Moderna organisationer har ett högt tryckt på sig att kunna anpassa sig till marknadens rå-dande förväntningar. De kan pressas av olika intressenter som kunder och konkurrens men även av organisationens egna anställda. Upp till 70% av alla förändringsarbeten misslyckas vilket tyder på att anställda inte är en del av stödet för den framgångsrika förändringen. För att kunna avklara omfattande organisatoriska förändringar behövs det en förändringsagent, vilket oftast utgörs av en stark ledare inom företaget. Denna studies syfte är att bidra med en större kunskap om hur ledarskap kan påverka organisationsförändringar utifrån erfarenheter från ett företag inom lokalvårdsbranschen. Vi hoppas att denna fallstudie bidrar till en ökad förståelse för ledarskapets viktiga roll inom organisationsförändringar. Studien har utförts med hjälp av en kvalitativt inriktad metodinsamling samt fyra stycken semikonstruerade intervjuer från företaget Ren Extra AB, där ledare inom företaget har fått förklara hur de sett tre stycken olika förändringar utvecklas. Slutsatsen för denna studie utformade sig i att ledarskap har en väldigt stor påverkan på organisationsförändringar genom ett flertal åtgärder som har lett ett framgångsrikt resultat för företaget Ren Extra. VDn Gregory lägger stort fokus på anställda samt deras motivation och engagemang. Vår analys tyder på att Gregory har ett HR-perspektiv vilket är effektivt för ett vinstdrivande och växande företag som Ren Extra är. Detta betyder att ledaren bör fokusera på personalen för att uppnå ett framgångsrikt resultat. Beslutsamhet är en del av ledarskapet och är ännu en faktor som har påverkat organisationsförändringarna för företaget Ren Extra, genom att ha tydliga riktlinjer och centraliserat beslutsfattande. Dock visar analysen att delegering av ansvaret och därmed beslutsfattande kan vara ett effektivare ledarskap för att positivt påverka förändringsarbeten. Ledaregenskaper som har visat sig vara produktiva under organisationsförändringar i denna studie är drivkraft, problemlösningsförmåga och personlighet. / Modern organizations have a high pressure to be able to adapt to the markets' expectations. They can be pressured by various stakeholders such as customers and competition, but also by the organization's own employees. 70% of all change projects fail suggesting that employees are not part of the support for the successful change. To achieve organizational changes there is need of a change agent, which usually consists of a strong leader within the organization. This study aims to contribute to a greater understanding of how leadership can affect organizational change with the help of the experience of a company in the cleaning industry. We hope that this case study will contribute to a greater understanding of the important role leadership has within organizational changes. The study has been carried out with the help of a qualitative method and four semi-constructed interviews from the company Ren Extra AB, where leaders of the company have been explaining how they saw and understood three dif-ferent organizational changes. The conclusion of this study showed that that leadership has a very large impact on organiza-tional change through a number of measures, which have led a successful outcome for the company Ren Extra. CEO Gregory puts a great emphasis on employees and their motivation and commitment. Our analysis suggests that Gregory has an HR perspective, which is effective for a profitable and growing company that Ren Extra is. This means that the change leader should focus on staff to achieve a successful outcome. Determination is part of the leadership and is another factor that has affected the organizational changes Ren Extra has experienced, through clear guidelines and centralized decision making. However, the analysis of this thesis shows that delegation of responsibility and hence decision making can be an effective leadership to positively affect organizational changes. Leadership characteristics that have proven to be productive during Ren Extras organizational change in this study is the motivation, problem solving ability and personality.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-07-11T18:14:11Z No. of bitstreams: 1 Dissert Cláudia de Oliveira Mourão.pdf: 3007363 bytes, checksum: b9ea746615acd84c23925ab257e6ea01 (MD5) / Rejected by Biblioteca da Escola de Engenharia (bee@ndc.uff.br), reason: Joana, a ficha agora está certinha. Porém identifiquei 2 erros pequenos: 1) o título na ficha está errado; 2) falta a folha de rosto do trabalho. Corrigindo essas duas coisas, me envie de novo para eu validar. Abraço Catarina BEE on 2017-07-12T13:29:28Z (GMT) / Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-03T14:01:54Z No. of bitstreams: 1 Dissert Cláudia de Oliveira Mourão.pdf: 3007043 bytes, checksum: e2291ea3e47adcfc74a257075d77e2cd (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-25T14:39:20Z (GMT) No. of bitstreams: 1 Dissert Cláudia de Oliveira Mourão.pdf: 3007043 bytes, checksum: e2291ea3e47adcfc74a257075d77e2cd (MD5) / Made available in DSpace on 2017-08-25T14:39:20Z (GMT). No. of bitstreams: 1 Dissert Cláudia de Oliveira Mourão.pdf: 3007043 bytes, checksum: e2291ea3e47adcfc74a257075d77e2cd (MD5) Previous issue date: 2016-02-26 / A comunicação interpessoal, especialmente entre líderes e liderados tem sido objeto de estudo e pesquisa pelas empresas, tendo em vista o grande número de barreiras de comunicação e outros efeitos gerados. A forma de comunicação e estilo de liderança que o líder decide exercer gera reações em sua equipe que, muitas vezes, não são facilmente identificadas pelo próprio líder. Esta pesquisa teve como objetivo investigar e analisar se a forma como o líder se comunica influência na motivação e no desempenho de cada membro de sua equipe e, consequentemente, no desempenho para a consecução das metas e objetivos organizacionais. O método utilizado foi um estudo de caso em uma empresa do varejo, do segmento de moda masculina, para investigar as percepções de seus líderes e dos liderados. Eles foram convidados a responder um questionário específico que abordava três temáticas principais: a forma ou maneira de comunicação interpessoal do líder, os estilos de liderança e o uso da inteligência emocional na liderança. Os resultados desta pesquisa mostraram, por exemplo, que na interpretação dos líderes eles costumam comunicar claramente as mensagens, que estão abertos para receber feedback e que praticam a empatia com a sua equipe, enquanto os liderados mostraram em suas respostas que não percebem estes pressupostos exercidos pelos líderes no dia-a-dia na mesma proporção identificada pelos líderes, mostrando alguma discrepância de percepções, o que gera impacto nem sempre positivo na motivação e no desempenho da equipe. Esta pesquisa pode colaborar com as organizações favorecendo os líderes através de um Programa de Desenvolvimento de Liderança, levando-os a ampliar seus conhecimentos sobre os estilos de liderança e sobre as diferentes formas de comunicação disponíveis e de possível adoção no exercício da sua liderança, incluindo os aspectos da inteligência emocional, considerando a diversidade humana e, finalmente, alcançando melhores resultados com suas equipes e para a organização. / Interpersonal communication, particularly among leaders and followers has been studied by companies in view of the large number of communication barriers and other generated effects. The form of communication and leadership style that the leader decides to exercise generates reactions in his team, which are often not easily identified by the leader himself. This research aimed to investigate and analyze if the way the leader communicates influence the motivation and performance of each member of their team and hence productivity to achieve the organizational goals and objectives. The method used was a case study in a retail company, the menswear segment, to investigate the perceptions of their leaders and the members of the team. They were asked to answer a specific questionnaire that addressed three main themes: the leader communication styles, leadership styles and the use of emotional intelligence in leadership. The objective of this research is to verify that the form of interpersonal communication leader positively influences the motivation and team performance. The results of this research showed, for example, that leaders interpret what they usually clearly communicate the messages, they are open to receive feedback and practicing empathy with his team while the led showed in their responses that leaders do not really act that way in daily interactions not always positively affecting motivation and team performance. This research can collaborate with organizations, developing leaders competences and new abilities through a Leadership Development Program, contributing to expand their knowledge about leadership styles, practicing communication techniques available to be more clear and assertive, including aspects of emotional intelligence, considering human diversity and achieve better and positive results with their team and for the organization.

Made available in DSpace on 2015-09-25T12:22:58Z (GMT). No. of bitstreams: 1 JoseGomesDeFariasFilho.pdf: 1538333 bytes, checksum: 50a8e5139bd84975ad24ae7904329e1f (MD5) Previous issue date: 2007-11-30 / The current globalized reality requires that private or public organizations have leadership as influence process so that leaders can use their actions to develop a team with the same interests and shared goals. Regarding this trend, the present research aims to investigate the role of female leadership at Universidade Estadual da Paraíba UEPB, Campus I in Campina Grande, PB besides analyzing its sociodemographic profile, identifying its personality traits and characteristics, as well as detecting the leadership styles exerted by the women sho have management positions. To conduct this study, it was necessary to use personality traits and characteristics that, according to Maximiano (2004), correspond to impulse and achievement motivation, power motivation, selconfidenc, honesty, integrity and openness. As for the leadership styles, the research used Dubrin s view (1998) which relates to autocratica and participating style, and entire freedom, and Jesuino s (2001) which adds the caring and visionary styles. A questionnaire was used to collect data. It consisted of 45 closed questions and an open one for suggestions. The methodology applied into the study was based on descriptive and exploratory surveys with quantitative approach. According to the subjects surveyed, the results showed that the female managers at the Universidade Estadual da Paraíba tend to develop perception, selfconfidence and participating leaderschip style. Indeed, these managers are expected to ponder and enhance the of leading. / Na atual conjuntura globalizada as organizações Pública ou Privada , precisam da liderança como um processo de influência pelo qual os líderes com suas ações facilitam o movimento de uma equipe de pessoas rumo a metas comuns ou compartilhadas. Neste contexto a presente pesquisa tem como objetivo geral averiguar a atuação da liderança feminina na Universidade Estadual da Paraíba Campus I Campina Grande PB, e como objetivos específicos traçar o perfil sociodemográfico, identificar as caracteristicas e os traços da personalidade e conhecer quais são os estilos de liderança exercidos pelas mulheres que ocupam cargos de chefia. Utilizou-se para direcionar tal estudo, as características e traços da personalidade que segundo Maximiano (2004) correspondem a: Impulso e motivação de realização ; Motivação de poder"; Autoconfiança ; e Honestidade, integridade e abertura ; e quanto aos estilos de liderança, optou-se por Dubrin (1998), que destaca: Estilo autocrático ; Participativo ; Liberdade total ; e por (Jesuíno 2001), que acrescenta: os estilos Carismático e Visionário . Para coleta de dados o instrumento adotado foi um questionário, elaborado com 45 perguntas fechadas e uma aberta para sugestões. Quanto à metodologia a mesma foi baseada em pesquisas do tipo descritiva e exploratória com abordagem quantitativa. Os resultados mostram que na Universidade Estadual da Paraíba, conforme o universo pesquisado as mulheres gestoras têm tendência de percepção, autoconfiança e estilo liderança participativo. Espera-se que as gestoras reflitam e melhorem cada vez mais a arte de liderar.

Leadership plays a vital role in any industry. Therefore, a positive relationship between the management and the employees is very crucial for any organization to get better turnover and recognition. The current study discusses the leadership styles used in the Construction Industry in India. The development of construction industry in India requires suitable leadership approaches of the management. In the condition of such requirement, this research paper has three-fold objectives: first, to study the leadership styles used by the higher-management levels of Indian construction companies, and second, to examine the impact of leadership styles on job satisfaction, and third, to analyze the impact of the leadership styles onorganizational commitment. A survey was designed and carried to assess the objectives of the research. A total of sixty employees were selected for the study. The survey participants were the three working groups of the three construction companies; (1) senior managers, (2) construction engineers, (3) worker supervisors. The questionnaire has a total of 25 questions that includes demographics, leadership styles assessment, job satisfaction, and organizational commitment. Confidence level, Mean, and Standard Deviation was used to analyze the results of the respondents. The results show that the higher-management of company A uses good leadership styles and the employees are satisfied with the job and committed to the organization. However, employees of company B and C were not happy with the leadership styles used by the management and unsatisfied with the job and less committed to the organization.

The U.S. Office of Personnel Management reported the productivity levels of the American multigenerational workforce decreasing as leaders strive to actively engage employees to improve organizational output. The purpose of this qualitative single case study was to explore what leadership strategies federal government managers use to engage a multigenerational workforce. The conceptual framework consisted of Kahn's employee engagement theory and Strauss and Howe's generational cohort theory. The sample consisted of 3 federal government managers within metro Atlanta, Georgia who had successfully managed a multigenerational workforce, demonstrated through the feedback they received from their employees. Data were collected using face-to-face semistructured interviews and a review and analysis of company documents. Data analysis consisted of applying Yin's 5 step data analysis process, and member checking and methodological triangulation of the data strengthened the trustworthiness of interpretations. Emergent themes included generational differences; strategies for working with multigenerational differences; and strategies for engaging a multigenerational workforce. The most effective strategies involved training, communication skills, and team building. Findings from this study may contribute to social change by providing federal government managers with the framework for understanding and engaging its multigenerational workforce, which can result in promoting positive relationships between coworkers, families, and communities. Positive relationships in the workforce may increase employee morale and motivation and decrease employee turnover and the unemployment rate.

Performance appraisal has been well established as an important management tool for improving individual and organisational performance, and has attracted considerable research interest over the past fifty years. Many previous studies of performance appraisal have been conducted either in laboratory settings, or have tended to focus narrowly on raters and/or the appraisal process, or of necessity have excluded from consideration the group dynamics prevalent in large organisations. Additionally, although it has long been recognised that the purpose of performance appraisal can affect ratings, little appears to have been done in situ on performance appraisal as a part of a complex personnel management system. One consequence of this approach has been a degree of uncertainty on the utility of laboratory and other findings to working appraisal systems. Moreover, previous examinations have focused on civilian organisations even though military organisations have an equally long history of using performance appraisal for a range of purposes. Using a sample (N = 577) of senior air force officers from three adjacent rank levels, this study examined the relationships between performance appraisal rating leniency, the perceived causes of leniency, and two personnel selection processes based on appraisal data. Rating leniency was perceived to be widespread, and was found to be associated with a lack of confidence (or mistrust) in several aspects of the performance appraisal system and related officer selection processes. While officer groups did not show any practically significant differences in perception of the prototype of the ideal commander (the leader), raters used a range of prototypes for estimating officers' promotion potential and suitability for command. Officers from one employment specialisation tended to stand apart in their view of the appraisal system and personnel selection processes, and the lower ranking officers surveyed tended to be more critical of the performance appraisal system and selection processes than were the higher ranking officers. In terms of selection process outcomes, 21.7% of officers were not satisfied with the management and leadership style of their commander, and officers at the lower organisational levels were found to be significantly (p<.005) more satisfied with their commander that those at the highest level. Satisfaction was found to be predicted by a multiple regression equation (R2=.72, p<.001), with the elements of the equation reinforcing the importance of a human-relations orientation for effective leaders. This study suggests that the behaviour of a working performance appraisal system can be predicted by established theory and that a model of system effectiveness may be possible, embracing rating errors, rating format, reliability factors (such as dyadic quality and period of observation), criterion validity of the appraisal instrument, and rater trust in the system. Additionally, this study suggests that upwards appraisal may be a useful input to the process for selecting leaders, if only to indicate which appraisal dimensions are perceived by subordinates to be important.

<p>The organization leader has a big role when a conflict occurs. It is essential that the leader has some kind of conflict management to solve the problem with minimal harm for the company and its employees, for even the employees who are not directly involved can be negatively affected by the conflict. To avoid any negative and destructive outcomes the leader has to find to solve the issue in the best way possible for all involved.</p>

The organization leader has a big role when a conflict occurs. It is essential that the leader has some kind of conflict management to solve the problem with minimal harm for the company and its employees, for even the employees who are not directly involved can be negatively affected by the conflict. To avoid any negative and destructive outcomes the leader has to find to solve the issue in the best way possible for all involved.

Who has never heard anything about leadership? This concept appears almost everywhere: in the classroom, on TV program, in reviews, in books, etc. However, who really knows about the real nature of leadership? Most of you might have a good image of it in mind. However, the reality is far different. How many of you have ever listened to stories whereby people were stressed or were depressive due to their job? In this thesis, we will expose how the business environment is "contaminated" by leaders presenting toxic behaviours. Once toxic behaviours occur in the company, the entire system becomes "alienated", its welfare is undermined. Leaders, in our view, act like snakes which, with its venom contaminate, step by step, their environment. The best way to erase toxins, in such surrounding is to be first aware of its root. For knowing this issue, please, attach your belt, the travel will start …

The purpose of this research was to integrate the areas of leadership and motivation by examining how leaders' behaviors affect their followers' regulatory foci. Specifically, a separate laboratory experiment and field survey were conducted to determine whether leader transformational and transactional behaviors shape followers' work-based promotion and prevention regulatory foci, which in turn affect followers' outcomes at work. Overall, there was limited evidence that inspirational motivation and contingent reward leader behaviors were related to follower work-based regulatory focus, and work-based regulatory focus was related to several work-related outcomes. The moderating role of chronic regulatory focus on the relationship between leader behaviors and work-based regulatory focus as well as the mediating role of work-based regulatory focus between leader behaviors and work-based outcomes were also explored. Implications and future research are discussed.