No / Notions of leadership change over time. The last two decades have been dominated by US models of ¿heroic¿ leadership, based largely on predominately male-biased samples, which have been focused on studies of ¿distant¿ leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few ¿gifted¿ ¿charismatic¿ individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase ¿engagement¿ amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of ¿nearby¿ leadership in UK public sector organisations.

Yes / ‘Digital Era Governance’ (DEG) enables electronic networked processes for integrated, holistic public sector delivery through the adoption of contemporary digital technologies. Our study, based within the States of California and Nevada (USA), investigates the logics embedded in DEG and the critical issues involved for transformational change. We draw upon the concept of ‘enactment’ as a lens to provide insights into relevant theoretical issues. These are operationalised through an enhanced Technology Enactment Framework (TEF) to consider reforms to explore the new DEG environment and, specifically, the role of the CIO and e-government policies. Our findings reveal how public sector CIOs adopt the role of an ‘institutional entrepreneur’, who demonstrate a series of initiatives augmented through identified behaviours relating to proactive community mobilisation (leadership, member focus) and legitimisation (discourse, success stories). Furthermore, the characterisation of entrepreneurial enactment appears to be extremely beneficial to the transformation to DEG within any contemporary public sector context.

Internships provide a platform for students to apply theoretical knowledge in a practical setting and to gain hands-on experience (Simons et al., 2012). Moreover, internships can help students build networks and connections within their chosen industry, which can later prove valuable in their career development. This qualitative exploratory study investigated students' perceptions of their hospitality and tourism internships on how they perceive their career pathways after completing an internship in a four-year degree program. For this study, a group of Junior and Senior hospitality and tourism university students from a major university were interviewed. The researcher utilized a phenomenological approach to analyze the data to best understand their lived experiences and perceptions. This was further contextualized under the theoretical framework of Transformational Leadership Theory (Northouse, 2019) to help elucidate the students' perceptions of their internships on their career pathways. From this analysis process, four themes emerged from their perceptions: 1) Servant Leadership, 2) mission and vison alignment, 3) mentors, and 4) connection of learning. This study addressed the gap in the current literature of transformational leadership and college students' perceptions of their career pathways after completing an internship by understanding how the 4i's of idealized influence and charisma, inspirational motivation, intellectual stimulation, and individualized consideration are positively or negatively perceived. A key finding of the study was that students' perceptions of their career pathways were positive in both transformational and transactional internships, and only differed in the 4i's constructs. However, students who completed a transformational internship could see themselves as leaders within the organization and could see a pathway for career advancement increasing retention within the organization.

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence this leadership. Which lead us to our research question, How do managers at IKEA compare their leadership styles between being a line manager in comparison with a manager in a temporary organisation? In order to answer the research questions we conducted a qualitative method study, using semi-structured interviews as a tool we interviewed nine senior managers at IKEA who have significant experience from leadership in both organisational contexts. The managers also answered a leadership test for us to better understand their leadership; furthermore we interviewed an HR-experienced manager for context. To interpret the data, an exhaustive theoretical frame of reference was constructed with regards to our purpose, built mainly of leadership theory, organisational culture and differences organisational contexts. After presenting our data based on our main themes, a thematic analysis was conducted on the data gathered that summarized and discussed the important findings discovered in our transcripted interview material. The themes constructed were “leading to succeed”, “communication is key”, “focus on the individual”, “supportive surroundings” and “strength through unity”. Further, a framework is assembled and presented, highlighting the contrasts between the organisational contexts in regards to our constructed thematic frameworks. In our conclusions we found that the basis of our participants transformative leadership does not change between the organisational contexts, it only slightly adapts to organisational routines that differ. Furthermore we establish a connection between IKEA’s transformative organisational culture and leadership in the organisation, which are analogous in their cornerstones. The theoretical contributions complements previous research within leadership in temporary organisations, with the additions of organisational culture and the managerial perspective. And our practical contributions assist IKEA and similar companies in their understanding of their managers’ views on the fundamental contrasts in leadership in the different organisational contexts.

Magister Artium (Development Studies) - MA(DVS) / Clarifying the nexus between leadership and organisational effectiveness across the world remains a significant challenge that has raised robust scholarly debate. A wide range of conceptual models have been provided on effective leadership. But, at the global level few empirical studies have been done to examine transformational leadership in the context of Non-Government Organisations (NGOs). In line with the leadership theory and conceptual framework, this study sought to analyse members' perception of their leaders, using a case study NGO in Addis Ababa. The researcher employed both quantitative and qualitative research methods. Quantitative methodology used questionnaire surveys based on the Multifactor Leadership Questionnaire to assess the dominant leadership style within ANOPA+. Qualitative methodology was applied through semi-structured interviews, in order to deepen the understanding of the existing leadership style based on the members' perception of the organisation. The results of the study indicated that transformational leadership motivated followers to attain more than they thought possible, by appealing to followers self-esteem and inspiring them to go beyond self-centered interests. In addition, the research process identified five important gaps that impede the successful implementation of ANOPA+'s programme. First, this study revealed that ANOPA+ leaders failed to use, or lacked a proper understanding of, transformational leadership skills. Second, this empirical research, discovered that the dominant leadership style within ANOPA+ was transactional leadership. Third, this research confirmed that there was no statistically significant difference between the perception of staff and volunteers regarding the leadership style within ANOPA+. Fourth, the field data assessment showed that HIV/AIDS status is the crucial criterion for appointment as a leader in ANOPA+. However, ANOPA+ members believed that effective leaders should have a combination of the knowledge, skills and competencies that followers can use to perform their day-to-day work. Fifth, the study identified that the appointment of women in leadership positions within ANOPA+ is very low. Within the context of the above mentioned analysis, the study finally brings into focus general observations gained from the investigation and provides recommendations to policy makers and other stakeholders.

Thesis (MBA.) -- University of Limpopo, 2017 / This study drew attention to the influential role the transformational leadership constructs can play in increasing women representation in decision making structures of the Department of Social Development (DSD). The DSD’s Sekhukhune District in Limpopo Province was used as an area of study. The aim of the study was to investigate the significance of transformational leadership in pursuing gender parity in the DSD’s Sekhukhune District. The study followed an exploratory research design and implemented a qualitative methodology. A total of 10 DSD managers were targeted. Furthermore, a purposive sampling was used and interviews were conducted as the method of data collection. The data collected had been analysed thematically. The results revealed that although there have been improvements of more appointed women managers within the organisation. There were still more women managers than men managers within the organisation. However, most men occupy senior management positions while most women occupy the lower managerial positions. Most managers were not inspired to perform more than they were expected giving the reason that, they lack resources and their efforts often go unrecognised. Most managers found political appointment discouraging towards fair promotions. Nevertheless, there were enough women who possess required leadership skills. Conversely, there were no programmes that support women participation and empowerment in issues relating to gender parity. Leadership training, transformational leadership, provision of resources and salary acceleration were common suggestions to pursue gender parity. The study recommends that the DSD Sekhukhune District leadership should adopt and implement transformational leadership, change political appointment, appoint leaders with relevant qualifications, establishing a functional gender mainstreaming office within the DSD Sekhukhune District, adequate budgetary support and specialised training of staff shall assist in closing the gender parity gap.

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

To lead an organization in change is complex. Leaders today struggle with how to adapt to the digital transformational change organizations are being exposed to. Digitalization forces leaders to go beyond the traditional way of leading when professions are getting automated. This requires leaders to engage subordinates in the leadership to handle a transformational change since both subordinates and leaders are expected to adapt to technological development. Here is when the role of shared leadership becomes preferable. To investigate this complexity in the banking industry, a case study has been done. A qualitative method was used to collect and analyze the data needed to understand what leaders do to engage subordinates in the transformational change the banks are being exposed to. The results indicate that the leaders to some extent take advantage of shared leadership to involve subordinates. The findings could be applied to the shared leadership model, and the analysis shows that leaders tend to use all components to engage their subordinates, and all components are proven to be equally important. But, the analysis also shows that the banks still face challenges with being hierarchical, which inhibits the subordinates to be completely involved and engaged in the leadership. Conclusions have been made that the leaders believe they engage subordinates in transformational change, whereas not all subordinates perceive it that way.

Since 2002, the federal government has disseminated surveys to all of its federal agencies to obtain employees' views on the federal agencies' work environments. This study examined the relationship between employees' perception of their leaders' transformational leadership skills and employee job satisfaction. This study was conducted in a metropolitan area in the midwestern United States using 12 federal agencies, totaling approximately 33,000 employees. The theoretical framework for this study was transformational leadership theory. The 5 constructs published by House and Burns were used in multifactor leadership questionnaire surveys by scholarly and peer-reviewed studies and represent the primary leadership skills. The study used the job satisfaction survey to gather information on federal employees' work environments. Data were collected from a random selection of participants from agency employee rosters. The data analysis revealed a relationship between transformational leadership constructs and job satisfaction with intellectual stimulation receiving the highest correlation. All variables have a high correlation to each other with F (5, 86) =.968, p = .44, R2 (.053). The R2 value of .053 indicated that approximately 5.3% of variations in job satisfaction are accounted for by the linear combination of the predictor variables. The variables are idealized attributes and behaviors, intellectual stimulation, inspirational motivation, and individual considerations. The findings may contribute to positive social change by providing federal government leaders with an understanding of transformational leadership skills and job satisfaction.