Millennialgenerationen utgör i dagsläget en väsentlig del av arbetsmarknaden och kommer i framtiden att utgöra dess majoritet. Tidigare forskning har visat att de tidigare generationerna och Millennials skiljer sig i ledarskap, organisationsstrukturer och motivationsfaktorer. Denna generation skiljer sig vida från tidigare generationer och detta märks speciellt av inom arbetsmarknaden och i relationerna mellan anställd och ledare. För att lyckas att effektivt styra denna ambitiösa generation krävs det att ledareanpassar gängse ledarskapspreferenser. Syftet med det här arbetet är att undersöka vilka faktorer inom ledarskap som Millennials föredrar och hur de moderna ledarna kan anpassa sig för att på ett bättre sätt möta sina unga anställda. För att uppnå syftet genomfördes undersökningen i två delar, en riktad mot Millennials och en mot ledare med medarbetaransvar där preferenser kring ledarskap identifierades samt i vilken utsträckning ledarskap var transformativt eller transaktionellt. Undersökningen genomfördes via enkätundersökningar i Sverige och kom att ligga till grund förundersökningens analys. Resultaten från undersökningen visar på att Millennials föredrar ett ledarskap av typen transformativt och att de värderar variabler som feedback, arbetsförhållande och inflytande högt från deras ledare. Undersökningens mest intressanta resultat var att det inte räcker med en hög nivå av feedback och goda arbetsförhållanden utan att ett högt inflytande från ledaren är direkt avgörande för att utöva ett bra ledarskap. Arbetet bidrar med kunskap om hur de moderna ledarna på ettbättre sätt bör anpassa sitt ledarskap för att få ut det mesta av den stora generationen Millennials. / Millennial generation represents a substantial amount of the total population and will in the future represent the majority of the labor market. Previous research has shown that previous generations and Millennials differ in their management, organizational and motivational preferences. The fact that the Millennial generation differs from previous generation is a specially noted factor within the workplace and the manager-employee relation. In order to efficiently manage this ambitious generation, the modern manager has to adapt to the specific management preferences that they have. The purpose of this study is to examine what management factors the Millennials have and prefer as well asassess how the modern manager can adapt their leadership to successfully cope with this generation. The study will investigate whether the preferred and executed leadership is transformational or transactional. The purpose was tested with data collection using surveys focused on two different groups, the Millennials and theleaders. The results show that the Millennial generation prefers the transformational leadership and highly value factors of management that pursue meaningful feedback, good work relations and allow high involvement. However, the modern leader cannotjust implement a management style with feedback and good work relations, the factor of being influential and using empowerment is a crucial factor in achieving great leadership. The study contributes with knowledge of how the modern leader should adapt their leadership in order to maximize the potential of Millenials.

Studiens syfte var att undersöka om det gick att predicera personalomsättningen utifrån typen av ledarskap. Ledarskapsstilarna som undersöktes var transaktionellt och transformativt. En enkät med 27 ledarskapsfrågor och skickades ut till medarbetare med en chefsposition på en offentlig organisation. Enkäten behandlade påståenden rörande olika dimensioner av transaktionellt ledarskap, transformativt ledarskap samt laissez- faire ledarskap. Endast en dimension av transaktionellt ledarskap användes vilket var contingent reward. De två dimensionerna av transaktionellt ledarskap som inte användes i analysen var active management by exception samt passive management by exception. De två prediktorerna contingent reward och transformativt ledarskap korrelerade och därmed genomfördes en enkel regression med transformativt ledarskap som prediktor och personalomsättning som utfallsvariabel. Studiens resultat visade ett signifikant samband mellan högre transformativt ledarskap och lägre personalomsättning. Studiens slutsats var att transformativt ledarskap kan predicera personalomsättningen. / The purpose of this study was to examine if the type of leadership could predict the personnel turnover. The leadership styles that were included in this study was transactional leadership and transformational leadership. A questionnaire was designed with 27 questions regarding leadership and were sent to employees with a chief position within a public organization. The questionnaire covered claims regarding different dimensions within transactional, transformational and laissez-faire leadership. Only one dimension was used within the transactional leadership which was contingent reward. The two dimensions that was excluded was active management by exception and passive management by exception. The two predictors contingent reward and transformational leadership correlated and therefore a simple regression was used with transformational leadership as predictor and personnel turnover as outcome variable. The outcome of the study showed a correlation between increased transformational leadership and decreased personnel turnover. The conclusion of the study was that transformational leadership could predict personnel turnover.

Bakgrunden till denna studien tar avstamp i de ständigt ökade regleringarna inom den finansiella sektorn, särskilt inom bank och försäkring. Denna sektor har upplevt tyngre regleringar sedan Enron skandalen 2001 vilket kulminerade till Sarbanes-Oxley Act 2002, som fortfarande är aktivt reglerad idag. Under 2018 tillkom två nya regleringar som trädde i kraft för den svenska finansiella sektorn, nämligen “Markets in Financial Instruments Directive II” (MiFID II) och Lagen (2018:1219) om Försäkringsdistribution (LFD). Dessa tillkomna regleringar kan ha en inverkan på chefer och deras ledarskap på verksamheter inom bank och försäkring. Syftet med denna studie är att illustrera potentiella indikatorer om, och hur, nya finansiella regleringar kan inverka på chefers ledarskap. Studien har därav ämnat sig till att använda transaktionell respektive transformativ ledarskapsteori för att tolka och analysera tio chefers upplevelser av de ökade regleringarna. Den empiriska data som har samlats in från en organisation, verksam inom bank- och försäkring, indikerar på att regleringarna kan ha påtagliga effekter på chefers ledarskap. Cheferna återgav ett ökat bruk av transaktionellt ledarskap genom direkt kontroll. Detta då de behövde säkerställa om medarbetarna efterlevde de nya regleringarna. Några av cheferna uttryckte framträdande förändringar i ledarskapet efter att de nya regleringarna trätt i kraft. Detta resulterade i ett mer kontrollerande och transaktionellt ledarskap, då den större delen av tiden spenderades på kontroller och lämnade således mindre utrymme för det transformativa ledarskapet. Vid införandet av en administrativ roll avlastades stora delar av det administrativa arbetet för cheferna, så de återigen kunde återvända till deras tidigare utövade ledarskap. Studien konkluderar att det finns indikationer på att regleringar kan påverka chefers ledarskap men kan till stor del bero på hur verksamheten väljer att delegera det administrativa arbetet. Det finns även indikationer som visar att nya regleringar kan gynna vissa ledarskapsstilar. Vid ökade kontroller indikerar det, som ovannämnt, ett ökat bruk av direkt kontroll, ett typiskt drag hos det transaktionella ledarskapet. Å andra sidan indikerar avskaffandet av kontingentbelöningar inom försäljning, ett ökat användande av ett transformativt ledarskap. / The background of this study originates in the expanding regulation of the financial sector, specifically within the banking and insurance business. This sector has experienced heavier regulations since the Enron scandal in 2001 which culminated in the Sarbanes-Oxley Act of 2002, and is still being actively regulated today. During 2018, two new regulatory frameworks were added to the Swedish financial sector, namely Markets in Financial Instruments Directive II (MiFID II) and the Insurance Distribution Directive (IDD). This, and any other new addition to the legal framework, may affect managers and their leadership within an organization which operates within the banking and insurance business. The purpose of this study is to illustrate how new financial regulations may affect managers’ leadership. The study has therefore employed the use of transactional and transformative leadership theory to analyze ten managers’ personal experiences of the increased regulatory framework. The empirical data gathered from an organization currently operational within the banking and insurance sector suggest that regulations may have tangible effects on the managers employed there. The managers reported an increased use of direct control, whereby they would examine if their subordinates were compliant with the new regulations or not. Some of the managers expressed significant alterations in their leadership when the new frameworks were first introduced which resulted in a more controlling and transactional leadership, as most of their time was spent assuring employee compliance. However, upon the implementation of an administrative role that relieved the managers of most of the compliance control, they could once more return to their favored leadership style. The study concludes that there are indications of the regulations affecting managers’ leadership but that it’s heavily dependent on how an organization chooses to delegate the compliance work. There are also certain indications that the nature of new regulations could favor certain leadership styles. An increase in compliance work also suggests an increase in the use of direct control, a common trait in transactional leadership. On the other hand, the abolishment of contingent rewards for sales indicates an increase use of transformational leadership.

Den här studien behandlar ämnet ledarskap. Teorier konkluderar att det normativa ledarskapsidealet baseras på det transformativa ledarskapet. Syftet med uppsatsen är att studera om en ny ledare i organisationer gör anspråk på ett normativt ledarskapsideal och vilka konsekvenser det får, samt i vilka avseenden det finns skillnader mellan den nya chefens beskrivningar av intentioner och vad chefens ansett sig ha uppnått överens med medarbetarnas uppfattningar. Två nya ledare, som varit i liknande situationer, har studerats och jämnförts. Resultatet pekar på att nya chefer som försöker följa det normativa ledarskapet kan skapa omedvetna hinder för sig själva. Det transformativa ledarskapet i samband med stilen som ett ideal kan medföra oanade problem för nya chefer så som fantasiföreställningar om sitt eget ledarskap. Nya chefer som inte söker sig till normativa ledarskapet har det däremot lättare att etablera sig och accepteras i deras nya organisationer.

The primary trouble befalling Nigeria and its Niger Delta has been described as a failure of leadership. At various periods during the late 20th and early 21st centuries, Nigeria endured a bloody civil war and years of repressive military rule. Violence in the Niger Delta region, widespread brain drain, and frequent strikes that disrupted academic calendars at universities had serious ramifications for the region's educational system. This study explores former students' perceptions of perceived leadership qualities seen in educational leaders at universities in the Niger Delta and how those qualities impact the acquired leadership skills of expatriate Nigerian postgraduates. Participants were Nigerian postgraduates living in Africa, Europe, and North America. Twenty-three men and 4 women took part in the study. Purposeful snowballing sampling procedures was used to select the sample. A mixed method design was used to collect data through structured electronic-mail surveys, and data were analyzed using constant comparative analysis procedures. Fifteen areas of influence emerged from expatriates' perceptions of these educational leaders. Areas of influence were categorized into 4 major constructs: Leading qualities, Perceived produced impacts, Perceived barriers, and Responses. Expatriates perceived few negative leading qualities but perceived too many real negative impacts that posed barriers to their acquired leadership skills. They are aware that these perceived barriers could be social, economic, environmental, and ethnic. These perceived impacts and barriers have generated fear in respondents. Anger appeared to be postgraduates' most common response to negative leadership qualities of educational leaders, while restlessness, associated with desire for effective leadership in the region appeared to be a common attitude among respondents. Because educational leadership has tremendous impact on the lives of the country's postgraduates, and in light of increasing reports of "brain drain" from the region, Nigeria's educational leadership should be researched from every possible angle. A new theoretical model of perceptions of leadership qualities should be the focus of future research as Nigerian expatriates examine their own leadership qualities and, eventually, put them to use.

Outpatient physical therapy clinics (OPTC), like many other healthcare organizations, face an array of challenges in meeting the needs of the growing elderly population. The leadership behavior of OPTC managers is a key component to secure employee loyalty, accommodate increased patient demand, and implement positive organizational change. The purpose of this nonexperimental quantitative survey designed study was to investigate the relationship between the leadership styles perceived by OPTC healthcare managers and nonmanagerial employees, as measured by the Multifactor Leadership Questionnaire Short. The primary research question examined the difference between the OPTC managers' self-perceived leadership style and the nonmanagerial subordinates' perceptions of the manager's leadership style. The theoretical framework was the transformational and transactional leadership theory by Bass. Sampling was random and comprised of a minimal sample of 89 respondents. Data analysis included both descriptive and inferential statistics. Multiple regression analysis and correlations statistical models were used to predict the relationship of the dependent and independent variables. The results of the present study indicated a statistically significant relationship between the leadership style of OPTC managers and job effectiveness. All leadership styles of the OPTC managers were moderately correlated with job effectiveness, whereas passive/avoidant was negatively related to job effectiveness. This study is significant for OPTC leaders in their quest to create a leadership environment that fosters a positive influence on overall job performance and satisfaction among nonmanagerial staff, a formula for growth, and positive social change.

Highly qualified individuals are leaving the Caribbean and relocating to the United States and other developed countries. Researchers describe this resulting flight of human capital, or brain drain, from the Caribbean as a problem which has no clear definition or immediate solution. This phenomenological study explored perceptions of government senior executives in the United States Virgin Islands (USVI) of the cause and impact of brain drain. Burns' and Bass's transformational and transactional leadership theories were used as the framework for this study. Data were collected through a demographic questionnaire and semistructured interviews with a snowball sample of 10 participants. Data were analyzed using the phenomenological method of thematic coding. Data indicated that leaders perceived a lack of opportunities for educated individuals in the USVI. Government senior executives acknowledged an imbalance in the workforce as the majority of workers are older individuals. Government senior executives recommended an increased budget allotment to educate, retain, and attract younger Virgin Islanders to decrease and prevent brain drain. These results indicate that policymakers and organizational leaders can create positive social change by creating job opportunities and improving the island's physical and social infrastructures, thus, ensuring future organizational success.

Employee turnover remains a ubiquitous phenomenon that could negatively impact the operations and profitability of any business entity. For decades, managers, business leaders, and individuals in academia have devoted considerable time and resources to understanding and reducing the phenomenon. This qualitative multiple case study was conducted to explore the successful strategies that restaurant managers used to reduce employee turnover. The population sample consisted of 4 restaurant managers from Port of Spain, Trinidad and Tobago who had successfully used strategies to reduce employee turnover. The conceptual framework used was the transformational leadership model. Data for the study were gathered using semistructured interviews, employee records, and company documents. The data were analyzed using cross-case synthesis. The findings included 4 emergent themes. Two themes were tethered to the transformational leadership model with the focus on the constituents of individualized consideration, inspirational motivation, and intellectual stimulation. One theme was linked to the transactional leadership style under the element of management by exception active approach. The 4th theme was unexpected and tethered to practice; actions involved the use of various labor configurations to reduce employee turnover. The results of the study might be beneficial to managers not only in the restaurant industry but within the wider business ecology. With the implementation of successful strategies to reduce employee turnover, business operations and profitability could be spared degradation from operational disruptions due to frequent recruitment and labor shortages. The improved margins could be reinvested towards improving the communities and the lives of workers through positive changes in wages, therefore, contributing to positive social change.

Sverige anses idag vara ett av det mest jämställda länderna i världen. Även om kvinnor idag besitter över 50 procent av chefspositionerna inom både landsting och kommun så besitts endast 38,2 procent av chefspositioner inom samtliga sektorer på arbetsmarknaden av kvinnor. Minst kvinnor i chefspositioner finns inom den privata sektorn. Detta trots att företagsledare säger sig vilja ha jämställda arbetsplatser och styrelser. Syftet med vår studie är att undersöka om en bidragande faktor till den skeva könsfördelningen mellan män och kvinnor, i chefspositioner inom mansdominerade branscher, kan vara vad företagen uttrycker sig eftersöka för typ av egenskaper i sina rekryteringsannonser. Det finns tidigare forskning som visar att en kvinna inte är benägen att söka ett arbete där det i rekryteringsannonsen eftersökes stereotypiska manliga egenskaper. Vår studie utgår ifrån begreppen transaktionellt ledarskap och transformativt ledarskap. Transaktionellt ledarskap kopplas till typiskt manliga ledaregenskaper och transformativt ledarskap kopplas till typiskt kvinnliga ledaregenskaper. / Sweden is today considered to be one of the most equal countries in the world. Although women today hold over 50 percent of the management positions in Botha county councils and municipalities, only 38.2 percent of managerial positions in all sectors of the labor market are owned by women. The least amount of women in managerial positions are in the private sector. This is despite the fact that business leaders say they want equal workplaces and boards. The purpose of our study is to see if a contributing factor to the skewed gender distribution between men and women in managerial positions, in male-dominated industries, can be what the companies express themselves to search for the type of properties in their recruitment ads. There is previous research that shows that a woman is not inland to seek a job where in the recruitment advertisement, stereotypical male attributes are sought. Our study is based on the concepts of transactional leadership and transformative leadership. Transactional leadership is linked to typically male leadership qualities and transformative leadership is linked to typically female leadership qualities. This thesis is written in swedish.

Workplace accidents and injuries are a growing problem for organizations in Sweden as well as in many other countries. As a consequence, improving workplace safety has become an area of increasing concern for employers and politicians as well as researchers. The aim of this thesis was to contribute to an increased understanding of how leadership and management practices can influence safety in organizations. In Study I, three leadership styles were investigated to determine their relative importance for different safety outcomes. A leadership style specifically emphasizing safety was found to contribute the most to employee safety behaviors; transformational leadership was found to be positive for safety behaviors only when it also involved a safety focus; and a transactional leadership style (management-by-exception active) was shown to be slightly negatively related to workplace safety. Study II examined the role of leader communication approaches for patient safety and the mechanisms involved in this relationship. Support was found for a model showing that one-way communication of safety values and leader feedback communication were both related to increased patient safety through the mediation of different employee safety behaviors (safety compliance and organizational citizen behaviors). Study III explored whether and in what ways the use of staff bonus systems may compromise safety in high-risk organizations. The three investigated systems were all found to provide limited incentives for any behavioral change. However, the results indicate that design characteristics such as clearly defined and communicated bonus goals, which are perceived as closely linked to performance and which aim at improved safety, are imperative for the influence that bonus programs have on safety. Group-directed goals also appeared to be more advantageous than corporate- or individual-level goals. The thesis highlights the importance of actively emphasizing and communicating safety-related issues, both through leadership and in managerial practices, for the achievement of enhanced workplace safety. / <p>At the time of the doctoral defense, the following paper was unpublished and had a status as follows: Paper 1: Manuscript.</p>