The study of career paths within organizations is an issue that has received strong attention in the theoretical literature of organizational economics and management1. From the empirical point of view, however, research in this topic is scarcer and less comprehensive. The gap has been caused to a large extent by the unavailability of data tracking worker's career moves in employee-level surveys and by the lack of information about career management policies in firm-level data. This thesis contributes to fill such hole. It investigates how workers' careers and their behavior as managers depend on the characteristics of the firms where they work and their own personal characteristics, with a strong emphasis in the role of human capital. The research is carried out using micro data at both worker and firm level, available only in relatively recent data sets. The interaction between accumulation of human capital and workers' employment horizons has been frequently recognized as a key issue in explaining why some firms maintain long-term relationships with their employees while others remain closer to what it could be considered spot-market labor contracting. There are nonetheless important factors that have been usually absent in the literature of organizations. This is the case of internal firm structures that may improve or discourage the interactions between different hierarchical levels, affecting eventually to the costs of job change involved in promotions. Both human capital and organization-relational aspects of career paths are objects of study of this thesis. First, it is analyzed how the characteristics of employers and the markets where they work affect the general or firm-specific nature of employees' human capital and, therefore, to the type of employment relationship held. Second, it is investigated how differences in employees' personal characteristics affect their career horizons, the management of their human capital and the type of career moves done. Finally, the effects of these factors on career path outcomes are examined, in terms of leadership behavioral differences among those arriving at managerial levels. A particular attention is paid the important differences between the careers of men and women that are also found in their managerial style. Overall, the research presented here sheds light on what career management schemes adapt better to different product and labor market circumstances. It opens as well a number of challenges for the study of human resources management and shows that population-wide surveys can be very useful tools to carry out empirical investigations in this area, usually dominated by narrower and less representative surveys.

The problem with which this investigation was concerned was the level of knowledge about the leadership style of the chief student affairs administrators in Southern Baptist colleges and universities. The four purposes of the study were as follows: 1. To determine the prevalent leadership style of the chief student affairs administrators in Southern Baptist colleges and universities in terms of the Blake and Mouton Managerial Grid concept• 2. To determine if self-reported leadership style is congruent with the leadership style determination obtained through an instrument developed to analyze leadership style; 3. To determine if the following are factors in the leadership choice of the chief student affairs administrators in Southern Baptist colleges and universities: - Size and complexity of the institution. - Age. - Years of experience as a chief student affairs administrator. - Educational preparation, i.e. academic, administrative, or religious

MONTENEGRO, Adauto Vasconcelos. Estudo sobre comprometimento organizacional, estilos de liderança e cultura organizacional em uma organização cearense. 2016. 117f. - Dissertação (Mestrado) – Universidade Federal do Ceará, Programa de Pós-Graduação em Psicologia, Fortaleza (CE), 2016. / Submitted by Gustavo Daher (gdaherufc@hotmail.com) on 2017-01-26T11:47:48Z No. of bitstreams: 1 2016_dis_avmontenegro.pdf: 2114035 bytes, checksum: 841010ab925a3bad0dead45a025355da (MD5) / Approved for entry into archive by Márcia Araújo (marcia_m_bezerra@yahoo.com.br) on 2017-01-30T16:53:16Z (GMT) No. of bitstreams: 1 2016_dis_avmontenegro.pdf: 2114035 bytes, checksum: 841010ab925a3bad0dead45a025355da (MD5) / Made available in DSpace on 2017-01-30T16:53:17Z (GMT). No. of bitstreams: 1 2016_dis_avmontenegro.pdf: 2114035 bytes, checksum: 841010ab925a3bad0dead45a025355da (MD5) Previous issue date: 2016 / 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 vínculo significativo entre indivíduo e organização, pressupondo um elo psicológico e relações de trocas entre ambos. Rego (2003) propõe um modelo de estudo do comprometimento organizacional e apresenta seis laços psicológicos entre indivíduo e organização, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifícios avultados, escassez de alternativas e ausência psicológica. Feitosa (2008) acrescenta um laço ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausência de compromisso. No atual estudo, é investigada a relação entre esses laços psicológicos e estilos de liderança, considerando também a função da cultura organizacional nessa relação. Os objetivos específicos da atual pesquisa podem ser descritos como: investigar quais desses laços psicológicos se relacionam de maneira significativa aos estilos de liderança (liderança transformacional, liderança transacional e ausência de liderança) e em que grau a cultura organizacional modera essa relação, bem como desenvolver um modelo teórico-metodológico que possibilite a investigação da relação entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organização de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados é composto de: questionário sociodemográfico; escala sobre comprometimento organizacional; escala sobre liderança e escala sobre cultura organizacional. Alcançou-se uma amostra de 205 trabalhadores da referida organização. Os resultados foram analisados com base em procedimentos estatísticos exploratórios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes técnicas estatísticas: correlação linear, regressão linear e análise de moderação. No que concerne aos resultados obtidos, foram atestadas as seguintes correlações positivas e significativas: liderança transformacional com os laços de comprometimento afetivo, futuro comum e comprometimento normativo; liderança transacional com o laço de comprometimento normativo; ausência de liderança com os laços de escassez de alternativas e ausência psicológica. Ademais, observou-se que a cultura organizacional tipo clã atuou como variável moderadora reduzindo os efeitos nas relações seguintes: liderança transformacional e comprometimento afetivo e entre liderança transformacional e futuro comum. Além dos resultados apontados, foi desenvolvido um modelo teórico-metodológico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboração de programas de desenvolvimento de liderança e políticas de gestão e de recursos humanos da organização visando sua eficácia.

FEITOSA, Raquel Libório. Estilos de liderança e sua relação com comprometimento e clima organizacional - estudo de caso em um hospital público e de ensino. 2008. 140f. – Dissertação (Mestrado) – Universidade Federal do Ceará, Programa de Pós-Graduação em Psicologia, Fortaleza (CE), 2008. / Submitted by Gustavo Daher (gdaherufc@hotmail.com) on 2017-06-16T17:40:25Z No. of bitstreams: 1 2008_dis_rlfeitosa.pdf: 85777846 bytes, checksum: 744b8f3e907fa24e9fa08a20775a41ab (MD5) / Approved for entry into archive by Márcia Araújo (marcia_m_bezerra@yahoo.com.br) on 2017-06-16T18:03:38Z (GMT) No. of bitstreams: 1 2008_dis_rlfeitosa.pdf: 85777846 bytes, checksum: 744b8f3e907fa24e9fa08a20775a41ab (MD5) / Made available in DSpace on 2017-06-16T18:03:38Z (GMT). No. of bitstreams: 1 2008_dis_rlfeitosa.pdf: 85777846 bytes, checksum: 744b8f3e907fa24e9fa08a20775a41ab (MD5) Previous issue date: 2008 / This study aims to analyze the relationship between leadership and commitment styles and the organizational climate in a public training hospital in the State of Ceará. A turning point that directed the research to this type of hospital was the scope and importance of acts performed by such organizations. They carry on practice-theory teaching to a wide extent and develop social welfare by offering a great deal of health assistance. Other important and equally decisive issues in the research were the following aspects in such organizations: the decision-makers are in the highest ranks and either the infrastructure is precarious or resources are often scarce at work. Work psychodynamics and French psychosociology were the theoretical references employed. The qualitative approach was used in the research on leadership styles. Analysis of data and their respective interrelationship was supported by another comprehensive study previously produced during a quantitative-qualitative research on organizational climate and commitment at the same hospital. / O presente estudo tem por finalidade analisar as relações entre estilos de liderança e comprometimento e clima organizacional no contexto de um hospital público e de ensino do estado do Ceará. Um fator decisivo para direcionar a pesquisa para esse tipo de hospital foi a importância e a dimensão dos atos praticados por essas organizações, que desenvolvem um amplo exercício do ensino teórico-prático e realizam, em caráter de missão social, elevado volume de assistência à saúde. Outros fatores igualmente decisivos na escolha foram os seguintes aspectos das referidas organizações: os sujeitos decisórios se encontram em esferas superiores e as infra-estruturas são marcadas pela precarização ou falta constante de recursos para o trabalho. Os principais referenciais teóricos foram a Psicodinâmica do Trabalho e a Psicossociologia francesa. Na pesquisa sobre estilos de liderança, foi utilizada a abordagem qualitativa. Para a análise dos dados, com suas respectivas correlações, considerou-se importante utilizar vasto material produzido anteriormente, por meio de uma pesquisa quanti-qualitativa sobre clima e comprometimento organizacional, realizada no mesmo hospital.

This study focussed on the systems psychodynamic perspective of how different leadership styles (paranoid, schizoid, depressive, compulsive and histrionic) deal with change as measured in a focus group consisting of four psychologists. How the different styles deal with change was compared to the definitions established to distinguish the key tendencies apparent during change for each style. Content analysis was applied to determine an integrative profile for each style during change. Though each of the styles responds in distinctly different ways when faced with change, all show a heightened level of reaction on the interpersonal dimension, indicating that change dramatically affects leader-follower relationships. The findings highlight the reversion during change to extreme self-interest and a tendency to use the team to serve this self-interest. Recommendations were presented to create reflective space so the leader may, through insight, be in a position to establish collaborative leader-follower relationships that are open to change. / Indust and Org Psychology / MCOM (IND PSYCHOLOGY)

Submitted by Tatiana Lima (tatianasl@ufba.br) on 2015-03-25T17:54:52Z No. of bitstreams: 1 Moscon, Daniela Campos Bahia.pdf: 2381056 bytes, checksum: 63db06a4ab3201a37649f8901c63dab1 (MD5) / Approved for entry into archive by Tatiana Lima (tatianasl@ufba.br) on 2015-04-06T18:07:16Z (GMT) No. of bitstreams: 1 Moscon, Daniela Campos Bahia.pdf: 2381056 bytes, checksum: 63db06a4ab3201a37649f8901c63dab1 (MD5) / Made available in DSpace on 2015-04-06T18:07:16Z (GMT). No. of bitstreams: 1 Moscon, Daniela Campos Bahia.pdf: 2381056 bytes, checksum: 63db06a4ab3201a37649f8901c63dab1 (MD5) / Diversos têm sido os esforços empreendidos no sentido de refinamento dos conceitos relacionados aos vínculos que os trabalhadores estabelecem com as suas organizações empregadoras. Dentro dessa tendência mais ampla, estudos têm sido voltados para a revisão do modelo tridimensional do Comprometimento proposto por Meyer e Allen, tomando como base o argumento de que ele reúne mais de um tipo de vínculo no mesmo conceito. De modo mais recente, um grupo de pesquisadores brasileiros propôs dois novos conceitos que abarquem as bases instrumental e normativa, associadas no modelo de Meyer e Allen ao Comprometimento: Entrincheiramento Organizacional e Consentimento Organizacional, respectivamente. Por outro lado, o conhecimento desses fenômenos e a sua aplicação prática exigem que sejam estudadas as diversas variáveis que impactam diretamente no seu estabelecimento. Dentre tais variáveis, a percepção sobre a liderança se destaca, em função do papel que ela exerce de representante da organização e intermediadora das demandas dos empregados. Sendo assim, o objetivo dessa tese é analisar as relações existentes entre liderança e o estabelecimento de vínculos (Comprometimento, Entrincheiramento e Consentimento Organizacional) dos trabalhadores com organização. Para tanto, foram desenvolvidos três estudos que se propõem a realizar essa análise partindo de uma visão mais geral para uma situação mais específica em um determinado contexto de trabalho. O primeiro estudo se propõe a analisar tal relação a partir de uma revisão sobre como a literatura internacional tratou a questão nos últimos dez anos. O segundo, parte da análise de um banco de 994 casos, cuja coleta serviu de base às proposições dos conceitos de Entrincheiramento e Consentimento Organizacional, para analisar como esses conceitos (e mais Comprometimento Organizacional) se relacionam com a percepção geral de trabalhadores de diversos seguimentos diferentes sobre a sua chefia imediata. Já o terceiro e último estudo, analisa os vínculos de Entrincheiramento, Consentimento e Comprometimento Organizacional (assim como suas subdimensões) no contexto do Tribunal Regional do Trabalho 5 (Bahia) e suas relações com os conceitos de Liderança Transformacional, Transacional e Ausência de Liderança. Trata-se de um estudo de caso, que teve a participação de 173 funcionários lotados em Salvador e Região Metropolitana (BA). Os artigos selecionados para o estudo teórico foram analisados a partir de procedimentos quali-quantitivos de análise de conteúdo e, para os dados coletados nos estudos empíricos foram conduzidas análises descritivas, correlações de Pearson, regressão linear (método Enter) e análise de clusters (método Ward) (apenas para o terceiro estudo). Os resultados apontam que ainda existe carência de pesquisas que relacionem esses dois fenômenos, sobretudo no contexto brasileiro e utilizando os vínculos instrumental e normativo. Contudo, já é clara a importância do papel da liderança não apenas de forma direta, mas também pela sua capacidade de influenciar a percepção do empregado acerca das políticas de gestão de pessoas, suporte organizacional, dentre outros aspectos. Esse impacto, entretanto, se é claro no que se refere ao Comprometimento e Consentimento Organizacional, não tem a mesma importância no que se refere ao Entrincheiramento, mais influenciado por características estruturais internas e externas à organização. Além disso, foi possível perceber que, ao menos no contexto do terceiro estudo (TRT-5) a Liderança Transacional não é vista como antagônica à Transformacional: os funcionários tendem a avaliar as duas de modo semelhante, o que reforça a sua complementariedade. Sugere-se novos estudos utilizando os novos conceitos propostos em amostras mais amplas e a partir de metodologias de estudo mais diversificadas e flexíveis. Several efforts have been undertaken in order to refine the concepts related to organizational attachments. Within this broader trend, studies have been focused on the review of the three-dimensional model of the commitment proposed by Meyer and Allen (1991), based on the argument that he has more than one type of bond on the same concept. Recently, a group of Brazilian researchers has proposed two new concepts that encompass the instrumental and normative bases associated with the model of Meyer and Allen to Commitment: Organizational Entrenchment and Organizational Consent. On the other hand, the development of knowledge of these phenomena and their practical application require to be studied several variables that directly impact on their establishment. Among these variables, the perception of the leadership style stands out due to its role as representative of the intermediary organization and the demands of the employees. Thus, the aim of this thesis is to analyze the relationships between organizational attachments (Commitment, Organizational Consent and Entrenchment) and leadership. Thus, we developed three studies that propose to conduct this analysis starting from a more general to the more specific situation in a specific work context. The first study aimed to examine this relationship from a review of the international literature and addressed the issue in the last ten years. The second, part of the analysis of a database of 994 cases, whose collection formed the basis of the concepts of propositions Entrenchment Organizational Consent to examine how these concepts (and Organizational Commitment) relate to the general perception of workers in different segments different about their immediate supervisor. The third and final study examines organizational attachments of Entrenchment, Consent and Organizational Commitment (as well as their sub-dimensions) in the context of the Regional Labor Court 5 (Bahia) and their relationship with the concepts of Transformational Leadership, Transactional Leadership and Avoidance of Leadership. This is a case study, which was attended by 173 employees at Salvador and metropolitan area (BA). The articles selected for the theoretical study were analyzed according to procedures like content analysis and for data collected in empirical studies were conducted descriptive analyzes, Pearson correlations, linear regression (Enter method) and cluster analysis (method Ward) (for the third study). The results show that there is still lack of research that relate these two phenomena, especially in the Brazilian context and using the instrumental and normative attachments . However, it is clear the importance of the leadership role not only directly, but also for its ability to influence the perception of the employee on policies for managing people, organizational support, among other aspects. This impact, however, it is clear in relation to Organizational Commitment and Consent does not have the same importance in relation to Entrenchment, more influenced by structural features internal and external to the organization. Furthermore, it was revealed that, at least in the context of the third study (TRT-5) Transactional Leadership is not seen as antagonistic to Transformational: employees tend to evaluate both so similar, which reinforces their complementarity. We suggest further studies using the new concepts proposed in larger samples and study methodologies from more diversified and flexible.

The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.

Philosophiae Doctor - PhD / The purpose of the present study is to enrich academic knowledge, the understanding of management theory, and professional management practice for leaders in a South African Higher Education Institution (HEI) under volatile, uncertain, complex, and ambiguous (VUCA) conditions. Due to increased globalisation and rapid changes in the technological, social, economic, and political spheres, the environment in which organisations function has become increasingly VUCA. These factors create a unique set of challenges for the leaders of these organisations. Traditionally tested and proven methods of leading organisations no longer guarantee high performance. The dynamic environment is challenging leaders to find new ways to be successful. To further complicate matters, the speed, frequency, and intensity with which the organisational environment is changing are ascending in nature. The field of Higher Education in South Africa demonstrates the challenges and opportunities VUCA imposes on organisational leadership.

Virtual working in organisations is becoming more popular with the regular developments oftechnology and swift globalization. In this virtual environment, the teams working dispersed arebetter work-life balance, feeling less stress while enjoying flexible working times. However, onthe other hand, working at a distance leaves the leaders a set of unique challenges. Managingteams remotely without daily face-to-face interactions will also influence their behaviours orunderstandings towards the context of virtual leadership, such as leadership styles, motivation oradoption of communication technology and culture. Therefore, leaders will also focus oncultivating their virtual interactions with employees, tending to excel at remote leadership. In this research, under the research philosophy of pragmatism, we adopted a qualitative methodto conduct a descriptive case study, using an abductive method. Our purpose is to understand andidentify the leadership perception in virtual teams regarding the following factors: Leadershipstyles, motivation, technology and culture. Moreover, as the environment is dynamic, thebenefits and difficulties to lead virtual teams exist everywhere. Therefore, the paper also studiesleaders’ perception of these elements when facing various opportunities and challenges in thedigital world. Hence, we designed a questionnaire to interview six leaders to gain their practicalinsights and valuable opinions, providing the virtual leaders with some professionalrecommendations when leading in the virtual context. Our results in the study suggest that the leaders perceive that in order to lead virtual teamssuccessfully, the leaders need to be aware and vigilant, as it is more challenging than leadingco-located traditional teams. The leadership styles should depend upon the task at hand andwould be influenced by the leader’s characteristics; they believe the most important thing invirtual teams is communication technology and it is a leader’s responsibility to select the rightone keeping the requirements in view. About motivation, majority leaders believe that it shouldbe intrinsic, they also discuss the various ways they use to motivate their teams. Moreover, aboutCultural elements, they claim that a leader should be accepting and promoting harmony inmulticultural teams, and stress the importance of cultural training and sensitivity.

Healthcare leaders must establish a just culture to mitigate preventable medical deaths that occur at 250,000 per year, making medical errors the 3rd leading cause of death in the United States. However, there is a gap in knowledge regarding the attributes of nurse manager leadership styles that contribute to promoting a just culture at the unit level. Guided by the full range leadership theory and the just culture model, the purpose of this descriptive correlational study was to determine the relationship between nurse manager transformational, transactional, and laissez-faire leadership styles and unit level just culture perceptions and the differences between staff nurses’ and nurse managers’ perceptions of leadership styles and just culture. The Multifactorial Leadership Questionnaire and the Just Culture Assessment tool were administered to 165 U.S. hospital-based staff nurses and nurse managers. ANOVA revealed a statistically significant difference in the mean just culture scores between transformational, transactional, and/or laissez-faire leadership styles (p < .01). MANOVA outcomes were significant for the difference between the nursing staff’s and nurse managers’ perceptions of nurse managers’ leadership styles (p < .01). This study promotes positive social change identifying transformational and transactional nurse manager leadership skills as a predictor for maintaining a unit level just culture and clarifying the impact of nurse managers’ leadership styles on perceptions of patient safety among frontline nurses and hospital safety. Future research should focus on exploring the relationship between nurse-sensitive patient outcomes such as pressure injuries and hospital-acquired infections along with the unit level just culture and nurse manager leadership styles.