A troubling trend has developed in the increasing number of commuter rail accidents causing injuries, fatalities, and safety concerns. The specific problem addressed in this study is that current leadership practices have not achieved success reducing safety violations and rail accidents. The purpose of this qualitative cross-sectional study was to explore the potential influence of perceived leadership styles of 16 frontline rail supervisors and 4 managers on safety management practices within a metro rail system. The conceptual framework was based on Bass's transformational leadership theory and Reason's human error model. The key research question dealt with how leadership style might influence safety management practices. Data collection involved a 45-question, Multifactor Leadership Questionnaire (MLQ) leader form administered to assess perceived leadership styles and a 10-question structured interview conducted to understand participants' attitudes toward safety management practices. MLQ analysis involved comparing results to normative population data. Key MLQ results indicated that participants were inside the ideal frequency ranges for the five transformational scales and outside for the two transactional scales. Coding and thematic analysis was used to identify emergent themes in the experiential data. The analysis indicated that safety management and leadership were primary concerns of participants. Further research on the relationship between transformational leadership models and improved system safety practices is recommended. Transformational leadership models could influence positive social change by improving system safety practices in the transit rail industry.

Empirical evidence suggests that transformational leadership is positively correlated with job satisfaction, job performance, organizational commitment, and survivability. Although transformational leadership has been implemented in various organizations, little research has examined the issues in implementing transformational leadership concepts within a scientific laboratory. The purpose of this exploratory, qualitative case study was to examine (a) the current leadership style of the president of a scientific laboratory from the scientists', analysts', and technicians' perspective and their preferred leadership style; (b) the president's self-perceived leadership style and perceived subordinate style preference; and (c) the employees' perceptions of advantages and challenges to applying and implementing a transformational style of leadership. The laissez-faire, transactional, and transformational leadership models of Avolio, Bass, Burns, and Kouzes and Posner provided the theoretical basis for the case study. Data were collected from the president and subordinates and responses were coded and classified according to patterns and emerging themes. Results indicated that the president's current leadership style was transactional, whereas the subordinates' preference was transformational. The president's self-assessment of current style and perceived subordinate preference was found to be transformational. Subordinates expressed ideal and effective leadership qualities and shared advantages and barriers to transformational leadership. Leaders in scientific laboratories who apply these findings and implement more effective leadership may impact social change through increased subordinate job satisfaction and performance, thereby enhancing organizational survivability and improving the status quo.

This study examines if a relationship exists among three rich research streams, specifically the behavioral science of motivation, adult learning and leadership. What motivates adult professionals to continue learning and how is that connected to their style and efficacy as leaders? An extension of literature to connect Andragogy, Self-determination and Transformational Leadership Theory is explored. Responses to questions adapted from the Carré Model of Adult Orientation and Implication on Learning and Training Activities (Carré, 1997) and the Multifactor Leadership Questionnaire (Avolio & Bass, 2000) are compared among a sample of adult professionals in leadership positions. Results indicate that learning motivation orientation is predictive of and positively correlated with leadership style. How learning motivation can be used as a tool to predict leadership style, enhance leader selection, development and succession is discussed along with further implications of the “learner-leader” for the purposes of research, practice and higher education initiatives. This quantitative study can offer important insights into how the attribute of an intrinsic motivation to learn can act as an antecedent to Transformational leadership behavior, and the impact that Transformational leaders have upon their teams and organizations.

The purpose of this study is to research the relationships among leadership style, team cohesion, collective efficacy, organizational justice, and organizational capital. This study used the questionnaires as a measurement tool to research, and the questionnaires samples was drawn out from CSBC Corporation, Taiwan all engineers, managements, engineer assistants, and management assistants, the writer released 460 questionnaires to them, eventually ended up effective 375 questionnaires with 82.06% return rate. The findings are as follows. 1. The transformational leadership has positive influence on intellectual capital including human capital, structural capital, and social capital, and the transactional leadership have positive influence on structural capital, but have not any influence on human capital and social capital. 2. Team cohesion merely has partial medium on the relationships among transformational leadership, human capital and structural capital; Team cohesion has full medium on the relationships between transformational leadership and social capital. 3. Collective efficacy has full medium on the relationships between transformational leadership and human capital; Collective efficacy merely has partial medium on the relationships among transformational leadership, structural capital and social capital. 4. Organizational justice has full medium on the relationships between transformational leadership and human capital; Organizational justice merely has partial medium on the relationships among transformational leadership, structural capital and social capital.

I denna studie undersöks det ledarskap som idag bedrivs inom Skånes kommunala verksamheter, utifrån nio ledarskapsstilar som är kompatibla med organisatorisk framgång världen över. Frågeställningen ”Finns det några skillnader mellan manligt och kvinnligt ledarskap i Skånes samtliga kommuner, studerat utifrån McKinseys nio ledarskapsstilar?” har syftet att undersöka eventuella könsskillnader i ledarskap.Fördelningen i studiens population har syftet att kartlägga samt studera de skillnader det manliga och kvinnliga ledarskapet kan ge exempel på. Urvalsgruppen har således fått svara på en enkät behandlande de områden de eventuellt kommit i kontakt med under sin chefskarriär och därmed fått bedöma sitt agerande.Enkäten skickades ut till totalt 101 chefer, fördelat på 54 män och 47 kvinnor, inom Skånes samtliga 33 kommuner. 65 svar erhölls, fördelat på 31 kvinnor och 34 män. Deltagarnas chefstitlar var bland annat ekonomichef, personalchef samt informationschef.Resultatet visade att vi inte kunde redovisa någon signifikant skillnad mellan kvinnor och mäns ledarskapsstilar. Inte heller kunde ett utmärkande medeltal, dvs. en större skillnad mellan de manliga och kvinnliga medelvärdena, påvisa märkbara skillnader delfrågorna emellan. Endast 5 av 38 frågor visade sig avvika ifrån det generella resultatet. Där vi kunde se en antydan till signifikanta skillnader mellan könsgruppernas svar. Studiens slutsats blir därmed att vi, med hjälp av egen utformad enkät, inte har kunnat finna några skillnader mellan manligt och kvinnligt ledarskap i Skånes samtliga kommuner.

This study examined the commitment of teachers to the implementation of ninth grade academies and their perceptions of school leadership during the reform process. Concern for successful high school completion prompted the redesign of ninth grade into a school-within-a-school format within a Florida school district. Therefore, the purpose of this study was to determine the type of commitment and form of leadership evident in this reform initiative along with the relationship between them. As a mindset for change, commitment was represented as affective, normative, and continuance. Leadership styles were delineated as transformational, transactional, and passive/avoidant along with related outcomes of effectiveness, satisfactions and extra effort. This study utilized an electronic survey with purposive sampling. Five questions concerning the type of commitment, the form of leadership and outcomes, and the correlation between commitment and leadership guided this research. Descriptive analysis of the responses from 105 teachers produced findings of both affective and normative commitment to change and evidence of transformational leadership as well as the contingent reward dimension of transactional leadership. Leadership outcomes of effectiveness, satisfaction, and extra effort were also expressed by teachers. The results validated the presence of affective and normative commitment of teachers responsible for reform efforts and indicated a relational influence between transformational and transactional leadership behaviors with these two forms of commitment to change. Current pressures of accountability have channeled schools into models of continuous improvement. If schools are to enact lasting change, an understanding of commitment and leadership is needed to produce sustainable school reform.

Η παρούσα διπλωματική έχει ως σκοπό τη διερεύνηση των εννοιών της «μετασχηματιστικής ηγεσίας», της «συναλλακτικής ηγεσίας», της «συναισθηματικής νοημοσύνης», της «επικοινωνίας» και της «λήψης αποφάσεων». Για το σκοπό αυτό διενεργήθηκε και εμπειρική έρευνα, εκτός από βιβλιογραφική, σε οργανισμούς του τραπεζικού κλάδου. Στη μελέτη συμμετείχαν 131 εργαζόμενοι του τραπεζικού κλάδου, από τους οποίους ζητήθηκε συγκατάθεση για συμμετοχή στην έρευνα. Τα πρωτογενή δεδομένα συλλέχθηκαν από τα δομημένα ερωτηματολόγια που διανεμήθηκαν. Το ερωτηματολόγιο αποτελούνταν από 5 θεματικές ενότητες, που οι τέσσερις πρώτες αφορούσαν τις έννοιες που προαναφέραμε και ένα ερωτηματολόγιο κοινωνικο-δημογραφικών στοιχειών. Αφού ολοκληρώθηκε η συλλογή των δεδομένων, πραγματοποιήθηκε επεξεργασία τους με τη χρήση του στατιστικού πακέτου SPSS. Οι στατιστικές αναλύσεις αποτελούνταν από τέσσερα στάδια: i) ανάλυση παραγόντων, ii) έλεγχος αξιοπιστίας, iii) συσχετίσεις και iv) βηματική παλινδρόμηση. Μέσα από το εμπειρικό κομμάτι της έρευνας διαπιστώνουμε, από τις παλινδρομήσεις που διενεργήσαμε, ότι η ενσυναίσθηση (διάσταση της συναισθηματικής νοημοσύνης), η επίσημη επικοινωνία και η συμμετοχική λήψη αποφάσεων αποτελούν προβλεπτικούς παράγοντες τόσο της μετασχηματιστικής ηγεσίας όσο και της συναλλακτικής ηγεσίας. Οι παράγοντας που διαφοροποιούν τους μετασχηματιστικούς ηγέτες από τους συναλλακτικούς ηγέτες είναι οι κοινωνικές δεξιότητες και η αυτορρύθμιση της συναισθηματικής νοημοσύνης (που αποτελούν προσδιοριστικούς παράγοντες της μετασχηματιστικής ηγεσίας), άλλωστε κατέχοντας ένας προϊστάμενος αυτή τη διάσταση της συναισθηματικής νοημοσύνης, μπορεί να ελέγχει τις αντιδράσεις του και κατ’ επέκταση είναι σε θέση να μπορεί να παρακινεί και να έχει ανεπτυγμένες τις κοινωνικές δεξιότητες. / This study aims to explore the relationship of transformational leadership and transactional leadership, with the emotional intelligence, the organizational communication styles and participative decision-making The sample is composed by 131 bank employees who provided consent to participate in our research. The primary data were collected by distributed structured questionnaires. The questionnaire consisted of five thematic sections, the first four were the concepts mentioned above and the latter related to demographics. Data were analyzed by the Statistical Package for Social Sciences (IBM SPSS 20). Statistical analyzes consisted of four stages: i) factor analysis (PCA), ii) internal consistencies, iii) correlations and iv)stepwise multiple regressions. Multiple regressions analyses indicate that empathy (as dimension of emotional intelligence), formal communication, self-regulation and participative decision making were predictors of transformational leadership and transactional leadership, as well. The factor that differentiates leaders with transformation leadership style from those with transactional, is the ability of self-regulation and social skills.

Η παρούσα διπλωματική έχει ως σκοπό την διερεύνηση των εννοιών της συναλλακτικής και μετασχηματιστικής ηγεσίας, της διοίκησης συγκρούσεων και της συναισθηματικής νοημοσύνης στους διεθνοποιημένους οργανισμούς και πιο συγκεκριμένα στις φαρμακοβιομηχανίες που λειτουργούν κάτω από τις δύσβατες συνθήκες της ελληνικής πραγματικότητας. Για το σκοπό αυτό διενεργήθηκε και εμπειρική μελέτη εκτός από βιβλιογραφική, στο κλάδο της φαρμακοβιομηχανίας. Συγκεκριμένα, στη μελέτη που πραγματοποιήθηκε συμμετείχαν 123 διοικητικά στελέχη πολυεθνικών φαρμακοβιομηχανιών, που εδρεύουν στην Ελλάδα ή είναι θυγατρικές ελληνικών εταιριών, από τους οποίους ζητήθηκε συγκατάθεση για συμμετοχή στην έρευνα. Τα πρωτογενή δεδομένα συλλέχθηκαν από τα δομημένα ερωτηματολόγια που διανεμήθηκε.Η παρούσα μελέτη παρουσιάζει σημαντικά ευρήματα σχετικά με τα στυλ ηγεσίας, την συναισθηματική νοημοσύνη και την διοίκηση. Παρόλα αυτά έφερε στο φως και προβλήματα που είναι γνωστά αλλά και δυσεπίλυτα. Όσο αναφορά τη διοίκηση συγκρούσεων έχει γίνει κατανοητό ότι αποτελεί μια διαδικασία και για να είναι αποτελεσματικά διαχειρίσιμη, απαιτείται το άτομο – ηγέτης να διαθέτει αυτεπίγνωση και αυτοέλεγχο. Τέλος όσο αναφορά την ηγεσία παρατηρήθηκε τόσο σύνδεση με την συναισθηματική νοημοσύνη όσο και με την διοίκηση συγκρούσεων πράγμα λογικό αφού ένας ηγέτης είναι αναγκαίο στην σημερινή εποχή να χρησιμοποιεί τα εργαλεία (συναισθηματική νοημοσύνη και διοίκηση συγκρούσεων) για να μπορέσει να αντεπεξέλθει στις απαιτήσεις του περιβάλλοντος. Παράλληλα υπάρχει και αλληλεξάρτηση της ηγεσίας με την επικοινωνία αφού αποτελεί ρόλο κλειδί στη αποτελεσματικότητα και βιωσιμότητα της οργάνωσης / This dissertation is driven by the aim to investigate the significance of transformational and transactional leadership, conflict management and emotional intelligence in the international organizational. Under this scope, a research took place at the pharmaceutical sector. Specifically, the statistical data are from 123 managers of multinational pharmaceutical companies, which are established in Greece or are Greek subsidiary companies. The pharmaceutical companies were asked to confirm the participation at this procedure. The primary data were collected by structured questionnaires.This study presents significant findings according to leadership styles, emotional intelligence and conflict management. Nonetheless, problems that are known and unresolved are analyzed. The conflict management has been understood to be a process and for it to be effective it requires the person – leader to have self-awareness and self-control. Finally, according to leadership, it has been observed and a link to emotional intelligence and a conflict management. A leader is necessary nowadays to use tools like emotional intelligence and conflict management in order to meet the demands of the environment. At the same time, there is interdependence of leadership with the communication for the reason that is the most important factor in the effectiveness and sustainability of the organization

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.