願景是壹個組織未來的、理想的目標。在願景的文獻中，對驅動人們追求願景的內部動力知之甚少。這篇論文提出，願景激情是人們追求願景的內部動力。通過兩個研究，這篇論文對願景激情進行了定義，開發了測量工具，並且探索了願景激情和變革型領導的關系。 / 基於態度的三維模型和行動識別理論，願景激情被定義為壹種關於組織未來、理想目標的強烈、積極的態度。願景激情表現為態度、認知和動機三個成分。通過研究壹中的驗證性因素分析，假設的願景激情的結構得到了證實。願景激情和積極情緒、工作滿意度也得到了實證上的區分。研究二重復驗證了研究壹中關於願景激情結構的發現。研究二還探索了願景激情和變革型領導的關系。結果顯示，領導的願景激情和變革型領導行為正向相關。但是，假設的自我概念層次對願景激情和變革型領導關系的調節作用沒有得到支持。假設的願景激情對大五人格和變革型領導關系的調節作用也沒有得到支持。 / 這篇論文從提出願景激情的概念和探索願景激情和變革型領導的關系兩個方面對願景的文獻做出貢獻。願景激情解釋了人們追求願景的內部動力。這篇文獻確認願景激情為變革型領導的壹個前因變量，對變革型領導的文獻也有所貢獻。最後，對論文的局限和未來的研究方向進行了探討。 / Vision refers to the future, ideal goal of an organization. In the literature of vision, individuals’ internal driving force for vision has not received enough attention. The dissertation proposes that passion for vision is individuals’ internal driving force for vision. Through two studies, the dissertation conceptualizes passion for vision, develops a scale for measuring it, and explores the relationship between leaders’ passion for vision and transformational leadership. / Drawing from the tripartite model of attitude and the theory of action identification, passion for vision is conceptualized as a strong, positive attitude towards the future, ideal goal of an organization. Passion for vision is manifested as affective, cognitive and motivational components. The confirmatory factor analysis contained in Study 1 supported the proposed structure of passion for vision. Passion for vision was empirically shown to be distinct from positive emotions and job satisfaction. Study 2 replicated the findings on the structure of passion in Study 1. Study 2 also explored the relationship between leaders’ passion for vision and transformational leadership. Results showed that leaders’ passion for vision was positively related to transformational leadership. However, the proposed moderating effects of levels of self-concept on the relationship between passion for vision and transformational leadership were not significant. Neither were postulated moderating effects of leaders’ passion for vision on the relationships between Big Five personality factors and transformational leadership. / The dissertation contributes to the literature on vision by conceptualizing passion for vision and exploring its relationship with transformational leadership. Passion for vision explains why individuals are internally driven towards the vision. The notion also extends the literature on transformational leadership by identifying it as an antecedent of transformational leadership. Finally, the limitations and future directions of the dissertation are discussed. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Qin, Yi. / Thesis (Ph.D.) Chinese University of Hong Kong, 2014. / Includes bibliographical references (leaves 116-131). / Abstracts also in Chinese.

Le leadership est un enjeu majeur pour l’organisation policière. Cette recherche vise à analyser les effets du leadership transformationnel sur les individus et les équipes dans le contexte de la police française au travers du rôle médiateur de l’engagement au travail. Les résultats de notre étude longitudinale en multiniveaux, menée auprès de 1520 policiers répartis dans 144 équipes, sur une période de 8 mois, indiquent que le leadership transformationnel a des effets directs et indirects sur différentes variables de performance opérationnelle au niveau individuel et de l’équipe. Plus précisément, au travers de la théorie des demandes et des ressources de l’emploi (Demerouti et al., 2001), nous montrons que le leadership transformationnel agit comme une ressource qui va inciter les subordonnés à s’engager davantage dans leur travail ce qui va se traduire par une amélioration de la performance des policiers. Nos résultats participent ainsi à éclairer la « boite noire » du leadership transformationnel (Jung et Avolio, 2000) en expliquant le « comment » et le « pourquoi », au travers de l’engagement au travail, le leadership transformationnel agit sur la performance. Aussi, sur la base de la théorie de l’échange social (Blau, 1964), nous montrons l’émergence de relations similaires au niveau collectif via l’existence de climats de travail comme le climat de leadership transformationnel ou le climat d’engagement au travail qui agissent à la fois sur la performance opérationnelle aux différents niveaux. Les contributions théoriques de cette recherche, les implications managériales pour l’organisation policière ainsi que les voies futures de recherches sont discutées. / Leadership is a major challenge for the police organization. This research aims to understand the effects of transformational leadership on individuals and teams within the context of the French police through the mediating role of work engagement. The results of our multilevel and longitudinal study conducted among 1,520 policemen in 144 teams, over a period of 8 months, indicate that transformational leadership has direct and indirect effects on different outcomes at the individual and the team level. More specifically, through the lens of job demands and resources theory (Demerouti et al., 2001), we show that transformational leadership acts as a resource that encourages the subordinates to become more engaged in their work that in turn improved performance. Our results thus help to illuminate the "black box" of transformational leadership (Jung and Avolio, 2000) explaining "how" and "why" through work engagement, transformational leadership enhances performance at work. Also, based on the theory of social exchange (Blau, 1964), we show the emergence of similar relationships at the collective level through the existence of work environments such as transformational leadership climate or work engagement climate which have effects on outcomes at different levels. The theoretical contributions of this research, the managerial implications for police organization as well as avenues for future research are discussed.

Transformational leadership is characterized by service-oriented and interactive behavior. The objective of the study is to examine the importance of transformational leadership in organizational preparedness in policing by assessing the transformational leadership components. Organizational preparedness is seen by how the leaders are efficient in managing other staff and ensuring they are ready for deployment. The study found a positive correlation between idealized influence, intellectual stimulation, individual consideration, and inspirational motivation and organizational preparedness. Regression analysis showed that intellectual stimulation and inspirational motivation were statistically significant in influencing organizational preparedness while idealized influence and individual consideration were found to not to be statistically significant. The research established that there is a mixed effect of transformational leadership on organizational preparedness. The research recommends that in policing, a transformational leadership style can be adopted as it influences organizational preparedness positively.

The major purpose of this study was to assess the impact of leadership style on service quality in intercollegiate athletics. Specifically, the study examined the relationship between the athletic directors'€™ transformational leadership and service quality as perceived by the student athletes via the organizational outcomes including organizational citizenship behavior, organizational commitment, and job satisfaction. To accomplish this purpose, two web-based surveys were utilized to collect data from 927 head coaches and 1,064 student athletes from 53 institutions of the major five conferences in the NCAA during the 2005-06 academic year. The final response rate from the head coaches was 19% (175/927), and from the student athletes was 25% (271/1064). The instrument included basic demographic information, a nine-item to measure the athletic directors'€™ transformational leadership (Bass, 1985a), a twelve-item measure to assess head coaches'€™ organizational citizenship behavior (Smith, Organ, & Near, 1983), a six-item measure to capture head coaches' affective commitment (Meyer & Allen, 1997), a three-item measure to assess head coaches'€™ overall job satisfaction (Cammann, Fichman, Jenkins, & Klesh, 1983), and a fourteen-item measure to assess student athletes' perceived service quality (Harris, 2002). The descriptive data revealed that the athletic directors' charismatic leadership, one dimension of transformational leadership, was the prominent factor, as perceived by the head coaches. Further, the student athletes perceived responsiveness and empathy as the prominent dimensions of service quality. Results from the SEM indicated that the overall athletic directors' transformational leadership was correlated to all organizational outcomes. In the relationship between the transformational leadership and service quality via the organizational outcomes, generalized compliance mediated the relationship between the transformational leadership and service quality.

Thesis (M.S. in Management)--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Powley, Edward H. Second Reader: Crawford, Alice M. "March 2010." Description based on title screen as viewed on April 21, 2010. Author(s) subject terms: Empathetic Leadership, Trauma, Crisis, Values Based Leadership, Spiritual Leadership, Transformational Leadership, Servant Leadership. Includes bibliographical references (p. 55-59). Also available in print.

Senior management positions at a South African-based logistics company Logistic (Pty) Ltd (pseudonym) are predominantly occupied by males which led to the primary question: why are females not better represented at senior levels within the organisation and why do promotion into these senior managerial positions appears difficult? The objective of this study was to determine factors impacting female advancement and to develop strategies based on identified influencing factors. Based on an interpretivist paradigm, the study used a phenomenological approach which was based on an appreciative enquiry research to understand experiences perceived and interpreted by individuals within the organisation. Various findings emerged in terms of the research questions of how management perceive and support female advancement, the perception of barriers experienced by females and the perception of the potential of the organisation promoting females in terms of providing an enabling environment. Findings which were not conducive to female advancement were identified as non-supporting organisational culture due to the inherent history of the organisation, tokenism by trying to rectify the phenomenon, transparent barriers experienced by females trying to ascend the corporate ladder and the lack of a pool of suitable candidates in the junior levels of the organisation which could be caused by the industry in which the organisation does business. Conclusions surrounding organisational intentions and actions were reached, which included recommendations for progressing towards the goals as agreed by the Commission for Employment Equity (CEE) and its strategic and sectoral stakeholders.

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One of the fundamental ideas of transformational leadership theory is that transformational leaders develop their followers into transformational leaders. Unfortunately, there has been surprisingly little research on this topic. Although prior research has established a relationship between supervisor transformational leadership and follower transformational leadership (i.e., supervisor transformational leadership is positively related to follower transformational leadership), more research is needed to identify potential follower process variables and the interrelationships between cognitive, motivation, and behavioral variables that may be relevant to the development process of followers. This study initiated a closer examination of the process variables in three phases. First, the direct relationship between supervisor transformational leadership and various follower variables relevant to the development process was examined. Second, this study summarized the interrelationships between the process variables in a structural model, including a test of the indirect effects of supervisor transformational leadership on follower outcomes through more proximal follower variables. Third, this study explored transformational leadership theory's unique contribution to the understanding of leader-follower processes by comparing some of the relationships tested in this study to analogous relationships using other highly researched leadership styles, such as transactional leadership, initiating structure, consideration, and leader-member exchange. The findings supported several of the hypotheses involving direct relationships between supervisor transformational leadership and the follower variables relevant to self-concept, development orientation, development motivation, development activity, and leadership behavior. There was also support for partial mediation of the relationship between supervisor transformational leadership and the follower outcome variables (through follower developmental processes). Contrary to hypotheses, several of the alternative leadership styles showed comparable or at times better prediction of follower developmental variables, which suggests that the follower development process may not be unique to transformational leadership theory.

Lack of management in software projects is among the most important reasons for the failure of this kind of projects. Considering this fact, in addition to high rate of IS (Information System) projects’ failure, and the lack of leadership studies in IS field, it is necessary to pay more attention to the concept of leadership in software projects. Transformational leadership as one of the most popular leadership theories, although might bring specific advantages for this kind of projects, has not been outlined in this field of study. Therefore this study has tried to understand the meaning of transformational leadership in software projects and outline corresponding ideal pattern of this concept. Taking into account unique potentials qualitative research has in relation to research questions, Myers model of research design is selected to found whole study on. This model is especially designed to be used in business and management researches. Myers research model has five blocks. First block is related to philosophical assumption which for our study is interpretive. Second block is related to research method which is case study inspired by grounded theory, in our study. Data collection technique, the third block, is semi-structured interview. The fourth block which concerns data analysis approach is grounded theory encompassing analytic induction for our study. Finally the fifth block, written record, took the form of thesis report in current research study. This study has found required characteristics and behaviors of software project managers and drawn the lines of relationship between those attributes and transformational leadership. Comparing materialization of transformational leadership in software projects with the theory, led to finding of nearby transformational leadership or engaging leadership model as the ideal pattern of such concept in software projects. Finally shortages of that model in relation to software domain are investigated and consequent suggestions are provided.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: One of the purposes of management education is to develop people to become effective leaders of organisations with ever-increasing unpredictable futures. Learning from the latest findings in effective neuro-science and well-documented biology and stress research, a more holistic approach to leadership development has been embraced. This approach proposes that leaders, who are able to better sustain themselves through developing their emotional intelligence and cognitive ability, will be more balanced leaders. The South African Revenue Service (SARS) is a semi-autonomous organ of state that derives its mandate from the President of South Africa through the SARS Act no.34 of 1997. It was borne into a democracy which brought about tremendous transformation in every facet of South African life, ranging from growing the country’s infrastructure, to social economic welfare for all, education, health services and security. SARS is responsible to collect over 90 per cent of the country’s revenue. They therefore have to display effective leadership as this democracy has been very sensitive and the citizens of SA have high expectations of Government to deliver on a better life for all. One of the most important tasks of SARS was to engage in total transformation of the entire organisation, including its infrastructure, information technology, policies and procedures and a strong learning culture that embraces effective leadership. One of the transformation initiatives, the School of Leadership, procured several leadership training programmes to address the leadership capability. Leadership coaching has been embraced by SARS starting with the most senior leadership and is now being introduced to all levels of management. During this study, the researcher sought to identify and understand the effect of coaching as a leadership development tool to transform leadership practice. The research identified the respective leadership competencies developed as a result of this coaching received by leaders within SARS and determined to what extent leaders embraced it. It is recommended that the coaching programme is accelerated to all levels of management in SARS and that it receives prominence on the agenda of the Commissioner by making it the most prestigious award in the national annual award ceremony. All managers should have a key performance indicator to encourage the practice of these learnt competencies during the coaching process. Lastly, the recruitment process for all leadership positions should feature these competencies as essential and test for it accordingly through appropriate competency assessments.