A number of studies have addressed the correlations between transformational leadership and its impact on the self-efficacy of teachers. This quantitative, non-experimental study design adds to this growing body of knowledge by examining the transformational leadership qualities of school principals as perceived by female teachers, and its influence on their self-efficacy. For this study, the targeted population was 208 teachers within a single all-female school district in Jeddah, Saudi Arabia. At the time of this study, this school district included eight all-female public schools, which were all similar with respect to physical infrastructure, curricula, number of teachers and students, and the socioeconomic status of the local population. Two validated survey instruments were used for this study: (a) the Principal Leadership Questionnaire (PLQ) for assessing transformational leadership characteristics; and (b) the Teachers' Sense of Efficacy Scale (TSES) to evaluate the teachers' sense of efficacy. The data were formatted using Qualtrics survey software and all data were analyzed in SPSS (V26). In total, data from 85 surveys were analyzed. Descriptive and statistical analyses indicated that the surveyed teachers did perceive that their school leaders' behavior reflected transformational leadership characteristics. Pearson's correlation analysis was utilized to determine the relationship between teachers' perceptions of their principals' transformational leadership and their sense of self-efficacy, revealing a statistically significant positive correlation between the two variables. A bivariate analysis was conducted using Pearson correlation coefficients and a 2-tailed test to investigate the relationship between all dimensions. The correlation indicated that vision, modeling, and goal acceptance were significantly correlated to efficacy for student engagement and instructional strategies. Conversely, results indicated the absence of statistically significant correlations between individualized support and student engagement; similarly, no correlation was found between intellectual stimulation and high expectations with any of the teacher-efficacy factors. Multiple linear regression was used to examine whether the moderating factors of teaching experience and level of education would represent significant predictors for the linkage between principals' transformational leadership and teachers' sense of efficacy. The results showed that neither variable was a significant predictor for teachers' views of their leaders' transformational behaviors and their level of efficacy. Finally, t-test analysis was used to examine the differences between elementary and secondary teachers' perceptions of their principals' transformational leadership behaviors. A significant difference was found between teachers' perceptions of their principals transformational leadership style and the school level (e.g., elementary, middle, or high school). The results from this study are consistent with the theoretical framework that transformational leadership theory has a positive impact on teachers self-efficacy, as well as support findings from prior studies in this area of educational research. The findings from this investigation provide useful data to those studying educational leadership, as well as school principals, administrators, and other leaders who play significant roles in changing, facilitating, and improving education. Additional studies are recommended to determine if this relationship exists in all-male schools in Saudi Arabia or in other countries. / Doctor of Philosophy / A number of scholars have addressed the relationship between transformational leadership style and teacher self-efficacy, indicating that teachers display increased levels of self-efficacy when working under the direction of a principal who practices transformational leadership. This quantitative, non-experimental study design examined the transformational leadership qualities of school principals as perceived by female educators teaching in all-female public schools located within a single school district in Saudi Arabia, as well as how this relationship impacted their sense of self-efficacy. Two survey instruments were used: The Principal Leadership Questionnaire (PLQ), and the Teachers' Sense of Efficacy Scale (TSES). Resulting data analysis indicated that teachers did perceive that their school leaders' behavior reflected transformational leadership characteristics. Moreover, the findings from the study confirmed a significant positive correlation between the principals' transformational leadership and teachers' self-efficacy. This study is expected to contribute to a greater understanding of the effect of leadership practices on the self-efficacy of teachers, with a corollary understanding of how this relationship may enhance educational outcomes for students.

When Financial Holding Company Act announced on 2001.7.9, it changed the finance industry in Taiwan. As an enterprise begins to grow rapidly, leaders play very important roles on how to lead a successful enterprise. In this study, transformational leadership is used as independent variable, employee¡¦s job satisfaction and employee¡¦s job performance as a dependent variable. In this research, the staff of ING Life Insurance Company Ltd. is the object. The purpose of this research is to find out the effect of transformations leadership to job satisfaction and job performance. Questionnaire survey is the way to collect data for this research. The compilation of questionnaire is according to the scale which is compiled by formerly researchers of the related field, and to repeat to verify concept construction in factor analysis. There are 169 pieces questionnaire being gathered. The main methods of analysis are to take hypothetic-verification by descriptive statistics, One-Way ANOVA, and correlation analysis. The results are as follows: 1. Overall, some supportive results of this study illustrate the significant difference in perception of transformational leadership, job satisfaction and job performance. 2. Transformational leadership, have made significant difference in perception of job satisfaction. Especially the leader¡¦s ¡§charismatic leadership and individualized considerations¡¨ are influenced deeply by the perception of job satisfaction 3. Transformational leadership, have made significant difference in perception of job satisfaction. Especially the leader¡¦s ¡§creating a new vision and intellectual stimulation¡¨ are influenced deeply by the perception of job performance. Finally, the concrete suggestions have been mode by conclusions of this research to leaders of ING Life Insurance Company Ltd. and direction for future research in reference.

This study examined the impact that school leaders have on teacher job satisfaction and student achievement. The threefold purpose of this study was to (1) compare transformational and instructional leadership theories, (2) examine the unique impact that school leaders have on student achievement and teacher job satisfaction after controlling for school context and principal demographics, and (3) find which specific leadership practices are associated with increased student achievement and teacher job satisfaction. Participants were 558 teachers from 37 elementary schools in the Intermountain West. Teachers completed the Teachers' Job Satisfaction Scale (TJSS), and were randomly assigned to complete the Multifactor Leadership Questionnaire (MLQ) or the Principal Instructional Management Rating Scale (PIMRS). Student achievement was measured by the Iowa Test of Basic Skills (ITBS) and the Criterion Referenced Test (CRT). Multiple regression and hierarchical linear modeling were used to find the relationships between these measurements. Results indicated that instructional leadership explained more of the variance in student achievement and teacher job satisfaction than transformational leadership. Leadership predicted a meaningful but nonsignificant amount of variance in student achievement, and a large significant amount of the variance in teacher job satisfaction. The control variables of school context and principal demographics tended to explain more of the variance in achievement scores, while leadership explained a majority of the variance in teacher job satisfaction. The leadership functions that were associated with increased student achievement were monitor student progress, protect instructional time, provide incentives for teachers, provide incentives for learning, and contingent reward. The leadership functions that were associated with increased teacher job satisfaction were supervise and evaluate instruction, maintain high visibility, provide incentives for teachers, promote professional development, provide incentives for learning, and individualized consideration. The implications of these findings, as well as the limitations of this research, will be discussed.

Leadership style builds up the organizational culture while the organizational culture develops the leader ship style. The great organizational culture and fit leadership style for business environment and future development can improve employee job efficiency and encourage employees put efforts to achieve the organization goal. In this study, we would like to understand the relationship between leadership style, organizational culture, personal characteristics and performance to provide some suggestions for organization on consideration of employee performance improvement. The analysis result of this study states as follows: 1.Manager leadership has positive influence to organizational culture. The result implies that the transformational leadership has strongest influence on organizational culture development while transactional leadership is associated with hierarchy culture and market culture. 2.Organizational culture has positive influence to employee job performance. The result indicates the adhocracy culture has the strongest influence on contextual performance while hierarchy culture has the strongest influence on task performance. 3.The manager leadership style has positive influence to employee job performance. The result suggests that the transformational leadership has stronger influence on contextual performance then transactional leadership. 4.Organizational culture has mediating effect on the relationship between the manager leadership style and job performance. The result states that the adhocracy and hierarchy culture have absolute mediating effect on the relationship between transformational leadership and job performance. 5Personal characteristics have positive influence to job performance. The result indicates that employees with the internal locus of control have higher job performance. 6.Personal characteristics have no moderating effect on the relationship between manager leadership style and job performance. 7.The analysis result of respondents¡¦ background variables shows that the employees¡¦ position influences the job performance and the managers¡¦ tenure influences the transformational leadership which indicates the longer the managers stay in the organization, the stronger influence shows on the association with transformation leadership. 8.The industrial analyses implies that employees who work under transformational leadership with hierarchy culture in digital industries , under transformational leadership with adhocracy culture in other industries and under transactional leadership with adhocracy culture in other industries have higher job performance.

For the adaptation of rapid environment variation and human affairs cost reduction, the tendency toward introducing flexible workaround and the atypical employee for the government departments already becomes quite obviously, but in the enforcement process should try to avoid causing the policy value conflicts, the opposition between workers and capitalists, and social conflicts. Therefore, it needs to have the complete promoting policy and suitable methods to the transformation of the flexible rules of choosing talent on order to strive for society approval. The research object focuses on the official staff and the atypical employee who deal with environment cleaning affairs in New Taipei City, Taichung City, and Kaohsiung City. For the purpose of understanding the thoughts of the official staff and the atypical employee, the discussion for the individual attribute, transformation leadership behavior, affective organizational commitment and organizational citizenship behavior is regarding as the reference of flexible human resource usage of government departments. The following are the discoveries in this research results. 1.The ¡§affective organizational commitment¡¨ for the official staff and atypical employee has obviously influences on ¡§altruism behavior¡¨ and the influences on the atypical employee are greater than the official staff. 2.The ¡§inspirational motivation and intellectual stimulation¡¨ for the official staff and atypical employee have obviously influences on ¡§altruism behavior¡¨ and the influences on the atypical employee are greater than the official staff. 3.The ¡§affective organizational commitment¡¨ has remarkable influence on the ¡§seriousness and responsibility¡¨ of the atypical employee, but not for the official staff. These results show that the employment identity plays an important role exactly in the employment relations. Different employment identity will affect employee not only how they treat the relationship between themselves and employers but also the responses on their behaviors. This research focuses on the discussion on the research results, and also brings up some advices for government departments on physical future researches of flexible human resource usage.

Nationwide reform efforts strive to improve schooling through a range of approaches including improving the quality of campus leadership, restructuring organizational design, and revamping instruction. National and state education policies reflect the reforms addressed in educational research literature and drive state, district, and campus based improvement initiatives. For example, the more recent influence of the No Child Left Behind Act (NCLB) and the Adequate Yearly Progress (AYP) accountability system has led to a significant increase in the use of data to drive instructional decision-making. Campus leadership is key to both the successful implementation of data initiatives (Wayman and Stringfield, 2006) as well as comprehensive reform efforts (Leithwood & Jantzi, 2005). The literature provides a wide array of leadership theories that offer promise in understanding more effective approaches to leading school improvement efforts; however, much of this literature remains conceptual and vague (Leithwood, Harris, & Hopkins 2008). Data use has gained increasing attention in the literature as well, but the research lacks a strong conceptual framework for leadership. The purpose of this paper is to view data use through the lens of Leithwood’s model of Transformational Leadership in order to explore the linkages between the leadership theory and data use practices and to offer a framework that situates data use as a tool to increase all students’ academic performance and build a democratic and socially just learning organization. The linkages between Transformational Leadership and data use are presented as both bodies of literature are reviewed. The study was guided by the following questions: 1) What are the levels of Transformational Leadership Behaviors exhibited at each campus? 2) What are the data use practices being implemented on each campus? 3) What is the relationship between Transformational Leadership and data use? Two schools served as the sites for the research which drew on both quantitative and qualitative data sources to address the research questions. Results and findings show evidence of Transformational Leadership Behaviors that linked closely with the data use practices. The final discussion offers a preliminary conceptual framework delineating the intersection between the theory of Transformational Leadership and data use in schools. / text

Tyrimo tikslas: nustatyti skirtingo tipo organizacijų – mokyklų, verslo organizacijų ir politinių organizacijų – darbuotojų vertybines orientacijas ir jų sąsajas su subjektyviai suvokiamu transformaciniu vadovavimo stiliumi. Tyrime dalyvavo 184 organizacijų darbuotojai, iš kurių 57,6 proc. moterys ir 42,4 proc. vyrai. Tiriamąją imtį sudarė trijų tipų organizacijų darbuotojai: 28,3 proc. politinių, 23,4 proc. švietimo bei 48,4 proc. verslo organizacijų darbuotojai. Tiriamųjų amžius svyravo nuo 19 iki 70 metų. Tyrimas atliktas pasirinkus apklausą raštu. Nustatant darbuotojų vertybines orientacijas naudota M.Rokeach (1973) vertybinių orientacijų tyrimo metodika (VOT). Tyrime naudota tik terminalinių vertybių skalė, tirianti fundamentalius dalykus, kurių siekiama kaip galutinių gyvenimo tikslų. Nustatyti, ar darbuotojai vertina savo vadovų vadovavimo stilių kaip transformacinį, naudota Bendroji transformacinio vadovavimo skalė (angl. GTL – Global transformational leadership scale), 2009 metais adaptuota Lietuvoje (adaptavo A.Stelmokienė ir A.Endriulaitienė). Tyrimo rezultatai parodė, kad švietimo ir politinių organizacijų darbuotojai labiau pasižymi dvasinėmis vertybinėmis orientacijomis, o verslo organizacijų – materialinėmis. Verslo ir švietimo organizacijų darbuotojai vienodai vertina savo vadovų vadovavimo stilių, tuo tarpu politinių organizacijų darbuotojai savo vadovų vadovavimo stilių vertina kaip transformacinį. Švietimo ir politinių organizacijų darbuotojų vertybinės... [toliau žr. visą tekstą] / Research objective: to establish value orientations of employees of different organisation types (schools, business organisations, political organisations) and their coherence with subjectively comprehensible transformation leadership style. 184 employees from different organisations participated in the research: from which 57,6 % were women and 42,4 % men. Research sample was constituted of employees from 3 organisation types: 28,3 %. of employees were from political, 23,4 % from educational and 48,4 % from business organisations. Age range of the subjects differentiated from 19 till 70. The research was conducted by survey in written from. M.Rokeach (1973) value orientation assessment methodology was used in order to establish value orientation of the employees. Terminal value scale which examines only fundamental things (things that are pursued as terminal goals in life) alone was used in the research. GTL – Global transformation leadership scale was used to determine wether the employees rate their managers leadership style as transformation leadership – this scale was adapted for use in Lithuania in 2009 (the adaption authors are A.Stelmokienė and A.Endriulaitienė). The results of the research showed that employees from political and educational organisations may be characterizes as having higher spiritual values and employees from business organisations were concentrated more on material values. The employees from business and educational organisations assessed... [to full text]

This thesis seeks to study the phenomenon of transformational journeys in major organisations, defined as a process of radical change delivering dramatic and sustained improvement in market competitive performance within an aggressive timescale. This is characterised by strategic repositioning, alongside shifts in both strategic and organisational architecture, and is observable as periodic in the life of an organisation. A research framework for observation and explanation is taken from theories and research in strategic change, strategic intent and competitive advantage, strategic and organisational architecture, management process in transformation and typologies of transformational journeys. The primary research question, “how do top managers in different organisations lead and manage transformational change?” was addressed with an overall qualitative dual approach: firstly a pilot cross-company study with executives from 23 organisations to develop a high level typology and compare and contrast aspects of process; secondly longitudinally to examine in detail the complex interrelationships and aspects of emergent process. The prime empirical work was a main case study of Thames Water Utilities on a 7 year journey. Limited or secondary data was used from around 7 other longitudinal cases. The thesis conclusions make a number of specific propositions: around effective use of the descriptive framework and metaphor of a journey; on dependencies between aspects of context, content and process of change in transformation; on typologies of different journey management styles; on perceived conditions for success; and on practical applicability. Specifically, the adoption of “navigational leadership” capability, defined by a number of dimensions and characteristics, is explored as a new and emergent style appropriate in future business circumstances of increasing change and uncertainty. The research also concludes that such styles can be learnt and adopted by top teams.

This publication-based dissertation examines human-related success factors for the implementation and application of data analytics tools and methods within the decision-making process of organizations. Generated insights on human-related factors are outlined and described in six chapters. First, a general introduction to the subject is provided and the research is positioned within a broader overall context. Additionally, the first section comprises a summary of the research papers included, along with publication information. Chapter 2 presents a systematic literature review summarizing the capabilities of Big Data analytics (BDA) with regard to firm performance. Five key capability clusters have been identified to categorize all relevant human-related capabilities across existing research to date. Chapter 3 presents an empirical research paper examining the relevant managerial aspects that must be considered when shifting from intuitive to analytics-based decision-making. Introducing a six-factor framework, the chapter outlines the findings of an indepth single case study of a German manufacturing organization that has already implemented analytical methods and tools within its decision processes. Chapter 4 contains the second empirical paper, which outlines the crucial role that executives play within the process of a firm’s digital transformation toward the application of analytics. Based on conducted interviews, four managerial archetypes are identified, with detailed descriptions of their characteristics, capabilities, and contribution to transformation. Chapter 5 introduces a teaching case study that sheds light on best practices relevant to the application of analytics. This case study describes the most critical factors for success in the use of an AI tool using an example from Wilo, a leading German manufacturer of pumps and pump systems. Finally, Chapter 6 summarizes the findings of this publication-based dissertation, outlines its contributions to academia and practice, and presents its limitations and potential avenues for future research.

This study links ethical leadership theory to the implementation of improved leadership practices and examines whether ethical leadership characteristics actually exist, particularly in highly operational environments. The study analyses how ethical leadership can be embedded by process, by applied leadership (role modelling), and by changing culture and climate. The conclusion reveals that all three approaches are needed for an implementation and depend on middle managers, otherwise no organisational transformation is possible. The research design of this qualitative study analyses data from 100 in-depth interviews using inductive categorisation, aiming to retrieve deep, rich and unprompted data from a highly developed and advanced production facility. The ethical leadership characteristics, and evidence specific influences on leadership behaviour, revealing 14 perceived leadership issues resulting in a leadership climate which negatively influences motivation, performance, and corporate culture. These issues were found to be responsible for deteriorating work climate, motivation, morale, and team spirit. Particularly favouritism, inequalities, shouting, blaming, internal competition and unclear strategies ruin motivation, employee health, and co-operation. Concerning the implementation of a better suited leadership culture, a research framework model is developed, integrating transformational change and leadership. Findings document that the influence of middle managers acting as role models seems to be greater than research suggests. Key findings also show that individual leadership development without changing the corporate realities is not sufficient to implement ethical strategies. Neglecting to actively control the leadership climate can have devastating effects even for very successful operations. Considering the pressure of goal attainment in highly operational areas, an absence of unethical behaviour can already be seen as a success for leaders. Finally, a change process sequence for shaping leadership climate was identified. These research results are highly relevant for organisations and leaders wishing to be engaged in improving their leadership quality.