Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After reviewing the literature we found that most researchers consider it as an obstacle; however, we also found that resistance can offer benefits to the change process, such as addressing possible weaknesses or serving as a source of innovation. We described a model to diagnose resistance based on the equity theory with an empirical illustration included. In addition, to manage resistance properly we found that communication and participation are two methods that target numerous sources of resistance and make possible to harness its benefits. Finally, we described the attributes of transformational leaders linking them to a specific example of the sports field to show the effective role that this leadership style has in terms of bringing changes to organizations and managing resistance.

Thee market-driving approach has been cited by several business academic scholars (Jaworski,Kohli, & Sahay, 2000; Carpenter, Glazer, & Nakamoto, 2000; Kumar, Scheer, & Kotler, 2000;Harris & Cai, 2002; Hills & Sarin, 2003; Carrillat, Jaramillo, & Locander, 2004; Schindehutte,Morris, & Kocak, 2008) as a significant approach of the market-oriented company that canprovide a sustainable competitive advantage. Moreover, the organizational cultures developed bythe transformational leadership behavioral style are likely to play an important role in themarket-driving approach (Carrillat et al., 2004). Hence, it is necessary for the market-orientedfirm to understand the interrelationship between these two elements in order to develop asuccessful competitive position in the long-run.The main purpose of our thesis is to create a framework for understanding the interrelationshipbetween the market-driving approach and the organizational culture, which is applicable for amarket-oriented firm. To achieve this objective, we have to identify the types of organizationalcultures and leadership behavioral styles, which are occupied in a market-driving company.Furthermore, we also have to define the relationship between the market-driving approach andthe organizational culture; whether the market-driving approach or the organizational culture isthe origin of effect to the other.To answer our research question, a qualitative approach was applied by conducting semistructuredinterviews with two case studies, which are well-known market-driving companiesoperating in Thailand, IKEA Thailand and Land and Houses. We scope the area of study only inThailand according to our ability of understanding, analyze and access the sources of informationregarding Thai companies.From the research findings, both IKEA and Land and Houses share a similarity of theirorganizational culture, adhocracy and market cultures, and their leadership behavioral style,transformational leaderships. The relationship between the organizational culture and the marketdrivingapproach within these two companies reveals only one direction; their organizationalcultures led by transformational leadership stimulate their market-driving approach. Moreover,we also found that transformational leadership itself can directly generate the market-drivingapproach.Hence, this result provided us with a new conceptual framework that indicates thetransformational leadership as the main factor, which directly and indirectly develops themarket-driving approach.

The purpose of this thesis is to describe how an entrepreneur and leader, transmits a vision through communication. Furthermore what kind of feedback the leader finds that he/she acquire. We want to study how entrepreneurship and leadership appears at a private preschool and how the entrepreneur and leader use it to communicate his/her vision. This thesis is based on qualitative method using one in-depth interview with CEO at Helianthus AB, documents and one observation at a parental meeting. The theories of which this study is based on consist of entrepreneurship, transformational and transactional leadership, vision and communication. The theories used in this thesis regard entrepreneurship, transformational and transactional leadership, vision and communication. Our study strengthened the assumption that our respondent is an entrepreneur and leader according to chosen theories. She communicates her vision to people that surrounds her through her entrepreneurship and leadership. The communication differs depending on whom she communicates to. According to the chosen theory we came to the conclusion that our respondent has good communication with her customers (children and parents) and employees. However, her communication with Huddinge municipality could not be proved as good communication. Our study showed that our respondent mainly uses personal communication.

Competitive environment in education, junior high school students with substantially reduced. If the junior high schools to be sustainable, the school must rely on cooperative efforts of all teachers and asked them to contribute their expertise to maintain the competitiveness of the school. This study focuses primarily on public junior high schools in Kaohsiung City, investigating the relationship among principal's transformational leadership behavior, teachers¡¦ job satisfactions and organizational commitment in kaohsiung Junior High schools. The rational and research structures of this study are literature review. Then it serves as the basis for designing research instruments. Survey method is used to examine 390 teachers in 39 junior high school teachers of Kaohsiung City, with 333 valid questionnaires returned. The following results are reached: 1. The more the principals focus on their transformational leadership, the better job satisfaction their teachers have. 2. The more the principals focus on their transformational leadership, the better organizational commitment their teachers have. 3. Higher degrees of the principal's transformational leadership and teachers¡¦s job satisfaction, in climate of organization boost organizational commitment from the teachers.

Abstract Drucker (1954) in the book "The Practice of Management¡¨ mentioned each enterprise the manager gives the corporate life and energy and the resources is in the hands of "people". A good manager have large-minded¡Bthe integrated ability and remove the personal preferences in order to have everyone is competent at his job and achieve the best configuration at the human resources allocation, so this study is to understand the behavior of the leadership of the branch manager for the bank is assets or liabilities. This study is focus on the manager's diagnostic control system and interactive control systems under the management control systems and the leadership qualities of transformational leadership and transactional leadership has a positive correlation with business performance. The study method is by T Bank's questionnaire then collection data, collation and analysis. From this study find out the good operator must be sustained and indeed encouragement to employees, to be optimistic for the future and positive thinking when encounter something, the branch's performance appraisal should bulletins regularly to keep their employees informed manager treat everyone as fair without black box, year-end performance appraisal and promotion is fair, to encourage their employees to think about how to solve problems, and to train them the ability to solve problems independently. Resourcefulness in the service attitude depend on the different customer's requirements, for customer must has empathy instead of static regularization service will make customers feel hypocritical can not impress the customer.

The purpose of this study was to investigate the effect of transformational and transactional leaderships on Y generation ¡]Was born between 1977 to 1995¡^ employee to turnover intention, and also use the perceived supervisory support as the mediator¡Borganizational identification as the moderator. This research targeted samples were the Y generation employee from domestic companies. Total of 243 questionnaires were issued¡Aand 205 valid samples were returned with responding rate at 84.36%. Statistical analysis¡Asuch as Reliability¡BDescriptive Statistical¡BIndependent t-Test¡BOne-way ANOVA¡BCorrelation and regression, is conducted with SPSS 12.0 software. The results could be summarized as follows¡R 1. Transformational leadership show significant negative effects on Y generation employee to Turnover intention. 2. Transactional leadership show significant negative effects on Y generation employee to Turnover intention. 3. Perceived supervisory support show significant negative effects on Y generation employee to Turnover intention. 4. On Y generation employee to perceived supervisory support has the mediated effect between transformational leadership and turnover intention. 5. On Y generation employee to perceived supervisory support has the full mediated effect between transactional leadership and turnover intention.

The role of top managers in shaping the performance of the firms that employ them represents a central issue to strategic management research. Indeed, a substantial amount of research has examined potential linkages between the characteristics of top managers and firm performance. However the empirical results of research in this area have been ambiguous. This study attempts to theoretically and empirically extend research on the influence of top managers on firm performance by examining the relationship between managerial prestige and firm performance in the post-IPO context. Although upper echelons researchers have attempted to link top managers with firm performance in the past recent reviews of the upper echelons research note that little attention has been paid to top management characteristics other than those of top management team (TMT) heterogeneity, TMT size and TMT tenure. Additionally, recent reviews also suggest the need to consider potential intervening mechanisms between TMT characteristics and firm performance. This study addresses these two limitations of prior upper echelons research by examining the direct and indirect influences of managerial prestige on post-IPO firm performance.In this study I develop a model which incorporates the resource based view and resource dependence theory with insights from upper echelons research and research on the IPO context. Results for the model developed in this study suggest the following. First, executive undergraduate prestige is positively related to post-IPO firm growth. The other aspects of managerial prestige examined in this study were not found to influence post-IPO firm performance. Second, the influence of the key external resource holders identified in this study, namely prestigious alliance partners and institutional investors with stable equity portfolios, were found to enhance firm survival rates, but were negatively associated with firm growth. Third, executive undergraduate prestige was found to garner the support of prestigious alliance partners. The remaining aspects of managerial prestige were not found to influence the support of prestigious alliance partners or dedicated institutional investors. Finally, no support was found for prestigious alliance partners and dedicated institutional investors as mediators of the relationship between managerial prestige and post-IPO firm performance.

A quantitative study was conducted to determine the preferences of undergraduate students for academic advisors as transformational leaders. A questionnaire was developed and distributed to undergraduate students enrolled in leadership classes at a major land grant university to determine importance ratings based on the variables including non-traditional and traditional students’ ages, classification, gender, number of times advised, number of visits to an academic advisor, membership in a collegiate military organization and athletics, and current leadership activities. Results indicated that undergraduate students preferred their academic advisors to use transformational leadership activities. There was no significant difference in the degree of preference of transformational leadership in their academic advisor based on gender, participation in athletics, traditional and non-traditional ages, classification, membership in a military organization and participation in a leadership position or number of times advised. However, inadequate representation of all groups within the number of times advised category prevented a comparative analysis. As a result of this study, a leadership education workshop was developed as a component for academic advisor training, academic advising activities were identified that corresponded to transformational leadership constructs and similarities were found between the developmental advising model and transformational leadership.

In recent years, because of the transition of global economic structure, competition between companies is changing toward knowledge management and innovation. Especially at the field of quickly changing product, the superiority of technology is always the key factor of competition. Today, R&D department is important in many companies. The efficiency of R&D not only depends on the ability of technology development but also on the skill of management. Therefore, innovative ability and R&D personnel behavior are important issues for companies. This study focus on the relationship between the innovative behavior of R&D personnel and its influencing factors that include personality traits of subordinate and leadership style of supervisor. The purpose is explored what factors affect the R&D personnel¡¦s innovative behavior. In addition, this study analyzes the influence of age, gender, education background, and etc., on innovative behavior. This study adopts Five Factor Model (Big Five) that includes Neuroticism, Extraversion, Openness to Experience, Conscientiousness, Agreeableness on the personality traits. In addition, the leadership styles contain the transformational leadership and the transactional leadership. Through a questionnaire survey, the following results are obtained: For the two influent factors, personality traits generate more effect toward the R&D personnel¡¦s innovative behavior than the leadership styles. Among the personality traits, Openness to Experience has the most contribution to innovative behaviors. For the leadership styles, transactional leadership would better encourage subordinates to behave innovatively.

As the growing living standard, the public have higher and higher expectation to the health-care service. On the other hand, under the pressure of cost and budget limitation, the hospitals would like to enhance the competitively have to promote their service quality. Research has indicated that the nursing personnel¡¦s working attitude and behavior has significant influence to the patient¡¦s impression. For this reason, it is necessary to clarify what is the factor that would affect nursing personnel¡¦s service behavior. This research used the method of questionnaire survey, and collected the data from 8 hospitals. In this study, transformational leadership is used as the independent variables, organizational commitment is used as the mediate variable, psychological empowerment is used as the moderate variable, and customer-oriented organizational citizenship behavior is used as the dependent variable. The purpose of this research is mainly to find out the relationship among transformational leadership ,organizational commitment, and customer-oriented organizational citizenship behavior. Furthermore, using the psychological empowerment as the interfered variable, the study would investigate the effect the psychological empowerment to transformational leadership, organizational commitment, and customer-oriented organizational citizenship behavior. The important discoveries are stated separately as follows: (1) Transformational leadership is positively significant to customer-oriented organizational citizenship behavior. (2) Organizational commitment has influences to customer-oriented organizational citizenship behavior. (3) Transformational leadership is positively significant to organizational commitment. (4) Organizational commitment is found to have a partial mediating effect between transformational leadership and customer-oriented organizational citizenship behavior. (5) Psychological empowerment is found to have a partial moderating effect between transformational leadership and customer-oriented organizational citizenship behavior. According to the results of research, some suggestions are provided: (1) Reinforce the transformational leadership to promote the nursing personnel¡¦s organizational commitment. (2) The supervisor should emphases on the vision of providing excellent service quality to encourage the nursing personnel¡¦s customer-oriented organizational citizenship behavior. (3) Empower the nursing personnel and educate them knowledge and skills that are needed to delivery better service. (4) Value the feedback system for service performance.