It has become more common these days for organizations to give employees the opportunity to work remotely. This trend was accelerated during the Covid-19 pandemic, which forced many organizations to allow remote work in order to comply with the recommendations set by authorities. Even after everyday life returned to normal, many companies chose to adopt a model that allows employees to work fully or partially away from the office. However, the attitude towards remote work is not entirely positive. It has brought about changes for organizations, especially for their leaders. There has been a debate about which leadership style is the best fit for the remote work model, and this thesis aims to investigate how leaders within the big banks in Sweden have been affected in their perceived ability to motivate employees during remote work. To accomplish this, the authors have applied a qualitative methodology, conducting interviews with two different groups: leaders and employees. The interview results have been analyzed and connected to the theoretical framework derived from research on remote leadership and employee motivation. The results show that an active and motivating leadership style, without being overly monitoring or passive, is preferred in a remote work setting for leaders' ability to motivate their followers in these companies. The thesis also reveals that respondents express a desire for the opportunity for remote work, even though they are somewhat negative towards working remotely.

Results of the Youth Center Research Project were almost equally favorable for each other's two schools. The parole-violation rates of the wards released from both institutions dropped from 43% to 31%, a considerable improvement when compared with the two control California Youth Authority schools continuing failure rate of 46%. These figures were for twelve-month parole-exposure periods. But the study’s major hypotheses were not verified. The more mature youths did not do better with TA than with B Mod, and the lower-maturity wards did no better with B Mod. In fact, one classification of higher-maturity wards did a little better with B Mod, and some lower-maturity wards did a little better with B Mod, and lower-maturity wards did better with TA. But all levels did fairly well with either systems, regardless of whether or not the wards declared themselves to be in need of change. Whether those results would endure for more than twelve months were still in question as of this writing. The data were to be evaluated for years to come. In the meantime, an important question not answered in the 1972 report was: were there any interaction effects between the three major aariables: treatment method, maturity level of wards, and treater competence?

The purpose of this descriptive study was to examine how participants perceived their principal's leadership style and whether differences existed in their perceptions based on the demographic variables of age, gender, experience, education attainment and ethnicity. Transformational leaders were considered influential, change agents who motivated teachers to work collaboratively as a team to achieve defined goals. These leaders developed personal relationships and focused on increasing teachers' basic needs and developing them into leaders. On the other hand, transactional leaders were considered the status quo. These leaders developed impersonal relationships and motivated teachers according to their personal self-interest. They focused on social and economic exchanges, using contingent rewards to reinforce positive behaviors and administered punishment to reform negative behaviors. One-hundred and thirteen participants from six elementary schools participated in this study. The Multi-Leadership Questionnaire was used to collect data. Cronbach alpha was used to establish internal reliability consistency of the instrument. The data was analyzed using mean scores, percentages, chi-square, t-test and ANOVA. The research findings indicated that perception scores at both school levels were higher for transformational leadership than transactional leadership. According to the mean score interpretation (Table 2) and the participant's mean scores, 92.9% of participants perceived their principal as fairly often a transformational leader and 7.1% perceived their principal as frequently a transformational leader. Ironically, 100% of participants perceived their principal as sometimes a transactional leader. The research findings indicated that overall, teachers at both levels perceived their principal as fairly often a transformational leader and sometimes a transactional leader. Based on the demographic findings, an ANOVA revealed statistically significant differences in teachers' perceptions of their principal's transformational leadership style based on years of experience. Participants with more years of experience perceived their principal with significant higher mean scores than those with fewer years of experience. Recommendations included: (a) conducting further research to determine the impact that principals' leadership style have on student performance from a national perspective, (b) conducting a Longitudinal Research study to determine the impact that leadership styles have on student performance, and (c) exploring leadership styles extensively to identify the various leadership traits exhibited by both public and private elementary school principals.

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Digitalization is transforming business operations and forcing organizations to formulate strategic responses. Changing environments, emerging technology, and disruptive competitors forces industries to embark on the digital era and digitalize. An industry identified as lagging in internal digitalization is the private equity sector. Private equity firms operate in a traditional industry with established business processes and core competencies far from digitalization. The purpose of this study is to identify dynamic capabilities for digitalization efforts in transactional processes. The literature review resulted in a dynamic capabilities framework applicable for transactional processes in general and later studied in the context of the investment process in the Nordic private equity industry. Trans-disciplinary research was conducted by combining theories of business process management, digitalization, and dynamic capabilities. The study derived from the belief that organization’s dynamic capabilities are interconnected to digitalization. An exploratory approach and qualitative methods was used to collect data and gain deeper insight about the investment process and its challenges in terms of digitalization. The findings resulted in a revised framework containing twelve dynamic capabilities, essential for driving digitalization in the investment process. To leverage the full potential of digitalization, organizations need to possess dynamic capabilities within digital strategy, culture and people, and business processes and structure. The study concludes that all interviewed firms deploy dynamic capabilities for streamlining the investment process. However, by understanding and seeking to digitalize, additional outcomes may be achieved such as increased competitive advantage, employee motivation and organizational growth. / Digitalisering transformerar affärsverksamheter och kräver ofta strategisk omorganisering. Föränderliga miljöer, ny teknik och ökad konkurrens resulterar i digitalisering av industrier. Private equity sektorn har identifierats som en bransch med stor digitaliseringspotential och en avsaknad av intern digitalisering. Private equity företag är verksamma i en traditionell bransch med etablerade affärsprocesser och avsaknad av kärnkompetenser inom digitalisering. Syftet med denna studie är att identifiera dynamiska förmågor för digitalisering i processer bestående av informationsflöden. Den genomförda litteraturstudien resulterade i ett ramverk med dynamiska förmågor, lämpliga för digitalisering av informationsprocesser. Ramverket har sedan applicerats på investeringsprocessen i private equity företag som är verksamma i den nordiska marknaden för att identifiera branschspecifika förmågor. Tvärvetenskaplig forskning genomfördes i syfte att kombinera teorier om business processmanagement, digitalisering och dynamiska förmågor. Studien grundar sig i tron att organisationers dynamiska förmågor är starkt sammankopplade med digitalisering. Kvalitativa metoder användes för datainsamling och för att få en djupare insikt i investeringsprocessen och dess utmaningar. När det gäller digitalisering tillämpades också ett utforskande tillvägagångssätt. Forskningen resulterade i ett reviderat ramverk som består av tolv dynamiska förmågor som visat sig vara nödvändiga för att driva digitalisering i investeringsprocessen. För att uppnå digitaliseringens fulla potential måste organisationer besitta dynamiska förmågor inom digital strategi, organisationskultur samt affärsprocesser och struktur. Studien visar att alla intervjuade företag använder dynamiska förmågor för att effektivisera investeringsporcessen. Vidare kan en fortsatt lyckad digitalisering leda till ytterligare resultat, såsom ökad konkurrenskraft, förbättrade motivation hos de anställda och organisatorisk tillväxt.

Syftet med denna studie var att undersöka relationen mellan transformativ, transaktionell – och låt - gå ledarstil och psykologisk trygghet hos medarbetare. En enkät med 40 frågor och påståenden utformades för att mäta arbetstagares upplevda psykologiska trygghet samt deras uppfattning av sin närmsta chefs ledarstil. Påståendena och frågorna baserades på mätinstrumenten Multifactor Leadership Questionnaire (MLQ) och Edmondsons frågor som mäter psykologisk trygghet. Resultatet påvisade signifikanta korrelationer mellan psykologisk trygghet och de två ledarskapsstilarna transformativt och låt-gå. Transformativt ledarskap var positivt relaterad till psykologisk trygghet medan Låt-gå var negativt relaterad till psykologisk trygghet. En multipel regression visade att samtliga ledarskapsstilar kunde förklara en signifikant del av variansen i psykologisk trygghet där den transformativa ledarskapsstilen var associerad med mer psykologisk trygghet medan transaktionell- och låt-gå-ledarskapsstil var associerade med mindre psykologisk trygghet. Slutsatsen i denna studie tyder på att den transformativa ledarskapsstilen är lämplig att utöva för att uppnå psykologisk trygghet bland medarbetare. / The aim of this study was to examine the relationship between transformative, transactional, and laissez-faire leadership styles with employee psychological safety. A questionnaire comprising 40 items was designed to assess employees' perceived psychological safety and their perception of their immediate supervisor's leadership style. The statements and questions were based on the Multifactor Leadership Questionnaire (MLQ) and Edmondson's questions measuring psychological safety. The results showed significant correlations between psychological safety and the two leadership styles transformative and laissez-faire. Transformative leadership was positively related to psychological safety, whereas laissez-faire leadership was negatively related. Multiple regression analysis indicated that all leadership styles could account for a significant portion of the variance in psychological safety, transformative leadership was positively associated with psychological safety, while laissez-faire leadership was negatively associated with psychological safety The findnings suggests that the transformative leadership style is suitable for promoting psychological safety among employees.

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)

In South Africa Multinational Enterprises (MNEs) have to contend with the typical adversarial relations with a host government. In addition, MNEs operate in an environment regulated by a government policy of Redress, aimed at changing the wealth profile of the country to reflect the ethnic demographics. Policies such as Broad Based Black Economic Empowerment, Affirmative Action and Preferential Procurement are interventionist and place additional burden on the MNEs. Implementations of these regulations are often the source of conflict between MNEs and the local government. Ethno-cultural distance aggravates the strained relations between the MNE and host government. The policy of Redress effectively legislates the incorporation of local third parties that are ethno-culturally related to government into the competitive strategies of MNEs. Joint ventures with locals are an acknowledged strategy to enter foreign markets, providing for legitimisation and access to networks. The choice in strategy when dealing with the home government of either a relational or transactional approach is transferable to the MNE host government environment. Political levels have proven to be inaccessible but successful business transactions with government are abundant. The transactional approach dominates as a result of the failure to establish any relations with the host government, negating the pursuit of the relational approach. Third parties play an enabling role in successful transactions, ranging from providing access to government employees up to securing the deal and transacting with the MNE at arms-length. The absence of any social capital in successful transactions requires re-evaluation of the role of social capital in bridging barriers in business relations. Possible explanations are in the linking that the social capital of the third party with the government and MNE employees respectively has, an extremely low threshold for social capital in successful transactions, the force exerted by the need for the products or services, or, most probable, the profit motive. The distance between the government and MNE is extreme as a result of the historical strife between the ethnic groups in the country and the policy of Redress. The connotation with the social environment deters the active pursuit of social capital to gain competitive advantage. / D.B.L.

The aim of this study was to determine the relationship between emotional intelligence and leadership styles in a petrochemical organisation (represented by transformational, transactional and laissez-faire leadership styles) and to determine if emotional intelligence can predict an effective leadership style. Leaders (N = 161) were selected from a business within a South African petrochemical organisation. Self reports from the EQ-i and the Multifactor Leadership Questionnaire (MLQ Form 5X) were analysed. Correlation analyses indicated statistically significant relationships between emotional intelligence and transformational and laissez-faire leadership. Findings indicated positive correlations between emotional intelligence (specifically adaptability) and transformational leadership. Negative correlations were obtained between emotional intelligence (specifically intrapersonal skills) and laissez-faire leadership. Theoretical implications and practical applications of these findings were discussed. / Psychology / M.A. (Industrial and Organisational Psychology)