Principal leadership is crucial to improving school effectiveness and positively affecting organizational culture in the midst of expectations from education reform mandates. Principals who provide direction and exercise influence can inspire commitment from organizational members to attain shared goals. Rural school principals face unique obstacles and situations as documented in the research and literature. This qualitative research study aimed to provide insight as to the perceived impact of transformational leadership behaviors and characteristics on organizational culture. This study also provided insight as to the transformational leadership behaviors and characteristics perceived to positively affect organizational culture. The protocols, which included interviews, were administered by the researcher to principals and certificated teachers at four rural elementary schools (two elementary schools not in Program Improvement [PI] and two elementary schools in PI) in Fresno County that met specific student demographic criteria. The data from the interviews provided insight regarding increased individual and collective stress in rural elementary schools due to the unprecedented expectations of NCLB. The organizational response to this increased stress was found to be contingent on the behaviors and characteristics by the rural elementary principal. The findings indicated a difference in perceptions between certificated teachers at the rural elementary schools not in PI and in PI. The rural principals in non-PI schools utilized communication to define clear expectation, and a collaborative decision making process to develop a shared vision which cultivated trust among certificated teachers to improve organizational culture and student academic achievement. The rural principals in PI schools were found to have utilized bureaucratic leadership approaches. The bureaucratic leadership approaches led to increased stress and frustration among certificated teachers. Frustration was found to have negatively affected organizational culture and no improvement in student academic achievement. This study validated the need for rural school principals to be aware of effective leadership approaches to positively affect organizational culture.

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The purpous of this qualitative study is to spotlight some of the followers/employess technostress concerns associated with future AI implementation in one of the Swedish public centers. The methodology used in this research is a deductive approach and primary data was collected by conducting nine semi-structured interviews with followers /mployess working at a social care center in Växjö Municipality, Sweden. The findings support that transformational leadership style can be utilized to address followers´technostress fears in the understudy social care center through enhancing followers engagement. Conclusively, transformational leadership style interaction with followers enables leader to enhance followers engagement and mitigate technostress factors generated by AI implementation.

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Indiana University-Purdue University Indianapolis (IUPUI) / It is not a new phenomenon that there is a high turnover rate among social workers. In particular, child welfare has shown the highest rates of staff turnover. To address the issue, turnover and retention of child welfare workers have been studied for decades. The history of research produced a long list of determinants for child welfare worker turnover, more than 20 factors, and showed conflicting findings with the same variables. Moreover, the long list of factors for workers’ decisions to leave has poorly contributed to organizational practices for retaining child welfare workers. Therefore, this study aims to examine organizational factors, particularly leadership, for child welfare worker turnover intention, in order to help child welfare agencies to invent a practice model to prevent qualified worker’s turnover. To do so, it is important to examine the effect of organizational commitment on employees’ turnover intention. Therefore, following is the primary research question: Does the use of transformational leadership style in social work organizations explain child welfare worker turnover intention? A cross-sectional survey research was employed among workers in public child welfare agencies in a Midwest state, United States (N=214). Five models were examined in terms of the direct and indirect effects of transformational leadership on turnover intention of child welfare workers using STATA ver. 15. The study finding showed that transformational leadership styles of local office directors had a direct and negative effect on child welfare workers’ turnover intention. As a result, this study recommends that child welfare provide local office directors with leadership training to reduce preventable turnover of child welfare workers. However, the findings should be cautiously interpreted due to the sampling strategy used in this study.

Multi-Source Feedback (MSF) has become an important tool for leadership development programs. Previous research has examined how self-other agreement in MSF relates to leadership effectiveness. Discrepancies exist in the literature between how to measure self-other agreement and which method best depicts self-awareness. The current study examined the relationship between various measurements of self-other agreement, self-awareness and transformational leadership. MSF data were collected from target leaders (n = 31), and their respective direct report, peer and supervisor raters (n = 233). Raters also evaluated their leaders' self-awareness and leadership behavior. Self-other agreement was measured using a reliability coefficient, self-other agreement r, and a difference squared score, self-other agreement D2. These measures of self-other agreement as well as the direct measure of self-awareness were used to predict transformational leadership. Results indicated that self-other agreement r did not significantly predict transformational leadership, while self-other agreement D2 did significantly predict some of the dimensions of transformational leadership. However, the direct measure of self-awareness was the strongest predictor of transformational leadership. The two methods of calculating self-other agreement did not have a significant correlation, indicating that they may be measuring different constructs. The direct measure of self-awareness also did not correlate significantly with self-other agreement, suggesting that there is a conceptual gap between these two constructs and complexities may arise when researchers operationalize self-other agreement as self-awareness. The issues surrounding the various methods of measuring self-other agreement, as well as the possible confounding effects of the direct measure of self-awareness and difference scores are discussed. Implications for interpreting self-other agreement in MSF processes are also discussed.

Analysis of sōkyoku jiuta, Japanese traditional music of the Edo period for koto and shamisen, has in the past relied primarily on static tetrachordal or hexachordal models. The present study takes a transformational approach to traditional Japanese music. Specifically, it develops a framework for six-pitch hexachordal space inspired by Steven Rings’s transformational approach to tonal music. This novel voice-leading space yields insights into intervallic structure, trichordal transposition and hexachordal voice leading and transformations of this music at both its surface and large-scale levels. A side-by-side comparison with Rings’s approach highlights differences between the hexachordal and diatonic systems.

Effective spiritual care is difficult to define and evaluate objectively. As chaplains and Religious Support Teams endeavor to provide care in the highly mission-focused and objective-driven context of the United States military, this difficulty becomes uniquely problematic. The author demonstrates this reality using an exemplar Air Force Reserve chapel team as a case study. Blending transformational leadership, situational leadership, and John Kotter’s change model, the author constructs a vision for change culminating in a base level Operating Instruction that offers specific objectives, measurable tasks, and qualification metrics. Alongside this instruction, he crafts an Implementation Strategy designed to strategically inspire and motivate teams toward change. In doing so, he provides a path forward to allow chaplains to not only evaluate ministry effectiveness but also enhance communication with leaders at the base level and up into the highest levels of the Department of Defense.