Thesis--PlanA (M.S.)--University of Wisconsin--Stout, 2001. / Includes bibliographical references.

This was a qualitative, multiple-site case study that examined the leadership styles before, during, and after a major organizational transition. The purpose of the study was to determine if a major organizational transition affected the leadership styles of organizational leaders. It also sought to determine how the major organizational transitions affected the climate and the culture of the three organizations studied. The participants for this multiple-site case study were a hospital, a manufacturing plant, and a public library in Central Ohio. The organizational leaders were chosen because they had gone through a major organizational transition in the previous two years. Each leader then chose three followers based on two criteria. Two of the three had to be subordinates who reported directly to the organizational leader and one who had to be the leader's administrative assistant. The participants were interviewed using a guided interview; therefore, qualitative methods were used. Data analyses were completed by the process of data reduction, data display, and conclusions drawn from the data display (constant comparison). I discovered the leaders' styles remained somewhat consistent throughout the organizational transition. All three leaders used comparable methods of dealing with the transition. The leaders had the ability to identify the organizational issues that necessitated the transition, sought alternative actions, and then proceeded with the best alternatives. The climate and culture of each organization was more affected by the transition than the leader. [I started this research thinking the leaders might be the ones most affected.]

This mini thesis is aimed at establishing the relationship between developmental leadership and affective commitment as it presents itself across four levels of leadership within FNB Branch Banking. The four leadership levels targeted for research are Area Managers, Branch Managers, Administration Managers and Co-ordinators. The researcher used an Ex post facto research design in a natural field setting, formulating the research hypothesis that there is a statistically significant positive correlation between developmental leadership behaviours and affective commitment as reported by those whom directly reported to the four levels of leadership. Using 919 responses, the results of the statistical analysis showed all four leadership levels having a strong positive correlation between developmental leadership behaviours and the affective commitment of direct reports at a 99% confidence level. Finally the research also found that age has a statistically significant relationship with affective commitment and this should be examined in further research. / Human Resource Development / M. Tech. (Human Resources Development)

This mini thesis is aimed at establishing the relationship between developmental leadership and affective commitment as it presents itself across four levels of leadership within FNB Branch Banking. The four leadership levels targeted for research are Area Managers, Branch Managers, Administration Managers and Co-ordinators. The researcher used an Ex post facto research design in a natural field setting, formulating the research hypothesis that there is a statistically significant positive correlation between developmental leadership behaviours and affective commitment as reported by those whom directly reported to the four levels of leadership. Using 919 responses, the results of the statistical analysis showed all four leadership levels having a strong positive correlation between developmental leadership behaviours and the affective commitment of direct reports at a 99% confidence level. Finally the research also found that age has a statistically significant relationship with affective commitment and this should be examined in further research. / Human Resource Development / M. Tech. (Human Resources Development)