Increasing market competition, globalisation, technological advancements and customers' awareness of service quality has contributed to environmental uncertainty within the hotel industry (Atkinson & Brander Brown, 2001; Brander Brown & Atkinson, 2001; Harris & Mongiello, 2001; Sanchez, 1997). Several researchers argue that managers' perceived uncertainty can be better managed if the general manager practises a transformational leadership style (i.e., the superior shares the organisational vision with subordinates and genuinely motivates them) (Hinkin & Tracey, 1994; Lockwood & Jones, 1989; Tracey & Hinkin, 1996; Zetie, Sparrow, Woodfield & Kilmartin, 1994; Zohar, 1994). Furthermore, the use of broad scope MAS (management accounting systems) information helps to reduce uncertainty and complexity, thereby improving decision-making (Biema & Greenwald, 1997; Chen, 1996; Chenhall & Morris, 1986; Gordon & Narayanan, 1984; Mia & Clarke, 1999; Sanchez, 1997). This study examined the relationship between hotel department managers' perception of the intensity of market competition, their general manager's (i.e., the superior's) transformational leadership style and the use of broad scope MAS information, and its effect on departmental performance (i.e., financial, non-financial and overall change in performance). In addition, this study investigated the moderating effect of national culture on the above relationship using Hofstede's (1980) theoretical framework including power distance and individualism dimensions, and undertaking the study in the Australian and Indian hotel industry. A cross-sectional design was used to present a snapshot of the relationship mentioned in the previous paragraph. In particular, two research methods-a self-administered postal survey questionnaire and face-to-face interviews-were used to improve the generalisation of the results. In total, 82 four and five star hotels (66 hotels in Australia and the remaining 16 in India) with more than 160 bedrooms returned completed and usable questionnaires. From each of the hotels and resorts, food and beverage as well as the room's department managers participated in the study. The data was gathered with the help of well-established instruments that were adapted for the hotel environment. For example, Gupta and Govindrajan's (1984) departmental performance scale; Khandwalla's (1972) market competition scale; Bass and Avolio's (1997) MLQ-5X transformational leadership scale; Chenhall and Morris's (1986) broad scope MAS information scale and Hofstede's (1980) national culture scale. In addition, major issues covered in the survey questionnaire were further discussed in face-to-face interviews with selected hotel department managers. While the quantitative data was analysed using standard descriptive statistics as well as inferential statistics (i.e., t-test and hierarchical multiple regression techniques), qualitative data was analysed using summary tables. The quantitative and qualitative analysis resulting from the survey questionnaire and face-to-face interviews with hotel department managers provided support for the two sets of findings. Firstly, the basic performance model revealed a significant and positive three-way interaction between market competition, transformational leadership style, broad scope MAS information use and departmental performance consisting of financial performance, overall change in departmental performance as well as change in departmental revenue in the past two years prior to the study. Further analysis confirmed that improvement in departmental performance was apparent when general managers practised high, rather than low transformational leadership style, with no change in the level of market competition and broad scope MAS information use. While a significant and positive direct effect of transformational leadership and broad scope MAS information use on departmental performance was evident, a significant and negative direct effect of market competition on departmental performance was also found. Secondly, Australian and Indian department managers exhibited, a significant difference in national culture, transformational leadership, market competition and MAS use, but no significant difference in departmental performance was evident. The moderating effect of national culture on the basic performance model showed that in India, culture had no effect on the three-way interaction. However, in Australia, a significant and positive three-way interaction was only evident for overall changes in departmental revenue. Perhaps this long-term favourable outcome in Australia is due to the high transformational leadership style of hotel general managers, department managers' perception of high market competition and their increased use of broad scope MAS information. The theoretical and managerial implications of the study's results, limitations and future research directions are also discussed in the thesis.

This exegesis titled

本研究主要探討國民小學校長領導風格、教師工作價值觀與教師組織成諾之關係。內容可分為三部份，首先探討國小校長領導風格、教師工作價值觀與教師組織承諾之內涵與現況；其次探究國小校長領導風格、教師工作價值觀與教師組織承諾之相關；再者希望瞭解教師背景變項在校長領導風格、教師工作價值觀與教師組織承諾上之差異情形。 本研究以台北市公立國民小學教師為對象，以「國民小學校長領導風格與教師工作狀況調查問卷」為工具進行研究，內涵「校長轉型領導量表」、「校長交易領導量表」、「教師工作價值觀量表」及「教師組織承諾量表」，各項工具以五等第量表呈現。預試有效樣本 199 位教師，以因素分析、積差相關分析、項目分析及信度分析方法檢驗預試問卷效度與信度；正式施測有效樣本 642 位教師，其中男性 178 人，女性 464 人，分別以描述統計、 t 考驗、變異數分析、積差相關等統計方法分析資料。 本研究主要結果如下： 一、「校長轉型領導」內涵包括型塑遠景、魅力影響、激發鼓舞、智識啟發及個別關懷，平均得分介於 3.61~3.78 之間，為中上程度；「校長交易領導」內涵包括主動例外管理、被動例外管理、承諾後效酬賞及實質後效酬賞，平均得分介於 2.67~3.73 之間，為中等程度。在國小教師工作價值觀方面，其內涵包括成長發展、成就聲望、創新變化、工作環境及安全福利，平均得分介於 2.69~3.84 之間，屬中等程度。在國小教師組織承諾方面，其內涵包括組織認同、努力意願及留職傾向，平均得分介於 3.76~4.18 之間，屬中上程度。 二、校長轉型領導行為與教師組織承諾呈相關；校長交易領導行為除「被動例外管理」與教師組織承諾為負相關外，其他向度與教師組織承諾亦呈正相關；此外，校長可同時兼具轉型領導與交易領導行為。 三、國小教師工作價值觀與教師組織承諾呈正相關，顯示工作價值觀高之教師，其教師組織承諾亦較高；惟「安全福利」與留職傾向無顯著相關。 四、低中高三組不同程度國小校長領導風格、教師工作價值觀在整體教師組織承諾及其各向度上答顯著差異，高轉型領導校長、高交易領導校長、高工作價值觀之教師，其教師組織承諾較高。 五、教師人口背景變項中，轉型領導部份：性別、年齡、婚姻狀況、任教年資、學校規模在知覺校長轉型領導上具有顯著差異，但學歷背景、現任職務則無顯著差異；交易領導部份：學歷背景、任教年資、學校規模在知覺校長交易領導上具有顯著差異，但性別、年齡、婚姻狀況、現任職務則無顯著差異。 六、教師人口背景變項中，性別、年齡、婚姻狀況、任教年資、現任職務在教師工作價值觀上具有顯著差異，但學歷背景、學校規模則無顯著差異。 七、教師人口背景變項中，年齡、婚姻狀況、學歷背景、任教年資、現任職務在教師組織承諾上具有顯著差異，但性別、學校規模則無顯著差異。 最後，根據文獻探討及實證研究結果提出具體建議。在教育行政單位方面：強化校長轉型領導知能、規劃實施教師生涯進階制度，以提昇教師組織承諾；在國小校長方面：兼重轉型與交易之全方位領導、加強年輕資淺教師組織承諾、鼓勵教師在職進修，增進教師對學校認同與努力意願、充分授權，拓展教師參與決策機會與行政經驗；在國小教師方面：主動參與校務活動及行政工作、培養積極工作價值觀與態度；在未來研究方面，包含對研究問題、研究對象、研究方法之建議，以提供未來研究者之參考。 / This study focused on the following topics. First, it explored the reality for elementary school principal's leadership style, which included transformational leadership and transactional leadership,teacher's work value and organizational commitment. Second, it investigated the relationship among theprincipal's leadership style, teacher's work value and organizational commitment. Finally, it tried to understand the differences between teacher's demographic variables on the teacher's perception of the principal's leadership style, teacher's work value and organizational commitment. This study employed the survey method. The subjects were 642 teachers randomly sampled from 54 public elementary schools in Taipei. The instruments included " The principal's transformational leadership inventory ", " The principal's transactional leadership inventory "," The teacher's work value inventory ", and " The teacher's organizational commitment ". Data were analyzed using the method of descriptive andinferential statistics, including frequencies, t-test, correlation analysis, and ANOVA. The major findings are: 1. The scores were above average on the principal's transformational leadership and the teacher's organi-zational commitment; the scores were average on the principal's transactional leadership and the teacher's work value. 2. Significant positive correlation existed between the principal's transformational leadership and the teacher's organizational commitment. The principal's transactional leadership also have positive correlation with teacher's organizational commitment except "passive management-by-exception". Besides, the result showed that a transformational principal can also be a transactional leader .3. Significant positive correlation existed between the teacher's work value and organizational commitment. However, there are no correlation between " safty and welfare" and "intention to stay".4. Significant differences existed among low, middle, and high principal's transformational leadership, transactional leadership, and teacher's work value on teacher's organizational commitment .5. Significant differences existed in the teacher's gender, age, marriage, seniority, school size on the teacher's perception of principal's transformational leadership .6. Significant differences existed in the teacher's academic degree, seniority, school size on the teacher's perception of principal's transactional leadership .7. Significant differences existed in the teacher's gender, age, marriage, seniority, position on the teacher's work value .8. Significant differences existed in the teacher's age, marriage, academic degree, seniority, position on the teacher's organizational commitment. According to the results of this study, the researcher tried to make some suggestions for educationalauthorities, elementary school principals, elementary school teachers and the future study.

良好的管理掌控複雜性，而有效的領導則帶動實用的革新。交易型領導的 主要精神在於領導者與部屬皆擁有足以滿足對方需求的資源，而藉由彼此 間資資源的交換過程達到相互滿足彼此需求的目的。即領導者提供報償以 促使部屬奉獻心力，滿足領導者達到組織目的；而部屬貢獻其技術、能力 ，完成約定的必要努力，以獲取應得的報償，滿足個人需求。實際上，交 易型領導與轉換型領導二者並非互斥的，轉換型領導者也須運用其獎償與 懲罰的權力以導正部屬之偏差行為。因此可謂交易型領導為轉換型領導之 基礎。然而轉換型領導與交易型最大的差別在於交易型領導係在既定的組 織文化下運作，而轉換型領導乃以改變既存的組織文化為途徑，針對外在 環境之變化，透過落實轉換型領導的內涵，以創設足以達成個人發展與組 織發展之組織文化。每個組織皆有其各自的文化以規範成員的行動，並進 而影響組織的工作績效，其內涵包括了人工器物層次、價值觀層次及基本 假設層次，其中基本假設可謂組織文化的精粹。若從工具價值的觀點來探 討組織文化，則組織文化不但可以管理，且應加以管理。而在組織文化的 形成、傳遞、管理及變遷過程中，組織領導者扮演著舉足輕重的角色。透 過轉換型領導，可改變組織人員的行為，提昇人員的道德水準，亦即可以 將轉換型領導作為改變組織文化之途逕。更進一步說，在面臨動盪不安的 外在環境下，轉換型領導者必須具備塑造新的組織文化的能力，方足帶動 組織從人工器物，到基本假設作某一方向的變遷與努力。筆者在本文中針 對轉換型領導的內涵分別提出不同之策略，而各不同之策略對組織文化產 生不同之影響。首先透過聖雄型領導可建立部屬對領導者信任、對組織目 標承諾及對組織忠誠之組織文化。透過個別化關懷，可建立尊重個人、結 合個人目標與組織目標、並求得個人發展與組織發展之組織文化。透過才 智激發，可建立激發部屬潛能並以新方法解決問題，鼓勵兼容並蓄思考、 且銳意革新之組織文化。

China is a highly attractive destination for foreign direct investment, especially to Australia with which it has a strong complementary commercial relationship. Although the need for cross-cultural leadership effectiveness presents a major challenge to Australian businesses operating in China, most extant studies emphasize cultural dimensions and cultural influences on expatriate leadership effectiveness. In contrast, this study investigates the importance and implementation of transformational leadership (TL), emotional intelligence (EQ) and cultural intelligence (CQ) as key components of cross-cultural leadership capabilities within the context of Australian-Chinese cultural differences. Specifically, it answers one overarching question: What key factors contribute significantly to cross-cultural leadership effectiveness in Australian businesses operating in China? Following an interpretivist research philosophy, this inductive study employed qualitative individual and focus group interviews with a final sample of 32 expatriate managers and 19 local Chinese managers working in 30 Australian organizations. The individual participants were top- and middle-level executives of Australian businesses operating in China in different industry sectors, including minerals and energy, manufacturing, consulting, building and construction, banking, legal services and education. Participants based their responses on their own experiences and observations. These perspectives were supplemented with equally important input from the focus group interviewees, who were Chinese local managers that work closely with the expatriates. Based upon the findings of the study, the researcher developed a holistic pragmatic heuristic model of cross-cultural leadership effectiveness for Australian businesses operating in China, which emphasizes the developmental process underlying the emergence of effective expatriate leadership. This model defined and categorized three sets of cognitive, attitudinal and behavioural characteristics of effective cross-cultural leaders: personal (intrapersonal) competencies, social (interpersonal) competencies and cross-cultural competencies. Because the model is pragmatic as well as heuristic, its framework provides practitioners (e.g. Western and especially Australian expatriate leaders) with an informed understanding of the complexity of cross-cultural leadership issues in China, the importance of having theoretical knowledge on this topic, and the need to be flexible and pragmatic in applying this knowledge in daily practice. Thus, the model offers Australian firms currently investing or intending to invest in China a specific strategy to assist expatriate selection and leadership development in that the competencies it contains can be used to recruit and develop suitable candidates and training criteria. Likewise, the model provides business coaches or business consultants serving Western organizations in China a comprehensive fundamental framework for developing competent global leaders. Hence, future research should concentrate on developing and validating cross-cultural leadership effectiveness in China model using diverse approaches.

<p>Att arbeta som sjuksköterska innebär bland annat att ha en ledarskapsroll, oavsett nivå i organisationen. Det finns många faktorer som påverkar sjuksköterskans ledarskapsroll. Syftet med studien var att belysa de faktorer som påverkar sjuksköterskans ledarskap i omvårdnadsarbetet. Studien genomfördes som en litteraturstudie där resultatet baserades på 11 kvalitativa och 3 kvantitativa artiklar. I resultatet framkom faktorer som påverkar sjuksköterskans ledarskap; sjuksköterskans personliga egenskaper, kommunikation och samarbete, delegering, tid och utbildning. För att kunna utföra ett framgångsrikt ledarskap är det viktigt att sjuksköterskan är trygg i sin ledarroll, samt har ett föredömligt handlande både i sin kommunikation och i sitt samarbete med andra professioner. Resultatet belyser också att väsentliga delar i sjuksköterskans ledarskap är att hon/han kan använda sin tid rätt genom att delegera och prioritera arbetsuppgifter till sina medarbetare för att skapa en kvalitativt god vård. Genom att få vidareutbildning och nya kunskaper inom ledarskap kan sjuksköterskan bibehålla och utveckla sin kompetens. Ledarskap är en ständigt pågående process och det är därför väsentligt att sjuksköterskor har tillgång till en mentor som handleder samt ge stöd och råd. Vidare är det betydelsefullt med fortsatt forskning inom sjuksköterskans ledarskapsroll för att stärka sjuksköterskans profession och utveckla omvårdnaden. Det vore också intressant med forskning kring skillnader mellan kvinnligt och manligt ledarskap och hur dessa skiljer sig åt.            </p><p>                                   </p> / <p>Working as a nurse involves a leadership role regardless of level of the organization. There are many factors that affect nurses´ leadership role. The purpose of this study was to elucidate the factors influencing nurses´ leadership in nursing. This study was conducted as a literature review in which the results were based on 11 qualitative and 3 quantitative research articles. The result shows significant factors influencing nurses´ leadership; the nurses´ personal characteristics, communication and collaboration, delegation, time and education. To perform a successful leadership, it is important that nurses are confident in their leadership role, and had an exemplary conduct both in their communication and co-operation with other professions. The result also highlighted that it is an essential part of nursing leadership to use the time right through to delegation and the ability to prioritize tasks to their co-workers to create a qualitively good care. By receiving education and new skills in leadership, the nurses could maintain and develop their competence level. Leadership is an ongoing process and it is therefore essential that nurses have access to a mentor who supervises, giving supports and advises. Furthermore, it is important with continuing research in the nurses´ leadership to strengthen nursing profession and quality of nursing care. It would also be interesting to research the area of differences between female and male leadership and how they may differ.       </p><p><strong>                                                                                          </strong></p>

<p></p><p>BAKGRUND: Antalet multisjuka äldre personer ökar och ett omfattande vårdbehov kan skönjas. Vårdens organisation och hur den fylls med innehåll påverkar relationen till patienten. Ledarskapsstilen påverkar upplevd arbetstillfredsställelse och den kultur som vårdpersonalen skapar tillsammans avgör livskvalitet och vårdandets kvalitet för patienten. SYFTE: Syftet med studien är att utifrån semistrukturerad observation beskriva arbetsinnehållet och ledarskap för en första linjens chef inom kommunal äldreomsorg. METOD: En fallstudie, a single case study, med semistrukturerad observation av en första linjens chef inom kommunal äldreomsorg. Studien hade en deskriptiv design med en kvalitativ ansats. Observatörens nedskrivna texter analyserades med latent innehållsanalys. RESULTAT: Utförande av arbetsuppgifter hade genomgående karaktär av ledarskap. Administration och organisering av arbete var en stor del av arbetsuppgifterna och övervägande var oplanerade. Ansvarstagande, problemlösning, bekräftelse, tjänstvillighet och organisering av arbete där personlighet, kunskap och yrkeserfarenhet påverkade ledarskapet och informantens upplevelse av utförandet av arbetsuppgifter. SLUTSATS: En första linjens chefs arbetsuppgifter är mångfacetterande och spänner sig över kvalificerat arbete där specifik utbildning krävs och till att serva boende och däremellan ge direktiv och organisera för att få arbetet utfört samt medverka vid möten med ledning och chefsgrupp. En dialog som exempelvis öppet informerar om förändringar och varför samt att medarbetare accepterar och samarbetar för att underlätta arbetet där perspektivet utgår från den boende vilket skulle påverka vårdkulturen i positiv riktning och öka möjligheten till en kreativ och livsbejakande miljö kring den boende.</p>

The Graphical User Interface (GUI), as the most prevailing type of User Interface (UI) in today’s interactive applications, restricts the interaction with a computer to the visual modality and is therefore not suited for some users (e.g., with limited literacy or typing skills), in some circumstances (e.g., while moving around, with their hands or eyes busy) or when the environment is constrained (e.g., the keyboard and the mouse are not available). In order to go beyond the GUI constraints, the Multimodal (MM) UIs apear as paradigm that provide users with great expressive power, naturalness and flexibility. In this thesis we argue that developing MM UIs combining graphical and vocal modalities is an activity that could benefit from the application of a methodology which is composed of: a set of models, a method manipulating these models and the tools implementing the method. Therefore, we define a design space-based method that is supported by model-to-model colored transformations in order to obtain MM UIs of information systems. The design space is composed of explicitly defined design options that clarify the development process in a structured way in order to require less design effort. The feasability of the methodology is demonstrated through three case studies with different levels of complexity and coverage. In addition, an empirical study is conducted with end-users in order to measure the relative usability level provided by different design decisions.

<p>Soldater som avbryter sin grundutbildning i förtid innebär onödiga kostnader och åtgärder för såväl organisationen som för de enskilda berörda. Försvarsmaktens mål är att avgångarna inte ska vara högre än 7 % av inryckande värnpliktiga. Målet har dock varit svårt att nå och för åren 2000-2005 ligger de genomsnittliga soldatavgångarna på cirka 13 %. Skillnaderna i avgångstal mellan olika förband är dock stora och den här undersökningen studerar om det kan bero på det ledarskap som praktiseras vid förbanden.</p><p>Genom att mäta nivån avseende <em>utvecklande ledarskap</em>, vilken är Försvarsmaktens ledarskapsmodell, vid sex arméförband och sen koppla ihop den med storleken på deras soldatavgångar identifieras olika samband. Därigenom framgår också faktorer som är viktiga för att nå låga avgångar.</p><p>Resultaten pekar mot att det finns samband mellan storleken på soldatavgångarna och nivån på det utvecklande ledarskap som tillämpas. Särskilt betydelsefullt för låga avgångar förefaller <em>personlig omtanke</em> vara.</p> / <p>Early attrition among conscripts is a problem both for the organization and for the individuals due to the costs and efforts that arise. The goal of the Swedish Armed Forces is that early attrition rates should not be higher than 7 % of personnel reporting for duty. Nevertheless the goal has been difficult to achieve and between the years of 2000 and 2005 the average early attrition rate has been approximately 13 %. The disparity between different units is significant and this study will examine whether this can be due to the leadership that is executed at the units.</p><p>By measuring the level of <em>transformational leadership</em>, which is the model of leadership in the Swedish Armed Forces, at six different army units and then connect that level to their level of early attrition rates, different relations will be identified. By doing this, important factors to prevent early attrition will also occur.</p><p>The results indicate that there are relations between early attrition rates and the level of the transformational leadership that is executed. Especially <em>individualised consideration</em> seems to be of outmost importance for low attrition rates.</p>

<p>I och med Försvarsmaktens nya riktning, där ett nationellt försvar skall ersättas av en insatsorganisation, kommer det ske omfattande förändringar inom organisationen. En av dessa berör personalförsörjning då värnpliktssystemet ersätts av frivillighet och personalen utgörs av yrkesanställda soldater. Det kan antas att ett förändrat personalförsörjningssystem får konsekvenser för kraven på Försvarsmakten och dess anställda. Fokus i den här uppsatsen ligger på plutonchefer och deras chefs- och ledarskap. Detta arbete syftar till att fastställa om det finns någon skillnad mellan att vara plutonchef över värnpliktiga respektive anställda soldater. Frågan som arbetet försöker besvara är huruvida det finns någon skillnad i plutonchefens agerande gentemot värnpliktigaoch anställda, sett ur hans roll som chef och ledare. Arbetet bygger på ett underlag främst från litteratur om ledarskap och organisationer samt intervjuer. Arbetets resultat kan sammanfattas med två slutsatser. Den första är att genom realistiska och faktiska gemensamma mål blir förband och enheter mer motiverade och engagerade i sin uppgift, tillskillnad från när målen är abstrakta och teoretiska, som det var under tiden för värnpliktigtinvasionsförsvaret. Den andra slutsatsen är att genom ett utvecklande ledarskap som genomsyrar organisationen, personalen och utbildningen blir slutresultatet mycket bättre och leder till engagemang, öppenhet och motivation.</p> / <p>Due to the changes in the objectives for the Swedish Armed Forces, where national defense is beingreplaced by international missions in defense of Sweden’s interests, some major changes are taking place within the organization. One of these is replacing the conscription-based army with a professional employed one. One can assume that the human resource direction will have consequences for the demands on the Armed Forces and its leaders. The focus of this paper is on the platoon commanders leadership and management. The aim of the paper is to determine if there are any differences between being a platoon commander over conscripts versus employed soldiers. The question this paper is attempting to answer is whether there is a difference in their leadership and management. The paper is based primarily upon literature concerning leadership and organizations and interviews with platoon commanders. The results of the paper can be summarized with two conclusions. The first is that through realistic and relevant goals, the units become more effective and motivated, unlike when goals are abstractand theoretical, as Sweden’s national defense once was. The second conclusion is that by using a transformational leadership that permeates the organization, personnel and training, end results are much better. The commitment, motivation and openness within the studied units became much higher when transformational leadership was applied.</p>