<p>The business climate of today demands high flexibility and quick responsiveness from suppliers.</p><p>It has become essential for organizations to have effective leaders in all hierarchal</p><p>levels, which understand and are able to work under these conditions. As the market requirements</p><p>have changed, a new paradigm of leadership has evolved (Bryman, 1992). This</p><p>paradigm puts more focus on charisma and how to motivate followers, which is the essential</p><p>part of transformational leadership. According to Burns (1978), transformational leadership</p><p>is a process between leader and follower rather than exchanges. This leads to the</p><p>question of what effective leadership is and if it can be measured in some way. One</p><p>method is the use of the Multifactor leadership questionnaire, the MLQ-test, developed by</p><p>Bass 1985 from the full range model.</p><p>The conducted research for this thesis is done at PaperPak Sweden AB, a manufacturer of</p><p>disposable incontinence products located in Aneby, Småland.</p><p>The purpose of this thesis is to evaluate if any differences and/or similarities in leadership</p><p>can be found between or within the hierarchical levels. The intent with the report is also to</p><p>investigate those variances and if they are positive or negative for an organization.</p><p>A theoretical framework focusing on leadership has been collected, to enable the fulfillment</p><p>of the thesis purpose. This framework will act as support for the analysis of the quantitative</p><p>investigation, based on the MLQ-test. From this analysis, the authors have made</p><p>conclusions and recommendations. The degree of transformational, transactional and laissez-</p><p>faire leadership has been measured for the three leadership levels top, middle and low</p><p>management. It could be argued that the top management should show the highest degree</p><p>of transformational leadership, and low management the least, due to their positions and</p><p>work tasks. The result of the analysis supported that theory to a large extent. However,</p><p>lower management showed a significantly higher degree of transformational leadership</p><p>than middle management. One explanation could be that middle management lives in a</p><p>more stressful situation, working between top and low management, compared to the other</p><p>two, which is supported by Grout (1994).</p><p>Since the theoretical findings mean that leadership can be learnt and developed, the authors</p><p>suggest that organizations always have to follow up and try to develop their leaders and</p><p>managers towards higher degrees of transformational leadership. Finally the authors suggest</p><p>that further studies of the MLQ-test should investigate the possibilities to include measurements</p><p>of the technical side of leadership, since the test currently does not take those</p><p>factors into consideration.</p>

Syfte: Personalomsättning är ett omfattande problem i fastighetsmäklarbranschen. Eftersom vi utbildar oss till fastighetsmäklare, är studien av intresse för oss då vi vill få insikt i personalomsättning och vilken betydelse ledarskapet har för medarbetarna.  -          Syftet med vår studie är att undersöka hur ledarskapet kan påverka personalomsättningen inom fastighetsmäklarbranschen i Sverige. Metod: Vi har använt oss av en kvalitativ metod. Datainsamlingen har utförts i form av semistrukturerade intervjuer. Vi har utfört totalt 16 intervjuer, fördelat på 11 medarbetare och 4 ledare. 14 av intervjuerna har utförts face-to-face, och två har skett via telefon. Materialet har spelats in i samtyckte med intervjupersonerna. Materialet har sedan transkriberats, redovisats och analyserats efter Philipsons (2013) well-grounded theory.  Resultat &amp; slutsats: Resultatet pekar på att ledarskapet har en påverkan på personalomsättningen i fastighetsmäklarbranschen. Ett coachande och demokratisk ledarskap får medarbetare att vilja stanna kvar på en arbetsplats. Förslag till fortsattforskning: Ett problem vi hade under vår studie var att samtliga ledare i vår studie hade låg personalomsättning. Vi skulle gärna se att den kommande forskningen väljer att intervjua ledare på kontor med hög personalomsättning för att identifiera hur de utövar sitt ledarskap. Ett annat problem var att vi inte hade tid att komma i kontakt med medarbetarnas tidigare ledare för att kunna jämföra deras åsikter. Det skulle vara intressant för vidare forskning. Uppsatsens bidrag: Vi har identifierat vilka som är de främsta orsakerna till att fastighetsmäklare väljer att byta arbetsgivare samt vilka ledarstilar de värderar högst

Effective relationships among the levels of educational administrators will support the emphasis on academic excellence at national, state, and local levels. Recognizing the factors involved and understanding the interactions of those factors is a complex process. This study examined the bureaucratic leadership style of a superintendent in the organizational structure and the social interaction between the superintendent and campus principals in that organization as perceived by the principals. Quantitative data were collected by using two instruments: (1) the Administration Organi zationa1 Inventory to define the superintendent's bureaucratic leadership style and (2) the Perceived Social Interaction Questionnaire to determine the degree of social interaction between the superintendent and the campus principals. The study included the superintendent and the forty-three principals of a Texas suburban public school. Data analysis examined the leadership style and its relationship to the social interaction and both style and social interaction in relationship to age, sex, elementary or secondary level, and years of experience as a principal. Results of the study did not clearly define the superintendent's leadership style in a bureaucratic organization and indicated no significant difference between the style and social interaction and the four biographical variables. However, analysis of the data revealed that more principals perceived the superintendent as a Professional with a high degree of expertise and low degree of authority when biographical data were considered. Principals who perceived the superintendent as having a high degree of expertise also indicated they had a warm and friendly social relationship with the superintendent. Further analysis revealed that older, male, secondary principals with more than ten years of experience had a warm and friendly social interaction with the superintendent. This study attempted to provide greater knowledge of the organizational structures and the inward workings of a school system so that other administrators might better understand essential factors affecting district decisions and practices

As the U.S. population diversifies, so do its higher education institutions. Leadership at these institutions should be prepared for this diversification of students, faculty, and staff. The purpose of this study was to gain greater knowledge about the leadership styles and cultural sensitivity of department chairs. Survey research was used to determine if department chairs’ leadership styles correlated with their cultural sensitivity. The target population was department chairs from public universities in the state of Texas. The survey was distributed to 406 randomly selected department chairs. The participants completed three measures: Leadership Behavior Description Questionnaire (LDBQ) for leadership style, the Intercultural Sensitivity Scale (ISS) for cultural sensitivity, and a demographic questionnaire (gender, age range, race/ethnicity, and years of service as department chair). The sample included 165 usable surveys (40% return rate). The department chairs were primarily male (72%), White (78%), and over 50 (71%) years of age. First, a statistically significant negative correlation (r = -.431, p < .0001) occurred between LBDQ overall scores and overall ISS scores: As chairs scored higher on leadership ability, they scored lower on intercultural sensitivity. Second, leadership style by demographic variable displayed mixed results. No significant difference was found for leadership style by age, gender, years of service, or region of service. For ethnicity, White participants scored significantly lower than Minority participants on the LBDQ scales of consideration (t [162] = -2.021, p = .045), structure (t [162] = -2.705, p = .008), and overall (t [162] = -2.864, p = .005). Minority participants might work more diligently to increase their leadership abilities based on their higher LDBQ scores. Third, findings on intercultural sensitivity by demographic variable were mixed. No statistical significance was observed between any of the ISS scales and age, gender, years of service, and region. For ethnicity, Minority participants’ scores showed significantly lower intercultural sensitivity than White participants scores on two of six ISS subscales: interaction enjoyment (t = -2.46, p = .015) and respect (t = 2.107, p = .037). It was concluded that the Minority and White department chairs’ leadership style and intercultural sensitivity differences could be due in part to differences in the chairs’ ethnic affiliations, associated cultural backgrounds, and views of dominant versus non-dominant cultures. Recommendations for study are included.

This study explored the relationship of Type A/B personality and leadership style to absenteeism. Absenteeism data were gathered for 243 male fire fighters and fire engineers. Each subject was administered the Jenkins Activity Scale to measure his Type A characteristics and the Leader Behavior Description Questionnaire to measure his perception of his supervisor's leadership style. The results, though non-significant, revealed that: a) Type A's had less absenteeism than type B's; b) Subjects who perceived their supervisors as being low on consideration had less absenteeism than those who perceived their supervisors as being high on this dimension; c) Type A's absenteeism was low and Type B's was high when working under a leader perceived as low on structure. Finally, a weak but significant three-way interaction effect revealed that the highest amount of absenteeism occurred when Type B' s worked under supervisors who were high in consideration and low in structure. The least amount of absenteeism occurred when Type A's worked under supervisors who were high in structure and low in consideration.

Leadership has been an important aspect in the affairs of men as far back as the beginning of the ages. It has provided the compass with which humanity found its way in times when existence needed to be maintained or change became desirable. It has shaped the way many reasons; it has shaped civilizations, industries, and institutions. But existing side by side with the concept is that of followership which we have used in this work to mean ‘employee’. Both concepts have been employed in this work within the realms of modern-day corporate business organizations. They have been highlighted and polished to reveal what makes business organizations work the way they do and to determine what room there is for improvement and how to exploit it.  While the authors acknowledge the fact that the concept of leadership has metamorphosed and developed into different styles, it does not constitute a dilution but remains pivotal in organizational efficiency and needs to be harnessed. Of concern, therefore, is how we can determine the best styles leadership has to offer and analyses the role it plays in motivating employees and spurring them to perform better within the organization they are committed to. This work is therefore centered on the effectiveness of the various styles of leadership are in influencing an employee of a given organization to do more at his job and deliver better results.

CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior / The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy. / O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.

Employee turnover disrupts organizational functioning, service delivery, and administration. The purpose of this qualitative single case study was to explore strategies that some college administrators used to reduce employee turnover in the workplace to increase profitability. The population for the study included 3 administrators in a senior (4-year) college in the southeastern region of the United States who developed and implemented successful strategies to reduce employee turnover. Data were collected from semistructured interviews with college administrators and from publicly available organizational documents. Transformational leadership was the conceptual framework for this study. Data analysis included inductive analysis guided by transformational leadership theory and member checking. Five themes emerged from data analysis including transformational leadership, incentives and rewards, training/career development, establishing trust/employee empowerment, and effective communication. The implications of these findings for social change may benefit students, faculty, and administrators of educational institutions. The findings may enhance consistent and superior educational course delivery to students, improve collaboration between educators and administrators through effective hiring practices to raise the caliber of educator skillsets, and reduce the percent of unemployed as a result of students succeeding in higher education and gaining meaningful employment. The findings may help reduce financial insecurity and improve the living standards of people in the community, while encouraging prospective learners to attain a postsecondary education.

Teacher Job Satisfaction and School Leadership by Saroya N. Pendleton-Brown MSA, Fayetteville State University, 2011 BBA, Baker College, 1993 AAS, Jordan College, 1991 Doctoral Study Completed in Partial Fulfillment of the Requirements for the Degree of Doctor of Education August 2019 The problem in a middle eastern school was the high annual rate of teacher attrition, which is above 25% per year. The purpose of this qualitative case study was to examine teacher perceptions of the attrition rates as they relate to the school leadership style at this study site. Herzberg's theory of motivation, which provides insights regarding job satisfaction, served as the conceptual framework that guided this study. The research questions were developed to examine teacher perceptions about administrative influences on teachers' job satisfaction and the programs and services they believe may enhance morale. A case study design was used to capture the insights of 10 purposefully selected teachers from the target school to conduct semi-structured interviews. Emergent themes were identified through open coding, and the findings were developed and checked for trustworthiness through member checking and a process to identify convergence and divergence. The findings revealed that participants preferred leadership styles that were supportive, and they placed a high value on teacher input. A professional development program was designed to educate participants on the connection between leadership styles and teacher attrition. This program may contribute to positive social change by guiding educational leaders to establish an enhanced learning environment that is responsive to the social, cultural, and ethnic differences of the teachers in the middle east.

Investing in employee engagement is beneficial to ensuring an organization's ability to sustain and improve productivity and performance. The purpose of this single case study was to explore effective leadership strategies leaders used to increase employee productivity. The population for this study were 6 bank leaders from Mississippi with a minimum of 5 years of experience implementing effective strategies to increase employee productivity. The conceptual framework for this study was Bass's transformational leadership theory. Data were collected using semistructured interviews, observations, and a review of company documents. The data analysis process involved Yin's 5-step approach, methodological triangulation, and member checking to identify common patterns, develop themes, and verify data for accuracy. The 4 emergent themes in the study were lead by example, encourage, promote teamwork, and implement rewards. The findings indicated that bank leaders improved employee productivity using transformational leadership by maintaining active employee engagement, communicating clear goals, and building positive leader-employee relationships. The implications of this study for positive social change include the potential for leaders in the banking industry to improve employee engagement, which may lead to a higher level of employee performance and commitment, reduced turnover, and enhanced organizational profitability. Organizations that are profitable can help stimulate the local economy by contributing earned profits to the community in areas such as schools, housing development, and community centers.