Four encounter groups were run using 41 undergraduates at Utah State University to measure the effects of leadership style, member vii socio-political subculture, and member personality on the quantity and quality of group interaction, and on member satisfaction. Using Kerlinger's Social Attitudes Scale, the subjects were divided into subgroupings of "conservatives" and "liberals." One conservative group and one liberal group were each conducted by a leader acting in a non-directive style, while one conservative and one liberal group were run by a leader acting in a directive style. The California Psychological Inventory was administered to the subjects to gain information on the personality traits of the individuals, and a questionnaire was used to measure member satisfaction. Each group met for six sessions, and the groups were rated for interaction using the Hill Interaction Matrix. Using an analysis of covariance, the results showed that the group led by the non-directive leader resulted in more interaction, and that this interaction was of a ''member-centered" work type. A statistical relationship was also found between the personality of group members and: 1) quantity and quality of interaction, 2) member satisfaction, and 3) the socio-political subculture of the members. An interaction effect between leadership style and socio-political subculture of the subjects was found to affect member satisfaction. Conservatives preferred a directive leader, while liberals preferred a non-directive leader. Finally, a trend was found suggesting a difference in group interaction due to the socio-political subculture of an individual. Implications for other types of groups, and for therapy and counseling, were discussed.

No description available.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

This study sought to analyse the influence of principal leadership on the performance of selected schools in the Gauteng Province of South Africa. The problems addressed in the research were what leadership and leadership styles in the school context entail, concept of school performance, attributes of leadership as perceived by principals and how these attributes impact on school performance and establish whether school performance is dependent upon principal leadership and his/her leadership style. It was a qualitative study. Stakeholders of the schools were interviewed and observations were made. The relationship between leadership and leadership style, in general, and school performance were investigated. The research established that unless principals were well equipped with knowledge and skills in management and leadership, they would not be able to improve school performance. / Educational Leadership and Management / M. Ed. (Education Management)

在目前全球化下, 文化差異使公司在國際環境下,需要國際化經理的全球策略,不同文化使各的消費者,員工,供應商都不同,所以只有知道文化差異,才能有成功機會 / With the onset of globalization, many companies operating in international environments have found it more and more necessary to incorporate management of cross cultures into their global entry strategies. Differences in approaches, values and expectations between customers, suppliers, employees and team members with different cultural backgrounds have led to many business failures. By understanding the impact of cross-cultural differences, owners and managers can increase the probability of their business success. This thesis identifies cultural differences and similarities in the Taiwanese and Belizean societies and their influence on the leadership style adopted by Taiwanese managers in Belize. Greet Hofstede’s five cultural dimensions model was used in the analysis. Both primary and secondary data were utilized. In January 2004, ten (10) Taiwanese nationals managing Belizean employees were interviewed. Analysis of data collected indicated that despite the cultural similarities, there were still challenges faced by Taiwanese managers in managing their Belizean employees. Some of these challenges include: inadequate English communication skills on the part of the managers, lack of employee loyalty and job stability; and unskilled labor force resulting in low quality services and products. Culture as defined by Hofstede’s cultural dimensions has some effect on the leadership style adapted by Taiwanese in Belize but not necessarily on the success or failure of their businesses. According to the findings, Belizean employees lack loyalty and stability. As a result, Taiwanese managers in Belize are less trustful of their employees hence they tend to adopt a micro-managing style. Success factors of Taiwanese doing business in Belize include: building relationships (guanxi), value of time and work orientation; and clear labor laws.

<p>In Sweden the latest curriculum, Lpo 94 was released in 1994. This document revolutionized the teaching profession. The school system was changed from a governmental control into a communal control. The earlier curriculums were controlled by rules; Lpo 94 is controlled by aims. This has led to a big spectrum of teaching styles which all of them agrees with the Lpo 94.</p><p>Our purpose with this report is to illustrate two different leadershipstyles regarding the subject Swedish. We also want to illustrate how the individual teacher motivates their choice of leadership.</p><p>The report takes place in three questions at issue:</p><p>· What teaching style agrees best with the Lpo 94?</p><p>· How do the two teachers understand their leadership styles?</p><p>· What are the pupils’ opinions of the leadership styles?</p><p>Our final conclusion is that the pupils prefer the traditional teacher who dictates the terms in the classroom, teaching as well as work procedures. However, the curriculum is relatively modern and the school as an institution has not been able to catch up with the Lpo 94.</p>

Šio darbo tikslas pateikti rekomendacijas, kaip didinti atitikimą tarp vadovavimo stiliaus ir organizacijos kultūros. Taip pat nustatyti koks vadovavimo stilius priimtinas organizacijos darbuotojams, kokia organizacijos kultūra dominuoja bei kokios kultūros darbuotojai norėtų. / The aim to give recommendations how to manage the alignment between the leadership style and organization culture. Also to investigate what kind of leadership style employees would like to follow in their organization as well as to learn about the existing organization culture and about the kind of organization culture preferred by the employees.

The purpose of the present study was to (1) examine throughout the season dynamics of the handball team's performance and related factors (i.e. emphasizing leadership, emotions and concentration) as perceived by the coach and the captain. The analysis was used to motivate the emotions being studied in objective two (2) examine the handball team during successful and less successful games in terms of the dynamics of the players’ emotions, concentration and performance between two halves of the game and after time-outs. Informants for objective 1, was the team coach and the team captain. Objective 2 of the study consisted of 15 women all playing in the same team. The study includes longitudinal data over a ten game period containing five successful and five less successful games. Data was collected after games using the ECPP(H) developed by Olausson and Vallmark-Jansson (2013). In-depth narrative interviews were used. Three analyses were made: (1) sjuzet- fabula, (2) holistic- content and (3) categorical-content analysis. Poetic representation was used to present parts of the results. The results showed shifts in the dynamics of performance, possible explanation to the shift of dynamics of emotions, concentration and performance and different types of leadership styles demonstrated throughout the season. Furthermore, similarities and diversities were found between the coach and captain’s perceptions of the season in focus. Finally, practical team-specific applications are suggested, such as working with emotional control in order to help the team enhance their performance. / Syftet med föreliggande studie var att (1) undersöka dynamiken av ett lags prestation och relaterade faktorer (med betoning på ledarskap, emotioner och koncentration) under en säsong ur lagets coach och lagkaptens perspektiv. Analysen användes för att motivera emotionerna studerade i syfte 2 att (2) undersöka dynamiken av spelarnas emotioner, koncentration och prestation mellan halvlekar i en match och efter time-out. Informanter i syfte 1 var lagets coach och lagkapten. Deltagare i syfte 2 bestod av 15 kvinnor, alla spelare i samma elit handbollslag. Studien innehåller longitudinell data insamlad under en period av tio matcher, bestående av fem framgångsrika och fem mindre framgångsrika matcher. Datainsamling genomfördes efter matcher med hjälp av instrumentet ECPP(H) framtaget i Olausson och Vallmark-Jansson’s (2013) studie. Djupgående narrativa intervjuer användes. Tre analyser användes (1) sjuzet-fabula, (2) holistisk innehållsanalys och (3) kategorisk innehållsanalys. Poetisk representation användes för att presenterar delar av resultatet. Resultatet visade förändringar i prestations dynamik, möjliga förklaring till dynamiken inom specifika emotioner och koncentration samt olika typer av ledarskapsstilar. Vidare uppvisade resultaten både likheter och olikheter mellan coachen och kaptenens uppfattningar av avslutad säsong. Avslutningsvis föreslås flera lagspecifika praktiska applikationer, som att arbeta med emotionell kontroll i syfte att hjälpa lagets prestation.

The study of leadership in education, business, industry, government, and other organizations has evolved over time. Early studies focused on leadership traits and behavior. Currently, researchers and theorists have concentrated on the interaction of leadership styles and situations. The primary purpose of this study was to determine the predominant leadership style of a group of senior administrators of public universities in Texas.