The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality. Based on the findings from this study, the researcher proposed a modification of Bass and Avolio’s (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals’ self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as “spiritual”, were more likely to be characterized by the transformational leadership style of inspirational motivation.

This research was designed to investigate the potential mediating role of personal power and of trust in the relationship between servant leadership and affective organizational commitment. The research responds to calls for increased understanding of the mechanisms at work between leadership models and outcomes. Especially unique in the available literature is the quantitative study of the relationship between servant leadership and personal power. All of the constructs in the research model are based on existing instruments, including those developed for personal power (PP; Hinkin & Schriesheim, 1989; Raven, Schwarzwald, & Koslowsky, 1998), trust (T; Mayer & Gavin, 2005), servant leadership (SL; Winston & Fields, 2015), and affective organizational commitment (AOC; Allen & Meyer, 1990), and were measured as follower perceptions and attitudes. Social exchange theory was used as the theoretical basis of the proposed model (Blau, 1964; Emerson, 1962). This includes the perspective of social power and trust being characteristic of exchange relationships as opposed to attributes of an individual. Linear regression was performed using IBM® SPSS® (SPSS), and mediation was evaluated using the approach from Baron and Kenny (1986). The hypotheses for the positive relationship between SL and AOC, and for mediation of the SL-AOC relationship by PP were supported. Structural equation modeling (SEM) was used in confirmation analysis. The hypothesis for T as a mediator in the relationship between SL and AOC was not supported. Further ad hoc analysis suggests SL and PP as serial mediators in the relationship between T and AOC. Implications for academic and practitioner applications are discussed.

This research provides insight into the servant leadership principles that are found in the mission, vision and values statements of companies. The primary purpose of this study is to investigate the corporate philosophies of companies to ascertain whether it contains servant leadership principles and thus to what extent these companies may utilise these principles. Mayer, Bardes and Piccolo (2008) state that servant leaders are lead by a moral orientation, which results in the likelihood of them engaging in ethical practices and being unbiased in the decision-making process. The lack of moral and ethical behaviour by leaders indicates that there is a need for a leadership method that is based on ethical practices and moral behaviour. Trompenaars and Voerman (2009) noted that companies who have implemented servant leadership are successful as a result. Spears (2004) indicated that the corporate philosophy of a company should reflect its leadership. This study will therefore aim to identify whether servant leadership principles are evident in the corporate philosophies of companies by using a framework developed to investigate servant leadership. A mixed method empirical research design was applied, using published financial statements to analyse the corporate philosophies of companies. Convenience sampling was used to identify a sample of 100 companies. Fifty companies from the top 200 listed companies at the Johannesburg Stock Exchange in South Africa (JSE) and another fifty companies from the top 100 listed companies at the New York Stock Exchange (NYSE) were included in the sample. The values statements, missions and visions of each company were qualitatively analysed and coded. This resulted in a set of data that could be quantitatively analysed. The results show that the majority of the sample as a whole displayed at least five out of the ten servant leadership principles. The JSE sample only displayed five out of the ten xv servant leadership principles compared to the NYSE sample that displayed seven out of the ten. There was also no statistical significant difference between the results of the respondent companies of the two stock exchanges. The JSE sample referred mostly to the servant leadership principle of Integrity, while the NYSE sample referred mostly to Employee empowerment and development. It can be concluded that servant leadership principles are indeed present in the corporate philosophies of companies listed on both the JSE and the NYSE. However, these principles are present in varying degrees. This study provides research on servant leadership principles by providing an international comparison of the missions, visions and values statements of companies in two countries. The framework developed to investigate servant leadership principles can thus be further extended and used to investigate whether businesses in general are employing these principles.

Motivational interviewing (MI) is a counselling approach developed in part by clinicalpsychologists William R. Miller and Stephen Rollnick. It is a directive, client-centredcounselling style for eliciting behaviour change by helping clients to explore andresolve ambivalence. The method has grown in popularity during the last years and has spreadoutside the therapy room and into new fields where it is being applied such as healthcare, socialservice and the police. The usage of MI in therapeutic and healthcare settings is well researchedbut MI has recently emerged in a new field where the research is scarce: leadership. In thisstudy we are exploring the experiences of Swedish social workers that are trained in MI whichhas a manager that is also trained in the method and applies MI in leadership. Our results showthat the social workers are generally positive to their managers using the method; MI is seen asa factor that influences the manager to listen and be more empathetic. Our study also showsthat MI has become a general tool for interactions; the social workers are using the methodoutside client meetings and in interactions with colleagues and managers to facilitate a goodrelationship. However, there are also concerns among some of the respondents that MI couldbe used by their manager to manipulate and create behaviour changes that only benefits theorganisation. This explorative study shows that MI has the potential to impact management andleadership approaches and warrants further investigation to develop this growing field ofinterest.

This thesis is concerned with the relationship between the manager or executive as an individual, and the organization. The theoretical and empirical exploration covers phases of crisis, when organizations approach failure, and more normal times It comprises of two parts that respectively explore: a) strategic errors and failures and their management; and b) forms of leadership that emphasize the development not only of the organization, but also that of the employees, with a particular focus on servant leadership. In each part, a first chapter offers a theoretical development, followed by an empirical study. Contributions in the first part on strategic errors include: a) a novel theorization of organizational failure as an outcome of strategic errors within the overarching theoretical framework of institutional theory; and b) a qualitative study based on content analysis of in-depth of interviews of 30 CEOs and board chairs, including 21 from top European firms in the financial industry employing one million people, that develops error acknowledgment as a key element of the management of strategic errors. Contributions in the second part on leadership include: a) a theoretical re-articulation of six "positive" leadership theories in light of attribution theory, with leader self-awareness, ethics, and integrity coalescing the six theories; and b) a quantitative study showing a positive association from servant leadership to business-unit profit growth, mediated by employee flourishing. / Doctorat en Sciences économiques et de gestion / info:eu-repo/semantics/nonPublished

No description available.

Magister Philosophiae - MPhil / This research stems from a personal internal conflict and concern regarding the impact the local church is making in the community and on its congregational members. Through personal involvement in the Full Gospel Church of South Africa on a local level, the researcher set out find out what can be done to make the church more effective, relevant, and impactful in its function as a church. The way the world operates today compared to twenty years ago is vastly different. Yet, despite the vast changes that have taken place on a global, national, and even local level, the question remains whether the church has experienced similar strides to remain relevant and effective without compromising its values and purpose.

Servant leaders seek to fulfill the needs of followers and promote their success and well-being through a follower-centric, generative approach to leadership. This study proposes a model to describe the mediating mechanism of follower needs satisfaction, as proposed by Self-Determination Theory (SDT), for the relationship between servant leadership (SL) behaviors and employee outcomes (e.g., job performance, job attitudes, well-being, community prosocial behavior). Supervisor-subordinate dyads (N = 147 pairs) from four diverse organizations completed surveys about the supervisors' leadership behaviors and the subordinates' job experiences. Structural equation modeling and regression analyses were conducted to determine the nature of relationships between SL, SDT needs, and the organizational outcomes. Direct and indirect effects were observed among these variables, suggesting SDT primarily mediates the relationship between supervisors' SL behaviors and subordinates' job attitudes.

No description available.

京都大学 / 新制・課程博士 / 博士(エネルギー科学) / 甲第23290号 / エネ博第415号 / 新制||エネ||80(附属図書館) / 京都大学大学院エネルギー科学研究科エネルギー社会・環境科学専攻 / (主査)教授 石原 慶一, 教授 手塚 哲央, 教授 大垣 英明 / 学位規則第4条第1項該当 / Doctor of Energy Science / Kyoto University / DFAM