Thesis (Ph. D.)--University of Texas at Austin, 1999. / Includes bibliographical references (leaves 135-147). Available also in a digital version from Dissertation Abstracts.

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The purpose of this study was to investigate the leadership styles and outcomes among Tenaga Nasional Berhad (TNB) middle managers, using quantitative method. It has been theorised that the style of middle management leadership is important for effectively transferring and expanding knowledge, and for obtaining effective leadership outcomes. / Bass' (1985) theoretical approach was used to analyse the perceived style of leadership in TNB, measuring the effectiveness of the perceived style, determining whether there are style differences, and analysing any differences in the perceived traits of middle management. Based on works by Bass, this study seeks to address the relationship between the independent variables of leadership styles, i.e. contingent reward, management-by-exception (active), management-by -exception (passive), laissez-faire, idealized influence (attributed), idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualised consideration, and the dependent outcome variables of effectiveness, extra effort and satisfaction. / A moderator, consisting of demographic elements, has been used to analyse the significance of demographic factors in relation to the perceived leadership styles and outcomes. A self-administered questionnaire, based on the modified Multifactor Leadership Questionnaire (MLQ) was used to gather data. Subsequent descriptive and multivariate statistical techniques of multiple regression and product-moment correlation determined that most of the leadership styles were statistically significant and correlated positively with the outcome factors, excluding laissez faire. The best regression model is represented by effectiveness as a function of individual consideration, idealized influence (attributed), inspirational motivation, intellectual stimulation and management-by-exception (active) with a coefficient of determination value of 0.669. / Analysis of variance (ANOVA) was used for determining differences in perceptions of leadership styles and outcomes based on the demographic background of the TNB middle managers. These comparisons of the means of groups provided little support for accepting there was a difference in the perception of leadership styles and outcomes based on their background. Major implications include the applicability of the Leadership Styles and Outcomes Model, a questionnaire that was content validated by an expert panel of academicians and practitioners and statistically reliable policy and practical implications as well as professional development implications. Further research is recommended to explore the areas that are not discussed in the present study. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2007.

Thesis (M.Ed. Mgt.)--Unitec New Zealand, 2007. / Coda (electronic version) title page has 2008 date. Includes bibliographical references (leaves 96-99).

Thesis (Ph. D.)--University of Texas at Austin, 1999. / Vita. Includes bibliographical references (leaves 135-147). Available also in a digital version from Dissertation Abstracts.

Thesis (M.Ed. Mgt.)--Unitec New Zealand, 2007. / Includes bibliographical references (leaves 98-101).

Thesis (Ph.D.)--The Pennsylvania State University, 2006. / Adviser: William J. Rothwell. Includes bibliographical references (p. [96]-108)

Thesis (M. Soc. Sc.)--University of Hong Kong, 1986.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1986. / Also available in print.

Merger organizational change has been prolific across Wales and has significantly affected all Further Education (FE) colleges. The main merger driver was to reduce operational costs, whilst in the pursuit of increased organizational and departmental efficiencies and effectiveness. An imperative to widening access to education, an increase in the quality of curriculum provision and a need to reduce duplication of curriculum programmes were also important considerations. It is these changes that have shaped college organizations and the college middle manager role, post-merger, with a resulting impact on middle managers professional 'lived' experiences. The author's research examines the effect of merger on the middle manager role and the influence of the college context on the 'lived' experiences of middle managers managing curriculum departments. The review of the literature highlights key relationships between mainstream management and the college middle manager role, as well as the influences likely to have an impact on this role. The author has developed a conceptual model with key elements consisting of professional 'lived' experiences of middle managers and role construct and behaviour, management and leadership. This study is exploratory in nature and uses a social constructionist philosophical approach. A subjectivist epistemology was adopted for this study, with the researcher applying a thematic analysis and an investigation of multiple realities. Data for this research was collected from in-depth semi-structured interviewees, which gave interviewees the opportunity to highlight their specific day-to-day professional 'lived' work experiences. The research study outlines a number of conclusions, which accord with this study's specific research objectives and recommendations. In the post-merger era, the middle manager role has become more complex and challenging. Conclusions indicate a broader role for the middle manager, and a role defined by the college's professional context, which contributes to influencing the college middle manager role. This study contributes to the field of academic study, and to professional practice. It provides insights to understanding the role of middle managers in the FE sector and also offers recommendations for college strategy and policy. Finally, it highlights opportunities for further research in Wales and beyond.