Prior work in the transformational leadership realm has focused primarily on relations among leader behaviors and various criteria such as subordinate satisfaction and effectiveness. This restrictive focus has limited the degree to which one of Bass's (1985a) central arguments can be directly assessed; namely, that optimally effective leaders engage in both transformational and transactional behaviors. In this study, an analytic technique known as the pattern approach was employed to effectively discern which particular pattern of leader behaviors was associated with the highest levels of subordinate satisfaction and commitment. In general, the most effective leaders used a combination of transformational (e.g., stimulating subordinates to think of old problems in new ways; presenting a charismatic and inspirational view of the future) and contingent reward (e.g., providing pay or promotions in exchange for effective subordinate performance) behaviors, coupled with a low level of passive management-by-exception behaviors (e.g., remaining uninvolved until problems emerge). These optimally effective leaders were generally more successful than leaders who used predominantly one (e.g., transformational or transactional) behavioral style. / Ph. D.

The study was conducted to assess the state of leadership characteristics and the impact these variables have on employee self-esteem and employee work-related outcomes in a South African power utility in particular power station environment. The inquiry was conducted in a natural working environment of an organisation where respondents are situated/ located (i.e. a field study). A stratified convenience sampling approach was used to carry out the study using a structured questionnaire developed from predictors used by other researchers. The questionnaire, based on a four-point, five-point and seven-point Likert scale with leader’s characteristics such as articulation of vision, individualised support, intellectual, stimulation, forcing acceptance of group goals, high performance expectations, appropriate role modelling and performance feedback, mediating variables such as self-esteem and work-related outcomes such as organisational commitment and work-success, was designed to capture the state of affairs within the organisation based on the employees perceptions of their experiences of these variables. 150 questionnaires were distributed of which 115 were returned and all 115 were useable. This data was analysed using statistical tools such as correlation and regression analysis. The descriptive statistics indicated that the majority of leader’s characteristics unveiled a moderate agreement whilst the work related outcomes indicated that employees were neutral to agree with statements. The correlations analysis showed predominantly strong relationship between leader’s characteristics, self-esteem and work related outcomes with some few small and medium relationships. Recommendations to improve work-related outcomes are provided to the organisation. / MBA, North-West University, Potchefstroom Campus, 2014

The study was conducted to assess the state of leadership characteristics and the impact these variables have on employee self-esteem and employee work-related outcomes in a South African power utility in particular power station environment. The inquiry was conducted in a natural working environment of an organisation where respondents are situated/ located (i.e. a field study). A stratified convenience sampling approach was used to carry out the study using a structured questionnaire developed from predictors used by other researchers. The questionnaire, based on a four-point, five-point and seven-point Likert scale with leader’s characteristics such as articulation of vision, individualised support, intellectual, stimulation, forcing acceptance of group goals, high performance expectations, appropriate role modelling and performance feedback, mediating variables such as self-esteem and work-related outcomes such as organisational commitment and work-success, was designed to capture the state of affairs within the organisation based on the employees perceptions of their experiences of these variables. 150 questionnaires were distributed of which 115 were returned and all 115 were useable. This data was analysed using statistical tools such as correlation and regression analysis. The descriptive statistics indicated that the majority of leader’s characteristics unveiled a moderate agreement whilst the work related outcomes indicated that employees were neutral to agree with statements. The correlations analysis showed predominantly strong relationship between leader’s characteristics, self-esteem and work related outcomes with some few small and medium relationships. Recommendations to improve work-related outcomes are provided to the organisation. / MBA, North-West University, Potchefstroom Campus, 2014

The purpose of the present study was to get further knowledge about the relationship between transformative and transactional leadership in the context of employee ́s well-being, as well as the relationship between the components of respectively leadership and employee‟s well-being. The study also aims to gain knowledge about previous research on the transformational and transactional leadership and employee well-being and if it‟s applicable in the Swedish culture. The few studies that studied the relationship between transactional leadership and the well-being of employees have found a negative relationship or found no relationship at all. The results of the present study showed a positive relationship between transformational leadership and employee‟s well-being. All four components of the transformational leadership showed a positive relationship with employee‟s well-being. Two components of the transactional leadership showed a negative relationship with employee‟s well-being, while the third component showed a positive relationship. This study contributes with information regarding the relationship between transformative and transactional leadership and the components of respectively leadership with the well-being of employee‟s within Swedish culture.

Introduction: Statistics show that a large number of companies struggle for their survival.About 20 % of the EU companies in all the different industries that were born in 2015 couldnot survive till 2016. More specifically, only less than half of the companies that were born in2011 are still active in 2016 (Eurostat, 2018). Moreover, corporate bankruptcies in Swedenincreased by 20 % in the years 2017 to 2018 compared to 2016 (Tillvaxtanalys, 2019 ).Therefore, the main challenge for managers is to consolidate short-term and long-termthinking, encourage visions while remaining focused on execution within employees. Problem background: While the current literature acknowledges both the importance oforganizational ambidexterity for companies’ survival, and the role played by managers todevelop ambidexterity, research on how to achieve such ambidexterity is still narrow.Moreover, the influence of the different leadership styles on contextual ambidexterity and itseffects on individuals have hardly been attended in the literature. Purpose: The purpose of this thesis is to develop an understanding on how leaders, throughambidextrous leadership styles, create a context that enables individuals to achieve contextualambidexterity. More specifically, this master’s thesis aims to define a conceptual frameworkthat shows the influence of the leadership styles on contextual ambidexterity Methodology: In order to answer our research question, a qualitative research was conductedwith a deductive approach. Eight Interviews, four managers and four employees, wereconducted in four project-based organizations within the software industry in Sweden. Findings: The key findings are that transformational leadership style was found to foster “trustand support” in social support, and “stretch” in performance management, while thetransactional leadership style was only found in discipline in the organizational context. Conclusions: This study shows how developing adaptability in an organization requiresmanagers to apply transformational leadership style to the social support dimensions of theorganizational context. On the other hand, developing alignment in an organization requiresmanagers to apply both transformation and transactional styles rather than transactional. Mangers also need to balance the intensity of their leadership styles as both styles need to be emphasized equally well.

The purpose of this thesis is to describe how an entrepreneur and leader, transmits a vision through communication. Furthermore what kind of feedback the leader finds that he/she acquire. We want to study how entrepreneurship and leadership appears at a private preschool and how the entrepreneur and leader use it to communicate his/her vision. This thesis is based on qualitative method using one in-depth interview with CEO at Helianthus AB, documents and one observation at a parental meeting. The theories of which this study is based on consist of entrepreneurship, transformational and transactional leadership, vision and communication. The theories used in this thesis regard entrepreneurship, transformational and transactional leadership, vision and communication. Our study strengthened the assumption that our respondent is an entrepreneur and leader according to chosen theories. She communicates her vision to people that surrounds her through her entrepreneurship and leadership. The communication differs depending on whom she communicates to. According to the chosen theory we came to the conclusion that our respondent has good communication with her customers (children and parents) and employees. However, her communication with Huddinge municipality could not be proved as good communication. Our study showed that our respondent mainly uses personal communication.

Abstract Drucker (1954) in the book "The Practice of Management¡¨ mentioned each enterprise the manager gives the corporate life and energy and the resources is in the hands of "people". A good manager have large-minded¡Bthe integrated ability and remove the personal preferences in order to have everyone is competent at his job and achieve the best configuration at the human resources allocation, so this study is to understand the behavior of the leadership of the branch manager for the bank is assets or liabilities. This study is focus on the manager's diagnostic control system and interactive control systems under the management control systems and the leadership qualities of transformational leadership and transactional leadership has a positive correlation with business performance. The study method is by T Bank's questionnaire then collection data, collation and analysis. From this study find out the good operator must be sustained and indeed encouragement to employees, to be optimistic for the future and positive thinking when encounter something, the branch's performance appraisal should bulletins regularly to keep their employees informed manager treat everyone as fair without black box, year-end performance appraisal and promotion is fair, to encourage their employees to think about how to solve problems, and to train them the ability to solve problems independently. Resourcefulness in the service attitude depend on the different customer's requirements, for customer must has empathy instead of static regularization service will make customers feel hypocritical can not impress the customer.

The purpose of this study was to investigate the effect of transformational and transactional leaderships on Y generation ¡]Was born between 1977 to 1995¡^ employee to turnover intention, and also use the perceived supervisory support as the mediator¡Borganizational identification as the moderator. This research targeted samples were the Y generation employee from domestic companies. Total of 243 questionnaires were issued¡Aand 205 valid samples were returned with responding rate at 84.36%. Statistical analysis¡Asuch as Reliability¡BDescriptive Statistical¡BIndependent t-Test¡BOne-way ANOVA¡BCorrelation and regression, is conducted with SPSS 12.0 software. The results could be summarized as follows¡R 1. Transformational leadership show significant negative effects on Y generation employee to Turnover intention. 2. Transactional leadership show significant negative effects on Y generation employee to Turnover intention. 3. Perceived supervisory support show significant negative effects on Y generation employee to Turnover intention. 4. On Y generation employee to perceived supervisory support has the mediated effect between transformational leadership and turnover intention. 5. On Y generation employee to perceived supervisory support has the full mediated effect between transactional leadership and turnover intention.

In recent years, because of the transition of global economic structure, competition between companies is changing toward knowledge management and innovation. Especially at the field of quickly changing product, the superiority of technology is always the key factor of competition. Today, R&D department is important in many companies. The efficiency of R&D not only depends on the ability of technology development but also on the skill of management. Therefore, innovative ability and R&D personnel behavior are important issues for companies. This study focus on the relationship between the innovative behavior of R&D personnel and its influencing factors that include personality traits of subordinate and leadership style of supervisor. The purpose is explored what factors affect the R&D personnel¡¦s innovative behavior. In addition, this study analyzes the influence of age, gender, education background, and etc., on innovative behavior. This study adopts Five Factor Model (Big Five) that includes Neuroticism, Extraversion, Openness to Experience, Conscientiousness, Agreeableness on the personality traits. In addition, the leadership styles contain the transformational leadership and the transactional leadership. Through a questionnaire survey, the following results are obtained: For the two influent factors, personality traits generate more effect toward the R&D personnel¡¦s innovative behavior than the leadership styles. Among the personality traits, Openness to Experience has the most contribution to innovative behaviors. For the leadership styles, transactional leadership would better encourage subordinates to behave innovatively.

In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.