effectiveness. Originality/value – This research contributes to the growing body of knowledge surrounding leadership scholarship from a public-sector context about the challenges that affect leadership effectiveness in the context of HEIs and stimulates further investigation into those challenges.

Organizational effectiveness is related to both effective leadership styles and to having leaders with secure attachment styles. Transformational and charismatic leaders often have secure attachment styles. However, the relationships between insecure attachment styles and leadership styles remain unclear. The purpose of this study was to examine whether insecure attachment in leaders (fearful, preoccupied, and dismissing attachment styles) is related to transformational, charismatic, transactional, and laissez faire leadership. A quantitative, non experimental approach was taken in this study. Participants included those in leadership positions (college deans, chairpersons, and provosts) (n = 18) and instructors (subordinates) (n = 36) from local community colleges and universities. Attachment style was measured using the Relationship Questionnaire, and leadership behavior was measured using the Multifactor Leadership Questionnaire and the Servant Leadership Questionnaire. As expected, transformational and charismatic leadership styles were significantly correlated with secure attachment style, and charismatic leadership was negatively correlated with fearful attachment. Dismissing attachment style was significantly positively correlated with laissez faire leadership. Attachment styles also significantly predicted charismatic and laissez-faire leadership styles. The results of this study may help organizations as they make hiring and training decisions. If organizations can hire leaders with certain attachment styles or train existing leaders to exhibit traits of securely attached leaders (i.e. trustworthiness and dependability), then subordinates and organizations as a whole may benefit.

Thesis (MComm (Industrial Psychology))--Stellenbosch University, 2008. / Effective leadership drives an organisation’s members to achieve a common purpose. Leaders must influence followers to work together to achieve one vision. Successful leaders understand their own values and the values of their followers, in order to guide and direct behaviour. Shared values allow organisations to work together and act as one entity. Successful leaders instil a set of commonly held core values to ensure that followers are working towards the same goals. The purpose of the study was to determine the influence of organisational leadership on leader-follower value congruence and leadership success. The aim of the study was to determine the relationship between transactional and transformational leadership, leader-follower value congruence and leadership success. Engelbrecht’s (2002) model was used as a theoretical framework. A literature study of leadership and leadership success, as well as values and value congruence in organisations was conducted. The relationship between these constructs was also analysed in the literature study. The sample comprised of employees of a large petroleum company in the Western Cape. The sample consisted of 162 leaders and subordinates. The sample comprised of two subordinates for every leader. Each of the respondents completed Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) and Langley’s Values Scale (VS). Both the MLQ and VS were found reliable for the purpose of the study. The statistical analysis was conducted through correlation analyses. The results revealed that transactional and transformational leadership have a direct and positive influence on leadership success. Some support was found for the influence of transactional leadership and transformational leadership on leader-follower value congruence. The results also indicated some support for the influence of leaderfollower value congruence on leadership success. Some support was found for the proposition that leader-follower value congruence mediates the relationship between transactional leadership and leadership success. Conclusions were drawn from the results obtained and recommendations for future research are made.