Utilizing individuals that are creative, risk taking and innovative could be the key to organizational success in our rapidly changing world. It is argued by many that intrapreneurs are the source of financial growth and profitability, an important source for organizations to stay competitive in a dynamically evolving business landscape. Despite that, the field of intrapreneurship is an overall under researched area where the point of view from the intrapreneurs has been neglected, as well as how leadership affects these individuals. To investigate more on the phenomena of intrapreneurship would contribute both to extent research, as well as give practical advice to management leading intrapreneurs. Therefore, this thesis intends to further extend the knowledge about how a destructive leadership could impact intrapreneurial behavior with the research question: How does passive leadership impact intrapreneurial behavior? In order to contribute with a discussion regarding this, a qualitative case study has been conducted where the employee perspective has been central. The objective of study is intrapreneurs from different organizations and positions. The data collected have been analyzed with the guidance of a theoretical ground and then been discussed in relation to the nature of passive leaders. The result from the study implies that intrapreneurial behavior is negatively impacted by passive leadership but it was also evident that the problem is complex and recommendations on further research have been presented. In conclusion, this research has found interesting insights regarding the relation between passive leadership and intrapreneurial behavior and has contributed to overlooked areas in the field of intrapreneurship as well as leadership.

Counterproductive employee behaviors are inevitable, unpredictable, and widespread in the U.S. retail industry. The purpose of this multiple case study was to explore U.S. midlevel retail leadership strategies used to prevent and correct employee behaviors that sabotage quality service encounters. Gilbert's behavior engineering model, which links employee behaviors to performance, was the framework used in this study. The data-collection process comprised 7 semistructured interviews with midlevel retail leaders, online company documentation, and researcher observations and assisted in achieving methodological triangulation. Member checking ensured the accuracy of participant responses, while Moustakas' modified van Kaam method was used to guide the data analysis process. Making the customer service experience special, employee rudeness and bad attitudes, and leading by example were the primary emergent themes. The participants revealed key behavior intervention and corrective strategies prior to termination consisted of only 2 steps: coaching or 1-on-1 discussions and formal training. The findings of this study may contribute to retail business practices by expanding existing leadership strategies to engineer employee behaviors that produce consistent quality service encounters, empower employees, improve consumer satisfaction, and increase retail profitability and competitiveness. Resultant retailers' profitability and consumer satisfaction may contribute to social change by directly impacting the U.S. gross domestic product, local communal tax base, and reinforce human civility throughout the retail industry.

Title: The Full-Range Leadership enacted by Swedish Audit team managers Background: The background of this study mainly relies on Leadership theories, more precisely theories about the Full-Range leadership model (FRL) and its features. However, key facts about the audit are also displayed in this part of the report to present it to readers. Purpose: The main purpose of this paper is to add to existing theory on the universalistic feature of the Full-Range Leadership model through the case of Swedish audit team managers. Such purpose entails the definition and the explanation on how the model of Full-Range Leadership is enacted by Swedish audit team managers in their day-to-day practice of leadership. Originality/Value: This research paper is one of the few researches at puzzling out existing researches to contribute clearly to the Full-Range Leadership model -as developed by Bass and Avolio- in the audit context. Furthermore, this is the first study aiming at defining and explaining Swedish audit team managers’ leadership practice and emphasizing the non-managing audit staff for so. Practical implication: After the destruction of a great amount of money resulting from corporate financial scandals and the discovery of high level of dysfunctional behaviors occurring in the audit/accounting profession worldwide, growing number of studies investigated further financial systems and particularly audit professionals since they are supposed to be the ‘public watchdog’/‘public guardian of trust’ of worldwide markets and Economies and so, display strong values and rigor. In parallel, considerable number of studies demonstrated that leadership was the key to those issues. This study while putting the light on leadership practice in Swedish audit firms, wide opens the door for further reflections and improvement of the existing systems. Method: The featured piece of research is based on a field survey of the non-managing audit staff working in Swedish audit firms, which were asked to assess their managers through the use of the Multi-factor questionnaire X5 (short version). Findings: The study unveiled that even if the transformational leadership was the most enacted leadership by Swedish audit team managers and that so before transactional and passive/avoidant leadership, a great misalignment existed between the found-out empirical FRL model and the FRL model as defined theoretically. Accordingly, this study unveiled that the FRL model was not as universal as claimed when investigated in the Swedish audit firm context.

La presente investigación tuvo como objetivo principal, determinar la relación entre el liderazgo y la competitividad de las pequeñas empresas en el sector de minería cuprífera en la zona sur costera del Perú en el 2019. Desde el inicio se pretende resaltar la zona de estudio que en específico es Ica y Arequipa. En este sentido, los aspectos metodológicos tomados en cuenta para el desarrollo del presente estudio fueron de tipo básica, de nivel relacional, además de un diseño no experimental con un tipo de corte transversal. La principal herramienta utilizada fue una encuesta a trabajadores de pequeñas empresas del sector minería cuprífera en la zona sur costera a 128 colaboradores que pertenecen a 128 pequeñas empresas del sector minería cuprífera en la zona sur costera, a quienes se les aplicó un cuestionario como técnica de recopilación de datos. Finalmente, los autores concluyeron que existe relación de 76.4% entre el liderazgo y la competitividad de las pequeñas empresas en el sector de minería cuprífera en la zona sur costera del Perú en el 2019, además se determinó la existencia de relación entre el liderazgo transformacional y la competitividad en un 78.1%, también se determinó la existencia de relación entre el liderazgo transaccional y la competitividad en un 71.9%, al igual que el liderazgo pasivo – evitador y la competitividad en un 71.6%. / This research entitled “The influence of leadership on the competitiveness of small businesses in the copper mining sector in the southern coastal area of ​​Peru in 2019”, had as its main objective, to determine the relationship between leadership and the competitiveness of Small companies in the copper mining sector in the southern coastal area of ​​Peru in 2019. Likewise, the methodological aspects taken into account for the development of this study were of a basic type, of a relational level, in addition to a non-experimental design with a type of cross section. As for the sample, it was constituted by 128 small companies of the copper mining sector in the southern coastal zone and 128 workers who were applied as a data collection technique to the survey with their instrument the questionnaire. Finally, the author concluded that there is a 76.4% relationship between the leadership and competitiveness of small businesses in the copper mining sector in the southern coastal area of ​​Peru in 2019, in addition the existence of a relationship between transformational leadership and competitiveness in 78.1%, the existence of a relationship between transactional leadership and competitiveness in 71.9% was also determined, as was passive-avoidant leadership and competitiveness in 71.6%. / Tesis