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This dissertation examines the association between transformational leadership and public organizational performance using different data and methods. Each of the three articles collected in this dissertation contributes to the scholarship exploring the interplay of transformational leadership and organizational performance using distinct data and interpretive methods, examining the interplay of its elements and a widely used outcome measure – organizational performance as a dependent variable. The first article presents evidence of the empirical studies analyzing the association between transformational leadership and public organizational performance. Based on a formal, replicable search method informed by current practices for the systematic evaluation of published evidence, this review collects and analyzes empirical research articles examining the association between transformational leadership and public organizational performance. A total of seven journal articles were identified that met the study criteria. The measures of the transformational leadership construct in these studies are different but show a common pattern of survey questionnaires with multiple-level responses. Moreover, transformational leadership is found to be positively associated with public organizational performance. Organizational performance is operationalized using several factors such as development, growth, creativity, and effectiveness in the included studies. Acknowledging the gap in the included studies, this review offers two research questions for further exploration to address the gaps in the existing studies. The second article explores the association between the elements of transformational leadership and federal organizational performance in very large and large federal agencies using Ordinal Logistic Regression (OLR) on quantitative survey data drawn from results of the OPM Federal Employment Viewpoint Survey. Statistical findings of this study show a positive relationship between the elements of transformational leadership and organizational performance. This study contributes to the transformational leadership and public management literature by adding the scholarship exploring the association between the elements of transformational leadership and public organizational performance. The third article explores the association between transformational leadership and organizational performance from the experiences and perspectives of U.S. federal agency employees. The data was collected through semi-structured interviews with federal leaders from very large and large agencies, as per the Office of Personnel Management's classification. The perceptions of federal employees reflect the interplay between transformational leadership behaviors and perceptions of organizational performance. The informants' interviews enhance the understanding of transformational leadership-organizational performance association from the employee perspective. A process of thematic coding and interpretation is employed to analyze the interview data. The study findings contribute to the management and leadership literature by exploring the lived experiences of federal employees and their perceptions of the influence of transformational leadership on organizational performance. Moreover, the replicable qualitative interview process and analysis methodology create a pathway for future qualitative research. / Doctor of Philosophy / The influence of leadership is widely studied in terms of organizational performance. Among the leadership theories thought to influence organizational performance, transformational leadership is the most widely studied theory. The theory has gained much attention in the past 40 years for its contribution to many positive organizational outcomes, including meaningful work, organizational commitment, job satisfaction, and organizational performance. Despite a rich history of research in positive organizational outcomes, scholars still argue that there are scopes further to advance the empirical research on transformational leadership theory. Hence, the purpose of this dissertation is to address this claim and analyze the interplay between transformational leadership and public organizational performance. Study findings will contribute to the literature on transformational leadership by empirically examining the interplay of its elements and federal organizational performance. Moreover, the application of three distinct methods and interpretative data analysis will add new evidence to the research of public management and leadership.

Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Performance in the Marketplace is what business is all about. Organisations are measured by their results and their stock exchange prices reflect their performance and the perception that the market has of them. The acronym 'Look at the Score board' is heard in passages of every organisation doing business in the market place. The question is: How can any organisation perform while looking at the scoreboard? Relate it to tennis players. How would tennis players perform if instead of keeping both eyes on the ball, they always had one eye on the scoreboard? In sports they talk of being in the zone. The harder athletes try to win, the less likely it becomes that they will. When people are in their zone, all of their attention is on what they are doing, and not on what they are accomplishing. Results then flow from their focus. Many organisations only watch the scoreboard - the bottom line. In doing so they take their eyes off the ball - their relationships with people. This gets them out of their zone and leads to long-term disaster. When organisations keep their eye consistently on the ball, operating their businesses by aligning with their core values, the scoreboard does in fact take care of itself. The research problem as addressed by this study is that of: 'how does an organisation change to become value based and how does an organisation use its values as a base to create a high performance culture within the organisation?' The study is a case study and the organisation used is Grootegeluk Coal Mine, a business unit of KUMBA Resources. The main objective of the study is to investigate the critical success factors for the establishment and management of a high-performance culture within organisations. The role of leadership in the establishment and management of a collaborative environment to ensure commitment and creativity and as a result a sustainable performance culture is investigated in depth. The field of leadership principles was researched and it was found that the conditions, which serve to minimise interference with potential so that it might be more fully expressed in performance, are conditions that encourage collaboration, commitment and creativity. The system is based on the Competence theory. Collaboration is a way for people to work together which requires, by definition, the fullest exploration and identification of their various resources. Such a process increases the number of ideas and amount of information available for planning and making work related decisions. Collaboration is the leader's primary strategy for acknowledging love and work together so that both may be served. It is a means to identifying a" the possibilities. The human desire for productive love, labouring to make something grow, reflects the hunger for commitment. People want to be committed, it is a natural state, which must be realised for people to prosper and be healthy. Commitment is always the result of something; it is a by-product of one's opportunities to experience self-expression and, while often given difficult birth, it is easily lost unless attention is given to its maintenance and care. The seeds of commitment may be sewn through opportunities as in collaborative exchanges, but for its potential to be fully realised, promises must be kept and expectations must be met. Creative power is the first cause of all behaviour, and the basic human instinct for self-realisation, completion and perfection is the driving force of life itself. The principle of creativity simply reflects the grand theme, the nature of people at work. The urge and capacity for creativity are part and parcel of the human condition. The potential of high performance is at hand in organisations and may manifest when the leaders are guided by the principle of creativity. The essential characteristics of the work environment necessary for the release of potential are conditions that encourage: collaboration, commitment and creativity. Workers have little control over such conditions. Leaders, therefore, determine organisational performance because they create - or fail to create - the environmental conditions which minimise interference with available potential. This means that leaders desiring high performance must make sure that collaboration, commitment, and creativity - the conditions in support of competence and its release - are present in their organisation. It is possible to measure the dimensions of collaboration, commitment, and creativity within an organisation through the technique of Organisation culture analysis. Leadership Systems International has studied the relationship of such conditions to performance. In one study high-performing organisations were compared with low-performing organisations and, in every case, it was found that high-performing organisations can be characterised by significantly greater support for collaboration, commitment, and creativity than were lowperforming parts of the same organisations. The major conclusion from this research is that performance varies as conditions for competence vary. Therefore, for those concerned about quality and productivity, the implications are clear: For people to perform well, to do their best, they must be provided with an organisational environment that releases their potential by supporting their natural capacity and need for doing what needs to be done, for working productively. The Organisation culture analysis that was used on Grootegeluk Mine indicates that, despite the improvement in culture, a gap still exist between the Grootegeluk culture and that of the average of benchmarked organisations in South Africa. The policies and practices of the Grootegeluk organisation fall into the quasi-collaboration, quasi-commitment and quasi-creativity range. This means that the value structure, information flow, personal practices of managers and climate combine to encourage but does not facilitate attempts to collaborate and that power dynamics, incentive structures, and work relationships are managed in ways that encourage but fail to facilitate the development of widespread commitment. This also means that the work environment, social dynamics, and problem solving processes are managed in ways that encourage but does not facilitate attempts at creativity. The Organisation culture analysis indicates that the Grootegeluk management needs to make a profound leadership impact to ensure success. It must be remembered that a high-performance culture is part of a broader process of continuous improvement. People are only one part in this model, but people are the enablers, ensuring that the processes and technology changes through creativity. The recommendation is for the Grootegeluk Management to use the current performance culture base to build on a new high-performance culture whereby the organisation can change itself from the current quasicollaborative, quasi-committed and quasi-creative organisation to an organisation where these competence factors are world best. This will ensure that Grootegeluk becomes an organisation that will be able to withstand future storms and an organisation that will outperform the mining and minerals sector. / AFRIKAANSE OPSOMMING: Die hoofdoel van besigheid is om te presteer. Organisasies word gemeet aan die resultate wat hulle vir beleggers gee. Die gesegde vergelyk dit met sport wanneer daar verwys word na die telbord. Die vraag is, hoe kan enige organisasie presteer deur die telbord dop te hou? Vergelyk dit met 'n tennisspeler. Hoe kan 'n tennisspeler presteer deur die telbord dop te hou en nie die oog op die bal te hou nie. Daar word gepraat van 'n sportman wat gemaklik is, en dan presteer. Indien atlete nie gemaklik is nie, kan hulle nie fokus op wat hulle doen nie, en as gevolg daarvan nie presteer nie. Baie organisasies fokus nie op wat hulle doen en hoe hulle dit doen nie, maar op die telbord - hulle resultate. Dit het tot gevolg dat organisasies hulle oog van die bal - hulle verhoudings met hulle werknemers - afhaal. Dit het negatiewe langtermyn gevolge. Wanneer organisasies hulle besigheid belyn met hulle waardestelsel, sorg die telbord vir homself. Die studie ondersoek die vraag: Hoe verander 'n organisasie na 'n waardestelsel gedrewe organisasie en hoe gebruik so 'n organisasie sy waardestelselom 'n prestasiekultuur te vestig? Die studie is 'n gevallestudie van KUMBA Resources se Grootegeluk Steenkoolmyn naby Lephalale. Die hoofdoel met die studie is om die kritiese suksesfaktore vir die vestiging van 'n prestasiekultuur te bepaal. Die rol van leierskap in die proses van hierdie kultuurvesting word bestudeer. Die studie ondersoek spesifiek die Jay Hall teorie van samewerking, toewyding en kreatiwiteit. Hierdie teorie is in diepte bestudeer en daar is bevind dat omstandighede wat inmenging in potensiaal mimimeer, juis samewerking, toewyding en kreatiwiteit maksimeer. Samewerking is in hierdie geval 'n proses wat werknemers dwing om ten diepste te delf in hulle hulpbronne om alle moontlike idees te ondersoek. Toewyding word in hierdie geval gedefinieer as die behoefte om produktief te werk en iets te laat groei uit daardie werk. Kreatiwiteit is die oorsprong van gedrag. Die beginsel van kreatiwiteit is gewoon die natuur van die mens wat werk. Die behoefte om te presteer is dus deel van die mens se natuur en die potensiaal van prestasie is dus deel van enige organisasie en behoort te manifesteer indien die leiers deur die beginsel van kreatiwiteit gelei word. Die beginsels van samewerking, toewyding en kreatiwiteit is nodig om prestasie aan te wakker. Werknemers het egter min beheer oor hierdie omgewingsfaktore terwyl leiers oor die sleutels beskik om die faktore te maksimeer. Dit is moontlik om hierdie omgewingsfaktore te meet. Die metings word deur Leadership Systems International gedoen en is gebaseer op navorsing wat hulle deurlopend doen. Die navorsing wys dat organisasies wat presteer in elke geval beter in die faktore van samewerking, toewyding en kreatiwiteit presteer. Dit wys dat mense beter presteer in 'n omgewing waar hulle potensiaal benut word deur inmenging te minimeer. Die meting op Grootegeluk Myn wys dat ten spyte van 'n verbetering in die organisasie kultuur, daar steeds 'n gaping bestaan indien die organisasie met 'n gemiddelde van ander organisasies in Suid Afrika vergelyk word. Die omgewingsfaktore van samewerking, toewyding en kreatiwiteit ondersteun wel prestasie, maar fasiliteer dit nie. Die studie wys dat die Grootegeluk Bestuurspan 'n groot leierskapsimpak moet maak om verdere sukses in prestasieverbetering te behaal. Die aanbeveling van die studie is dat die huidige prestasie basis en - kultuur gebruik moet word as basis om verder uit te bou aan die faktore van samewerking, toewyding en kreatiwiteit. Dit sal verseker dat Grootegeluk toekomstige storms sal afweer en dat die organisasie beter as die mynbou en minerale sektor sal presteer.

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: South Africa is a land of contrasts - contrasts in its landscape, cultures and business. Highly successful organisations exist in South Africa. The less fortunate organisations can learn a lot from them and other successful international organisations. Business has become a highly sophisticated science and although a recipe for instant success does not exist, the criteria described in this study can enhance an organisation's chances for success considerably. The first section of the study focuses on a literature study of nine critical factors identified in successful organisations. The study covers: Vision, Map, Customer Focus, Confidence, Standards, Drive, Teamwork, Support and Belonging. The establishment and development of these critical factors within an organisation are fundamental in highly successful organisations. The study will defines and develops these factors into practical and understandable criteria to be used and measured in an organisation. It further uses the criteria to show where an organisation could be failing and highlights some common mistakes that can be avoided. The study also provides business models to develop these criteria. The second section of the study focuses on an internal survey done at Rubico (Pty) Ltd, to measure the criteria explained in the first section. The survey highlights areas where Rubico (Pty) Ltd is functioning well, but also identifies shortcomings. The survey can be used as a measuring tool to provide insight into areas where an organisation is lacking and give the user the ability to manage more effectively. / AFRIKAANSE OPSOMMING: Suid-Afrika is 'n land van kontraste - kontraste in die landskap, kulture en sakewêreld. Daar bestaan baie suksesvolle organisasies in Suid-Afrika. Minder suksesvolle organisasies kan baie leer by hierdie en ander suksesvolle internasionale organisasies. Besigheid het verander in 'n hoogs gesofistikeerde wetenskap en hoewel daar geen resep bestaan vir oornagsukses nie, kan die kriteria wat beskryf word in hierdie studie 'n organisasie se kanse op sukses verbeter. Die eerste deel van die studie fokus op 'n literatuurstudie oor nege kritiese faktore wat in suksesvolle organisasies geïdentifiseer is. Die studie spreek die volgende aan: visie, strategie, verbruiker fokus, vertroue, standaarde, dryfkrag, spanwerk, ondersteuning en "belonging". Die daarstelling en ontwikkeling van hierdie faktore binne die organisasie is fundamenteel in hoogs suksesvolle organisasies. Die studie definiëer en ontwikkel hierdie faktore in praktiese en verstaanbare kriteria wat gebruik en gemeet kan word binne 'n organisasie. Verder gebruik die studie hierdie kriteria om aan te dui waar 'n organisasie nie slaag nie en om algemene foute wat vermy kan word, uit te wys. Die studie voorsien ook sakemodelle om die kriteria te onwikkel. Die tweede deel van die studie fokus op 'n interne opname wat in Rubico (Pty) Ltd geloods is, om die kriteria wat in die eerste deel verduidelik is, te meet. Die opname beklemtoon areas waar Rubico (Pty) Ltd suksesvol is, maar identifiseer ook leemtes. Die opname kan gebruik word as 'n meetinstrument om insig oor tekortkominge in die organisasie te bekom en die gebruiker daarvan toe te rus vir effektiewe bestuur.

Thesis (MPA) -- Stellenbosch University, 2012. / ENGLISH ABSTRACT: This study set out to assess the degree to which organisational performance management (OPM) has been implemented at the Drakenstein and Stellenbosch municipalities. A purposive sampling protocol was used, as being representative of developing “B” municipalities. A mixed methodology was employed in lieu of satisfying a thorough triangulation. The thesis objectives were to assess four components or themes of OPM, namely, (i) the objectives specified for OPM, (ii) capacity to implement OPM, (iii) resources available to implement OPM and (iv) the instrument(s) employed to measure organisational performance outcomes. The fifth objective was to construct a “normative” for OPM, for the chosen population, based on the findings from the assessment of the first four objectives stated. The findings revealed that OPM was not institutionalised, or formalised in a manner that manifested a dedicated OPM department and operation. Findings revealed too, that there were many factors which led to “indistinctness” in the way OPM is regarded at the municipalities, as OPM is merged with the Integrated Development Plan (IDP) and Service Delivery and Budget Implementation Plan (SDBIP). One critical factor is that the IDP and SDBIP are not instruments designed to measure performance; hence ‘overall’ performance reports issued in the annual reports remain lacking in being comprehensive. The researcher stressed the importance of strategic planning beyond the IDP and the SDBIP and has motivated for a dedicated OPM function with strategic human resources planning. These measures would ensure the alignment of strategic objectives to the municipalities programme and departmental objectives. Furthermore, no clear separations of functions were found between OPM and the individual appraisal (IA) of senior and general employees as stated in the ‘performance management policies of both municipalities. Chapter five of the study evaluates each of the four themes in terms of the survey results, literature and legislation reviews. For each of the four themes, critical success factors (CSF’s) for the implementation of OPM at the municipalities were constructed. In addition, the evaluation of information in chapter five provided a basis for the formulation of the normative framework presented in chapter six, which offers a “normative” picture of what would constitute effective and efficient OPM at both municipalities. Taken together, the empirical findings, CSF’s and normative framework offers solution to the research problem, which was to conclude an assessment of OPM at the Drakenstein and Stellenbosch municipalities. It is envisaged that the results from this thesis would be of strategic value to the municipalities assessed. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie was om die mate waarin organisatoriese prestasiebestuur (OPB) by die munisipaliteite van Drakenstein en Stellenbosch geïmplementeer is, te assesseer. Die steekproef is doelgerig gekies as verteenwoordigend van ontwikkelende “B”-munisipaliteite. ’n Gemengde metodologie is gebruik ten einde ’n deeglike triangulasie uit te voer. Die doelstellings van die tesis was om vier komponente of temas van OPB te assesseer, naamlik (i) die doelstellings wat vir OPB gespesifiseer is, (ii) kapasiteit om OPB te implementeer, (iii) hulpbronne beskikbaar om OPB te implementeer en (iv) die instrument(e) wat gebruik is om organisatoriese prestasie-uitkomste te meet. ’n Vyfde doelstelling was om ’n ‘normatief’ vir OPB vir die steekproef saam te stel op grond van die bevindings van die assessering van die vier eersgenoemde doelstellings. Die bevindings het aan die lig gebring dat OPB nie geïnstitusionaliseer of geformaliseer is op ’n wyse wat ’n toegewyde OPB-departement en -werksaamhede aan die dag lê nie. Die bevindings het ook getoon dat daar talle faktore is wat tot ‘onduidelikheid’ lei oor die manier waarop OPB by die munisipaliteite hanteer word, aangesien OPB in die Geïntegreerde Ontwikkelingsplan (GOP) en die Dienslewerings- en Begrotingsimplementeringsplan (DLBIP) opgeneem word. Een kritieke faktor is dat die GOP en DLBIP nie instrumente is wat ontwerp is om prestasie te meet nie, wat daartoe lei dat die ‘algehele’ prestasieverslae in die jaarverslag onvolledig sou bly. Die navorser beklemtoon die noodsaaklikheid van strategiese beplanning wat verder as die GOP en die DLBIP strek asook van ’n toegewyde OBP-funksie tesame met strategiese menslike hulpbron beplanning. Hierdie maatreël sal verseker dat strategiese doelstellings in ooreenstemming is met die munisipaliteite se program- en departementele doelstellings. Voorts is geen duidelike skeiding van funksies gevind tussen OPB en individuele beoordeling van die senior en algemene werknemers soos gestipuleer in die prestasiebestuursbeleide van die munisipaliteite nie. In hoofstuk 5 word elk van die vier temas teenoor die resultate van die opname, die literatuur en ’n oorsig van wetgewing geëvalueer en vir elke tema word kritieke suksesfaktore gelys vir die implementering van OPB by die munisipaliteite. Hierbenewens vorm die evaluering van die inligting in hoofstuk 5 ’n grondslag vir die formulering van die normatiewe raamwerk wat in hoofstuk 6 aangebied word, wat ’n geheelbeeld gee van wat doeltreffende en doelmatige OPB by albei munisipaliteite behels. Gesamentlik bied die empiriese bevindings, die kritieke suksesfaktore en die normatiewe raamwerk ’n antwoord op die navorsingsprobleem, naamlik om ’n assessering van OBP by die munisipaliteite wat in die steekproef verteenwoordig word, uit te voer. Die resultate van hierdie studie sal van strategiese waarde wees vir die munisipaliteite wat geassesseer is.

與過去的企業相比，「人」這項因素在現在的企業更加被重視，為影響組織績效之不容忽視的要素，人力資源管理亦為重要性與日俱增之學科。而在組織中，最重要的人即為領導者，領導者表現的行為、領導型態，被認為與組織表現是否優異有絕對的相關性。除了領導型態之外，亦有學者認為組織文化為影響組織績效之重要因素。 以往文獻大多為探討領導型態、組織文化、組織績效三者中兩兩之間之關係，將三者綜合進行探討之文獻較少。因此，本研究之研究目的，即為將組織文化視為中介變數，探討領導型態是否透過組織文化，而影響組織績效。此外，本研究嘗試將組織績效以平衡計分卡四構面之概念衡量，期能使此方面之相關內容更加充實。 本研究係以我國上市櫃公司為研究對象，並採取問卷調查與統計分析法來探討三者之間的關係，發現之結果如下： 一、領導型態對組織績效之影響，是透過組織文化中介之結果。 二、若領導者之領導型態偏向交易型，透過建立支持型組織文化，可提升學習與成長構面組織績效；透過建立創新型組織文化，可提升財務構面、顧客構面及內部程序構面組織績效。 三、若領導者之領導型態偏向轉換型，透過建立創新型組織文化，可提升財務構面及顧客構面組織績效；透過建立支持型組織文化，可提升學習與成長構面組織；透過建立階層型、支持型或創新型組織文化，可提升內部程序構面組織績效。 / Compared with the enterprises before, the factor “human” has been more important to the enterprises nowadays, and it is an essential which can not to be ignored. Human resource management is also a subject which is considered more and more important. In an organization, the most important human is the leader. The behavior and leadership that showed by the leader are thought to have absolute relationship with the organizational performance. In addition to leadership, some scholars also think that organizational culture is an important factor to have an effect on organizational performance. Most of the studies before talked about the relations between leadership and organizational culture, leadership and organizational performance, organizational culture and organizational performance. The studies that talked about the relationship between those of three are less. So, the objectives of this study are taking organizational culture as a mediator, and finding out that whether leadership pass through organizational culture to have an effect on organizational performance. Besides, this study tried to measure organizational performance with four sets of Balanced scorecard, and hoped that this study can make the contents of this aspect become more abundant. The public firms are the research objects of this study, and both questionnaire survey and statistics analysis are used. We found that: 1. Leadership pass through organizational culture to have an effect on organizational performance. 2. If the leadership is transactional, the organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their financial, customer and internal process performance by setting up innovative cultures. 3. If the leadership is transformational, the organization can improve their financial and customer performance by setting up innovative cultures. The organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their internal process performance by setting up bureaucratic, supportive or innovative cultures.

[pt] O conhecimento é visto, cada vez mais, como importante condutor do crescimento econômico e da inovação, o que desperta interesse crescente pela melhoria da educação. O Brasil não é exceção: a sociedade brasileira encontra-se cada vez mais consciente da necessidade de aprimorar os mecanismos pelos quais se processa a educação. Por outro lado, do ponto de vista teórico, existe ainda, na literatura, a preocupação em entender de que forma os construtos de liderança e clima organizacional de suporte à criatividade e inovação impactam a inovação nas organizações e, em decorrência, seu desempenho. Este estudo buscou, portanto, atender a uma preocupação social, a melhoria da educação, ao mesmo tempo em que contribui para o entendimento das complexas relações entre fatores internos à organização e seu impacto sobre a inovação conduzida na organização e o desempenho por ela obtido. Assim, as organizações escolhidas para o estudo foram escolas públicas da cidade do Rio de Janeiro. A revisão bibliográfica focou a literatura sobre liderança e papel dos líderes na condução da inovação, já que grande parte das inovações não resulta do acaso, mas sim de efetiva gestão na busca de solução para problemas que se apresentam no mercado ou dentro das próprias organizações, e na literatura sobre o papel do clima organizacional de suporte à criatividade e inovação, além dos estudos que analisam a relação entre inovação e desempenho das organizações. A partir da literatura estudada, foram identificadas escalas desenvolvidas na área de gestão, cobrindo diferentes facetas dos construtos Liderança e Clima Organizacional de Suporte à Criatividade e Inovação. Especificamente, foram usadas as escalas MLQ (Multifactor Leadership Questionnaire - Form 5X) de Bass e Avolio (2004) e o SSSI (Siegel Scale of Support for Innovation) de Siegel e Kaemmerer (1978). O desempenho foi medido por meio de variáveis relativas a aspectos não apenas de aprendizagem de conteúdo por parte dos alunos, mas também motivacionais, relativos à motivação de professores e funcionários e à colaboração de familiares de alunos, em preferência a resultados do IDEB (Índice de Desenvolvimento da Educação Básica) do Ministério da Educação e Cultura, composto apenas por questões relacionadas a aprovação e aprendizagem (de português e matemática) dos alunos. A pesquisa de campo junto às escolas municipais do Rio de Janeiro foi realizada entre os meses de fevereiro e abril de 2013, sendo enviados questionários para todas as 358 escolas do município que ofereciam ensino fundamental nos anos finais (Sexto ao Nono ano) e que possuíam avaliações do IDEB dos anos de 2007, 2009 e 2011. Os resultados evidenciam os aspectos teóricos do modelo conceitual elaborado, observando-se o efeito da Liderança sobre o Clima Organizacional de Suporte à Criatividade e Inovação, e deste, por sua vez, sobre o Desempenho Inovador da organização. Além disso, conforme esperado, o Desempenho Inovador afeta positivamente o Desempenho Organizacional. / [en] Knowledge is seen increasingly as an important driver of economic growth and innovation, which arouses increasing interest for the improvement of education. Brazil is no exception: the Brazilian society is increasingly aware of the need to enhance the mechanisms by which education takes place. On the other hand, from a theoretical point of view, still exists in the literature, the concern to understand how the constructs of leadership and organizational climate to support creativity and innovation in organizations impact innovation and, as a result, its performance. This study aimed, therefore, to meet a social concern, improving education, while contributing to the understanding of the complex relationships between factors internal to the organization and its impact on innovation conducted in the organization and performance obtained by it. Thus, the organizations chosen for the study were public schools in the city of Rio de Janeiro. The literature review focused on literature on leadership and the role of leaders in driving innovation, since a large portion of the innovations is not the result of chance, but of effective management in the search for solutions to problems that arise in the market or within their own organizations, and literature on the role of organizational climate to support creativity and innovation, including studies that examine the relationship between innovation and performance of organizations. From the literature studied, developed scales were identified in the management area, covering different facets of the constructs Leadership and Organizational Climate to Support Creativity and Innovation. Specifically, the MLQ scales were used (Multifactor Leadership Questionnaire-Form 5 x) on Bass and Avolio (2004) and the SSSI (Siegel Scale of Support for Innovation) of Siegel and Kaemmerer (1978). Performance was measured by variables related to aspects not only learning content by students, but also motivational, concerning the motivation of teachers and staff and cooperation of family members of students, in preference to the results IDEB (Basic Education Development Index) of the Ministry of Education and Culture, composed only for issues related to adoption and learning (of portuguese and mathematics) of the students. The field research in the public schools of Rio de Janeiro was conducted between February and April 2013, being sent questionnaires to all 358 municipal schools offering elementary school in the final year (6th to 9th grade) and who had ratings IDEB the years 2007, 2009 and 2011. The results show the theoretical aspects of the conceptual model drawn, observing the effect of Leadership on Organizational Climate to Support Creativity and Innovation, and this, in turn, on Innovative Performance of the organization. Furthermore, as expected, the Innovative Performance positively affects organizational performance.

Além do fato de as organizações se encontrarem em ambientes turbulentos com rápidas e radicais mudanças, soma-se a importância que se tem dado à questão da implementação das ações estratégicas nas empresas. Assim justifica-se uma análise mais cuidadosa para entender como as empresas podem buscar a implementação bem sucedida de suas ações de melhoria e mudança, alinhando-as e integrando-as aos seus objetivos e metas estratégicos. Para tratar essa questão, esta pesquisa propõe uma sistematização para o processo de gestão de melhoria e mudança de desempenho. Entretanto, agir não significa simplesmente mudar, mas sim tomar ações para a melhoria e mudança na direção que a própria empresa escolheu para seguir, ou seja, sua estratégia. Porém, para uma efetiva gestão da implementação da estratégia, a organização deverá ter um sistema para avaliação e medição do seu desempenho. Dessa forma, este trabalho está estruturado, inicialmente, com uma discussão teórica sobre os temas estratégia, gestão de melhorias e mudanças e medição do desempenho organizacional. Com o embasamento teórico, é realizada uma proposta de um modelo para a gestão de melhorias e mudanças estratégicas, que é detalhada em processos e atividades. Com o objetivo de analisar o caráter prático dessa proposta conceitual, foi desenvolvido um estudo de caso em uma empresa considerada “caso de sucesso" em seu processo de gestão de melhoria. Pôde-se notar a importância de se ter um processo estruturado e sistematizado para gerenciar a melhoria e mudança, entretanto, o desenvolvimento desse processo deve assumir a realidade e entender as características particulares de cada empresa / Besides the fact of organizations finding themselves in a turbulent environment with fast and radical changes, the importance they have given to the subject of strategic actions implementation is becoming higher. Then, it has justified a more careful analysis to understand how companies can reach a successful implementation of their improvement and change actions, aligning and integrating them into their objectives and strategic goals. To treat that subject, this research proposes the systematization to the process of performance improvement and change management. However, acting does not simply means changing, but taking actions in order to reach improvement and change in the direction chosen by the own company, in other words, their strategy. However, for an effective management of the strategy implementation, the organization should have a performance evaluation and measurement system. In that way, this work is based, initially, on a theoretical discussion about themes like strategy, improvements and changes management and performance management. After this, a model of improvement and strategic change management is proposed, which is detailed in process and activities section. A case study was developed within a company considered “success case" with the objective of analyzing the practical character of this conceptual proposal. It was noticed the importance of having a structured and systematized process to manage improvements and changes. However, the development of this process should assume the company’s reality to understand its peculiars characteristics

O objetivo deste trabalho é compreender a orientação estratégica, organização do trabalho e o impacto no desempenho na pequena empresa. Diversas são as mudanças sociais e econômicas que ocorreram nas últimas décadas e impactaram diretamente a maneira como as empresas se posicionam estrategicamente e organizam seu trabalho. A orientação estratégica pode ser entendida como um processo complexo e dinâmico em que as empresas tomam determinada direção frente ao ambiente externo. O tema organização do trabalho trata da maneira pela qual as empresas organizam o trabalho dentro dos modelos de produção (artesanal, em massa, enxuto e flexiautônomos) considerando as características do projeto estrutural da organização. Para atender aos objetivos propostos e para se obter uma visão epistemológica mais ampla (positivista e fenomenológica) da pesquisa, foi adotado o método misto, ou seja, o uso de métodos quantitativos e qualitativos. Na primeira fase da pesquisa, foi realizado um survey e na segunda, foram desenvolvidos estudos de casos com uso de análise temática. Como resultados, foi identificado que os arquétipos tradicionais das teorias sobre organização do trabalho não podem explicar completamente a organização do trabalho em pequenas empresas, que são heterogêneas. E assim, diversos são os aspectos que interferem e determinam a organização do trabalho, orientação estratégica e desempenho das empresas. Por esse motivo, se considerada exclusivamente a relação entre orientação estratégica e desempenho, este não foi significante. As contribuições deste trabalho são relacionadas a reflexões sobre a teoria existente em organização do trabalho, orientação estratégica e desempenho; reflexões práticas que os gestores de pequenas empresas precisam fazer para a tomada de decisões. / The aim of this work is to understand the strategic direction, work organization and the performance impact on small business. There are several social and economic changes in recent decades that impacted the way that companies position themselves strategically and organize their work. The strategic orientation can be understood as a complex and dynamic process in which companies take certain direction against the external environment. The work organization is the way in which companies organize work within the production models (craft, mass, lean and flexiautonomous production) considering the characteristics of the structural project of organization. To achieve the proposed objectives and a to get a broader epistemological view (positivist and phenomenological) it was adopted a mixed method ie, the use of quantitative and qualitative methods. In the first phase of the research it was conducted a survey and in the second was developed case studies using thematic analysis. In the result was identified that the traditional archetypes of work organization theories cannot completely explain the work organization in small businesses, which are heterogeneous. Thus, diverse are the aspects that affect and determine the organization of work, strategic orientantion, and business performance. So, if only considerer the relationship between strategic direction and performance it was not significant. The contributions of this work are related to reflections on the work organization, strategic orientation and performance theory and practical actions that small business managers need to know to make decision.

O Desenvolvimento de Recursos Humanos (DRH) é um tema que se destaca pelo estudo e fomento da aprendizagem em diferentes níveis, formatos e momentos. Seus componentes principais são treinamento e desenvolvimento, desenvolvimento de carreiras e desenvolvimento organizacional. Uma de suas abordagens é o Desenvolvimento Estratégico de Recursos Humanos (DERH), que busca alinhar a aprendizagem no contexto organizacional aos objetivos estratégicos da organização. O presente estudo adotou a abordagem de DERH e orientou-se pela perspectiva de desempenho, segundo a qual, o objetivo da aprendizagem nas organizações é ajudá-las a atingir seus objetivos. Desse modo, torna-se importante avaliar a contribuição das políticas e práticas de DRH para o alcance dos resultados organizacionais. Nesse sentido, avaliar a relação entre DRH e desempenho organizacional torna-se relevante. A partir dessa breve contextualização, depreende-se o objetivo deste estudo, que foi analisar a relação estabelecida entre adoção de políticas e práticas de DRH e desempenho organizacional, investigando a atuação dos fatores contingenciais nessa relação. Esses fatores foram investigados à luz da abordagem de DERH, que tem como uma de suas características a análise do ambiente e de sua influência no modelo de DRH. Para condução da etapa empírica, foi adotada a abordagem quantitativa, utilizando-se questionário estruturado direcionado ao principal responsável pelo RH de organizações que atuam no Brasil. A amostra da pesquisa contou com 354 casos válidos. Para a análise dos dados, foram empregadas as análises fatorial exploratória e confirmatória para a constituição do sistema de DRH e a regressão logística para avaliar a relação desse sistema com o desempenho das organizações. Como resultados principais, constatou-se que a adoção de políticas e práticas de DRH explica 42,1% da variação nos valores previstos de desempenho organizacional e que a regulação do setor, o porte e o alinhamento horizontal moderam a relação entre DRH e desempenho organizacional. / Human Resource Development (HRD) is a theme that stands out for the study and promotion of learning in different levels, formats and moments. Its main components are training and development, career development and organizational development. One of its approaches is the Strategic Human Resource Development (SHRD), which seeks to align learning in the organizational context with the strategic objectives of the organization. The present study adopted the approach of SHRD and was guided by the perspective of performance, according to which, the purpose of learning in organizations is to help them achieve their goals. Thus, it is important to evaluate the contribution of HRD policies and practices to the achievement of organizational results. In this sense, evaluate the relationship between HRD and organizational performance becomes relevant. Based on this brief contextualization, the objective of this study was to analyze the relationship established between the adoption of policies and practices of HRD and organizational performance, investigating the behavior of contingency factors in this relationship. These factors were investigated in light of the SHRD approach, which has as one of its characteristics the analysis of the environment and its influence on the HRD model. In order to conduct the empirical step, the quantitative approach was adopted, using a structured questionnaire directed to the main HR manager of organizations working in Brazil. The survey sample had 354 valid cases. For the analysis of the data, we used the exploratory and confirmatory factor analysis for the constitution of the HRD system and the logistic regression to evaluate the relationship of this system with the performance of the organizations. As a main result, it was found that the adoption of HRD policies and practices explains 42.1% of the change in predicted values of organizational performance and that sector regulation, size and horizontal alignment moderate the relationship between HRD and organizational performance.