The research in this thesis investigates the learning processes of absorptive capacity (AC) as an element within organisation innovation. An analysis of leadership ‘styles’ is undertaken and factors for effective innovation adoption are considered. It is apparent that AC has been well researched in recent years but there is evidence that little attention has been given into important influences such as leadership. Consequently, AC is determined to involve managerial learning through three processes. These include: (1) exploratory learning as an ability to value and acquire external knowledge, (2) transformative learning to assimilate this knowledge, and (3) exploitative learning to use knowledge for innovation. However, there is little known about interventions of AC learning towards innovation and the effects of top and middle managers’ leadership styles on these processes. Therefore, the research initially attempts to investigate the relationship between AC, innovation, and leadership styles with a view to exploring valuable theoretical insights into the learning processes involved. A conceptual model is formulated which suggests a relationship between the learning processes of AC with different stages of innovation adoption. In this respect, the role of managers is investigated through attention to ‘transformational’ and ‘transactional’ leadership styles where the former changes employees’ values for achieving common goals and the latter encourages exiting practices. The methodology adopted involved a qualitative strategy with data collected through three substantive case studies from research sites in Iran. In total 31 Semi-structured interviews were conducted with respondents to explore the learning processes of AC and leadership styles on innovation. Secondary documents and non-participant observations provided further insights by triangulating the data. Data was analysed in two stages (i) a description of each case was reported (ii) a thematic analysis was used in order to compare the case companies collectively. The findings supported the effects of the learning processes of AC on innovation adoption. It was also found that the leadership behaviours of top and middle managers change from transformational to transactional leadership styles during the exploitative learning process. The influence of top managers’ knowledge, middle managers’ intention, and trust in middle managers also emerged as important constructs in the learning processes. The research contributed to the learning processes of AC and the influence of managerial leadership styles by adding new insights to organisational theory. The results will also be of value to practitioners by providing prescriptive analysis when using external knowledge effectively for adopting innovation.

D.Comm. / The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness.

Abstract To develop optimal leadership effectiveness under complicated circumstances is the priority of a leader . A higher result can be created if the leader master his or her leadership style. Since the 1980s, the research about leadership has emphasized on recent theories such as transformational leadership, transactional leadership, and charm leadership. In this research , the former two types are applied to investigate the relationship between them. Aim at salespeople, the questionnaires are delivered by e-mails, mails and personally. Among the 400 questionnaires, 266 copies have been took back and 218 copies are available. The conclusions are: (1) There is no obvious relationship among transformational leadership, transactional leadership and personal completion. (2) There is positive and obvious relationship among transformational leadership, transactional leadership and group completion. Generally speaking, the former is superior to the later. (3) There is positive and obvious relationship among transformational leadership,transactional leadership and organization promise. Generally speaking, the former is superior to the later. (4) There is positive and obvious relationship among transformational leadership, transactional leadership and leadership. Generally speaking, the former is inferior to the later. (5) Part of the effectiveness that transformational leadership causes is superior to that of transactional leadership.

<p>Problem: -The 2008 Financial crisis has caused global impact on business market and led to question leader's competence. Prior study has found that leadership contributes certain effects to organizations' performace under a crisis situation, however there is lit-tle study which has been made regarding to identifying crisis leadership and its compe-tence and management during crisis.</p><p>Purpose: - The purpose in this thesis is to bridge the gap between crisis management and leadership by finding answers of five research questions. Which are ; How this 2008 financial crisis has affected the international financial institutions, what leadership dimensions are performed by leaders during the financial crisis, which leadership style do leaders tend to rely on in international financial companies during the 2008 financial crisis, why do leaders tend to rely on the dimensions of transformational leadership or transactional leadership and what are the implications in this study that could lead to fu-ture research.</p><p>Method: - The study employs qualitative methods to fulfill better and deeper understanding about 'how' and 'why' on leadership dimension during the 2008 financial crisis. Data were collected by personal interviews to support and act as a foundation of the analysis to answer the research questions. The choice of interviewees is middle managers of large international companies in the financial sector in Sweden and South Korea.</p><p>Conclusions: - The finding of this study indicates that 2008 financial crisis has af-fected on large international financial corporations in Sweden and South Korea. More-over, three dimensions of transformational leadership are strongly performed by the middle managers during the 2008 financial crisis. The three strongly performed dimen-sions are (1) Inspirational Motivation, (2) Charisma/ Idealized Influence and (3) Indivi-dualized consideration.</p>

The purpose of this research is to study how organizations maintain their competitive advantage in today’s turbulent and highly competitive business environment, by striving to become a learning organization. The impact of factors such as leadership (both transformational and transactional leadership) and trust on an organization’s learning capability is empirically examined. This research adds to the existing body of literature in two ways. First, it argues that a transactional leadership style can influence learning, despite research spanning the last decade that has focused on transformational leadership theory as the dominant model of effective leadership. Therefore, the importance of both leadership styles, each having valuable differential effects is emphasized in this study. Second, the previously untested role of trust as mediating the relationship between leadership and organizational learning capability is examined. It is argued that without supervisor trust, the opportunities for a learning organization to reach its full potential and to subsequently develop learning capabilities is reduced. Findings from this study support the influence of both leadership styles on learning. Trust in one’s supervisor was also found to fully mediate the relationship between leadership and learning.

This research explored the extent to which different knowledge conversion processes require different kinds of leadership. The research was inspired by Nonaka and Konno (1998) and proposed that knowledge conversion processes may each require their own form of leadership because they are conducted under different bas or contexts. Vera and Crossan's (2004) work provided a foundation for this research through the argument that knowledge conversion processes need not only transformational but also transactional leadership. The leadership framework based upon transformational and transactional leadership was therefore adopted for the study. Semi-structured interviews and the Multifactor Leadership Questionnaire (MLQ), developed by Bernard Bass and Bruce Avolio to assess leadership under the transformational and transactional leadership framework, were used to gauge the opinions of participants about leadership and knowledge conversion processes. Scenarios/descriptions derived from Nonaka and Takeuchi (1995) were used to focus the mindset of the participants involved in the interviews and the questionnaire, which was administered at the time of the interviews to support triangulation. Findings suggested that knowledge conversion processes do not differ to the extent that they require both transformational and transactional leadership. However, qualitative evidence indicated that knowledge conversion processes were somewhat different in terms of certain dimensions of transformational leadership. These differences related to the need for a strong sense of purpose, a compelling vision of the future and long-termism in some but not all situations involving the leadership of knowledge conversion processes.

Abstract Innovational behavior is one of the main sources of an organization¡¦s competitive advantage which is verified by many scholars. Peter Drucker¡]1985¡^said that two of the most important issues in knowledge age are knowledge management and innovation. Therefore, organizations have the chance to develop the ability of innovation when they are able to control knowledge. Only with the innovation of product and management skills, hi-tech companies could catch up the changing environment. This study focuses on the relationship between innovative behavior, leadership, absorptive capacity, and psychological contract between units. In the meantime, leadership style contains transactional leadership and transformational leadership; absorptive capacity contains the ability of acquisition, assimilation and exploitation; psychological contract contains transactional, relational and balanced relationship. The result of the research indicates that: 1. The differences of employees¡¦ gender, marriage and the function of occupation have significant difference on innovative behavior 2. In addition to difference analysis, relationship between transactional leadership, transformational leadership, acquisition ability, assimilation ability, exploitation ability and balanced relationship of psychological contract have significant influence on innovative behavior.

This search was conducted to focus on the effect of upward influence behavior on manager¡¦s leadership , and find out if Employee¡¦s personality traits affect the relationship. Based on the result of statistical analysis on 575 questionnaires from the employees in the technology industry, the following findings were obtained: 1.By using the factor analysis, there are four different types of upward influence behavior ¡GRational Persuasion, Tricking and Impeding , Image Management, Ingratiating . 2. a. The upward influence behavior of rational persuasion with gender, marital status, job level, age and educational background has significantly effect. b. The upward influence behavior of ingratiating with marital status, job level, age and educational background has significantly effect. 3. a. Manager¡¦s transformational leadership affects the usage of employee¡¦s the upward influence behavior of rational persuasion and ingratiating. b. Manager¡¦s transactional leadership affects the usage of employee¡¦s the upward influence behavior of rational persuasion and ingratiating. 4. a. Employee¡¦s personal traits change the effect of upward influence behavior of tricking and impeding on manager¡¦s transformational leadership. b. Employee¡¦s personal traits change the effect of upward influence behavior of tricking and impeding on manager¡¦s transactional leadership.

The purpose of this study is to discuss the influence of educational training on the individual¡¦s job performance. In terms of educational training, we study the relationship of the different variables such as the level of satisfaction, attainment of personal endowments and practicality in terms of job performance and job devotion, ability of problem¡Vsolving. In this study, we also confer the effects of ¡§Transactional leadership¡¨ and ¡§Transformational leadership¡¨ as the interference variables. This study includes the staff from Long-term Care institutions on a public-private partnership basis as substantial research subjects. It included 228 valid questionnaires, the research data were analyzed by methods of factor analysis, reliability analysis, descriptive statistics, one-way ANOVA, correlation analysis, regression analysis and level regression analysis. Results: 1.Individual¡¦s educational training and job performance has a conspicuous correlation. 2.The hypothesis of different personal attributes will have remarkable differences in the outcomes of educational training and job prformance is partly established. 3.Satisfaction towards the educational training will have positive impacts on the attainment of personal endowments, job devotion and problem-solving capacity. 4.Modal of leadership causes interferential impact on the relationship between the educational training and degree of job devotion.

Problem: -The 2008 Financial crisis has caused global impact on business market and led to question leader's competence. Prior study has found that leadership contributes certain effects to organizations' performace under a crisis situation, however there is lit-tle study which has been made regarding to identifying crisis leadership and its compe-tence and management during crisis. Purpose: - The purpose in this thesis is to bridge the gap between crisis management and leadership by finding answers of five research questions. Which are ; How this 2008 financial crisis has affected the international financial institutions, what leadership dimensions are performed by leaders during the financial crisis, which leadership style do leaders tend to rely on in international financial companies during the 2008 financial crisis, why do leaders tend to rely on the dimensions of transformational leadership or transactional leadership and what are the implications in this study that could lead to fu-ture research. Method: - The study employs qualitative methods to fulfill better and deeper understanding about 'how' and 'why' on leadership dimension during the 2008 financial crisis. Data were collected by personal interviews to support and act as a foundation of the analysis to answer the research questions. The choice of interviewees is middle managers of large international companies in the financial sector in Sweden and South Korea. Conclusions: - The finding of this study indicates that 2008 financial crisis has af-fected on large international financial corporations in Sweden and South Korea. More-over, three dimensions of transformational leadership are strongly performed by the middle managers during the 2008 financial crisis. The three strongly performed dimen-sions are (1) Inspirational Motivation, (2) Charisma/ Idealized Influence and (3) Indivi-dualized consideration.