ABSTRACT TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP CHARACTERISTICS OF INTERCOLLAGIATE ATHLETES AND NON-ATHLETES M.S.Physical Education and Sports Supervisor: Assoc.Prof.Dr.Settar KO&Ccedil / AK June 2010, 64 Pages The main purpose of this study was to examine the transformational and transactional leadership characteristics of intercollegiate athletes and non athletes. The second purpose was to compare transformational and transactional leadership characteristics in athletes and non-athletes. In this study, 152 subjects were selected from seven different universities. Data was collected through Turkish version of Multifactor Leadership Questionnaire (MLQ) - Leader Form (Form 5X-Short). Quantitative statistical analyses using SPSS confirmed the study&#039 / s first and second hypothesis through and independent samples t-test that the intercollegiate athletes scored statistically higher on the MLQ (Multifactor Leadership Questionnaire) 5X-Short than the non-athlete university students. MLQ 5X-Short scores were subjected to t-test using the athlete2s gender, sport activity, team membership, weekly exercise days, exercise in yearly based time. The test variables were transformational and transactional leadership behaviors and subscales of them, the grouping variables were intercollegiate athletes and non-athletes. Two out of three Leadership behaviors were statistically significant when comparing intercollegiate athletes and non athletes.

Existing literature indicates that transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behavior are very important for effective organizational functioning. Previous research on citizenship behaviors made limited contribution to the literature, since it mainly did not consider the relationships between transformational leadership and organizational citizenship behaviors together with the influences of job satisfaction and organizational commitment. This study tried to test a new model of the relationships among transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behaviors. The main purpose of the study was to investigate the influences of transformational leadership on organizational citizenship behaviors. The second purpose of this study was to investigate the mediating effect of job satisfaction and organizational commitment on the relationship transformational leadership and organizational citizenship behaviors. A survey was conducted in a public bank with 148 participants. The employees rated the items that measured transformational leadership, job satisfaction, and organizational commitment, and organizational citizenship behavior. After the outlier analyses, 137 cases were left for further study. Hierarchical regression analyses were performed on the data to test the relations of the variables. In line with the expectations, transformational leadership, job satisfaction and organizational commitment predicted organizational citizenship behaviors. Moreover, affective commitment and normative commitment partially mediated the relationship between transformational leadership and organizational citizenship behavior. Contrary to the expectations, job satisfaction did not mediate the relation between transformational leadership and organizational citizenship behavior.

Abstract In the development of the western leadership theories, transformational leadership, charisma leadership and leader-member exchange theory (to be called LMX theory) can give reasonable explanation to leadership. Owing to the differences of culture, the eastern Chinese society develop paternalistic leadership which depends on tradition of Chinese culture and family system. However, which one can respond with best member efficiency? In this research, the staff of Southern Taiwan Post Office is the object. The aforesaid four leadership styles are independent variable, and the staff¡¦s commitment to organization, loyalty to organization, behaviors that benefit organization, self-evaluation achievement, and superior-evaluation achievement to be dependent variable. control variable is the staff¡¦s background. The purpose of this research is to find out the forecast effect of leadership style to member efficency. 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 249 pieces questionnaire being gathered. The main methods of analysis are to take hypothetic-verification by descriptive statistics, correlational analysis, and blocked regression analysis. The conclusions of this research shows that the staff¡¦s commitment to organization, loyalty to organization, and behaviors that benefit organization for Post Office is high. While the leaders of Post Office Lead members in LMX theory, the members¡¦ commitment to organization, loyalty to organization, self-evaluation achievement and superior-evaluation achievement are maximum forecast effects. While the leaders of Post Office lead members in charisma leadership style, the members¡¦ behaviors that benefit organization are maximum forecast effects. Furthermore, in this research we can find that the staff of Post Office which have higher educational background is negative forecast effect in commitment to organization and loyalty to organization. Finally, the concrete suggestions have been mode by conclusions of this research to leaders of Post Office and direction for future research in reference. Key words: Transformational Leadership, Charisma Leadership, LMX, Paternalistic Leadership, Commitment to Organization, Loyal to Organization, Behaviors that Benefit Organization

This study employed upper echelon perspective, social capital perspective, and strategic leadership and leadership style perspectives to examine the effects of CEO transformational leadership and CEO dominance on the three internal social capital dimensions, i.e. structural, relationship, and cognitive capital, of top management team (TMT). It also investigated the effects of the TMT internal social capitals on firm performance, and the mediating roles of the TMT social capital in the CEO leadership-performance relationship. The unit of analysis is at the firm level. Structural equation modeling conducted with LISREL was employed to test the fitness of overall hypothesized model and the significance of hypothesized relationships among studied variables. Empirical results showed that the theoretical models fit the data very well, and most of hypotheses are supported; the significance of top executives and interactions on firm outcomes were significantly ascertained. Specifically, CEO dominance may produce negative effects on TMT network density and trust while CEO transformational leadership may promote TMT network density, trust, and shared vision. On the other hand, TMT network density may foster firm performance. Finally, results showed that TMT network density mediated the relationships of CEO leadership and firm performance. This study has significant implications for upper echelons perspective, the integration of strategic leadership and leadership style research, and the applications of social capital perspective. Research findings also exhibit valuable insights for the strategic implications of TMT dynamics in business practices. Limitations and future directions were discussed for further extensions.

Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.

<p><strong>Background </strong></p><p>IKEA Communications (ICOM) is IKEA’s communication company which creates communication tools, such as the IKEA catalogue and brochures. The company also functions as IKEA’s internal communication agency. In 2008, ICOM went through a reorganization adopting a matrix structure. This imposes challenges since the employees report to different leaders in different situations. The competence leaders (CL) have the traditional staffing responsibility while project leaders (PL) are the operating leaders and responsible for leading the projects.<strong></strong></p><p><strong>Purpose </strong></p><p><strong></strong>We will investigate how the leadership in terms of role clarification and area of responsibility of the CLs can be made more distinct in relation to their employees. Second, we investigate how the relationship between PLs and CLs can be further developed in terms of feedback. This involves sharing employee performance review and individual development after a project as well as how the CL can conduct employee performance review meetings.</p><p><strong>Method </strong></p><p><strong></strong>The study was performed with a qualitative method. A number of 13 semi-structured interviews were conducted with employees and leaders at the production department at ICOM.<strong></strong></p><p><strong>Conclusion</strong></p><p>Two areas of development have been identified at ICOM. It is evident employees are confused regarding the CL’s role and area of responsibility. The role of the CLs is clear in theory but not in practice. Hence, the first area of development is to increase the distinction of CL’s leadership in terms clarifying their role and responsibility. The study also discovered there is no common feedback routine used between PL and CL where they exchange information regarding employee’s performance within a project. The second area of development is regarding the usage of a structured feedback routine for providing this information.</p>

<p>Syftet med denna litteraturöversikt var att belysa det transformella ledarskapet i vården. De 14 vetenskapliga artiklarna i litteraturöversikten är hämtade från databaserna PubMed, Cinahl och LWW, både artiklar med kvantitativ- och kvalitativ ansats är inkluderade. Resultatet visade att transformellt ledarskap kännetecknades av ledarens personliga egenskaper samt att ledaren hade ett stödjande ledarskap. Till de personliga egenskaperna räknades tydlighet, trovärdighet och uthållighet. Stödjande ledarskap innebar att ledaren hade ett lyhört lyssnande, såg styrkan hos varje enskild medarbetare och hade ett pedagogiskt förhållningssätt. Effekter av transformellt ledarskap på personalen var ett ökat ansvarstagande, att personalen blev bekräftad samt kände arbetstillfredsställelse. Effekter av transformellt ledarskap på organisationen var en kommunikativ arbetsorganisation genom multidisciplinärt samarbete, en flexibel organisation med en delaktig personal. En tydlig organisationsstruktur samt resurser i form av olika slags stöd, var underlättande faktorer för ett framgångsrikt ledarskap. Transformellt ledarskap användes inom många olika verksamhetsområden inom hälso- och sjukvården och i flera länder. Transformellt ledarskap verkar vara en lämplig ledarskapsstil för ledare i vården.</p> / <p> </p><p> </p><p>The purpose of this literature study was to highlight the transformational leadership in health care. The 14 scientific articles in the literature results summary are taken from PubMed, Cinahl and LWW, both articles with quantitative and qualitative approach, are included. The result showed that the transformational leadership was characterized by the leader's personal characteristics, and that the leader had a supportive leadership. Among the personal characteristics included clarity, credibility and sustainability. Supportive leadership meant that the leader was a responsive listener, saw the strength of each individual employee and had a pedagogical approach. Effects of transformational leadership of the staff were increased accountability, the staff was confirmed and felt job satisfaction. Effects of transformational leadership for the organization were a communicative work organization through multi-disciplinary collaboration, more flexible organization with staff involvement. A clear organizational structure and resources in form of different types of support were facilitating factors for a successful leadership. Transformational leadership was used in many different areas of health care and in several countries. Transformational leadership seems to be an appropriate leadership style for leaders in health care.</p>

本研究旨在探討區公所的公務人員對直屬長官實施轉換型領導時的評價之差異性、對行政績效上的評價之差異情形，及探討轉換型領導與行政績效間之關係。 本研究之實證調查部份，採用問卷調查法，以台北市各區公所的公務人員為研究範圍，針對12行政區公所採分層比例隨機抽樣法，以55％之比例為抽樣基準，總計抽取795份樣本進行施測，取得回收有效問卷714份。研究問卷內容包含員工個人基本資料、轉換型領導量表及行政績效量表。問卷調查資料運用電腦統計套裝軟體SPSS for Windows 10.0版，以描述性統計分析、t檢定、單因子變異數分析、及Person積差相關係數等統計分析方法進行資料處理。 本研究經實證分析，歸納結論如次： 一、就「轉換型領導」各構面平均數比率的得分情形而言，其中以「理想化的影響力」得分最高（71.02%），其次依序為「個別化的關懷」（68.16%），「交易領導」（68.10%），得分最低的為「才智的激發」（68.03%）。 二、就「行政績效」各構面平均數比率的得分情形而言，其中以「組織目標達成程度」得分最高（82.67%），其次依序為「組織資源運用程度」（81.76%），「員工服務品質」（80.53%），得分最低的則為「領導滿意度」（69.70%）。 三、個人基本屬性對直屬長官在實施轉換型領導時的評價之各構面之差異情形，其中因年齡、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。 四、個人基本屬性對行政績效的評價之各構面之差異情形，其中因年齡、公務員年資、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。 五、轉換型領導與行政績效呈現高度正相關。 最後，本研究依據研究結果提出若干建議，做為後續研究之參考。 關鍵字：轉換型領導、行政績效 / Using the civil servants in the twelve district offices of Taipei City as a sample space, this study aims to probe their evaluations for transformational leadership and the administrative performance. Also, it investigates the relations between the transformational leadership and the administrative performance of the civil servants. This study uses questionnaire survey as the research method. Research samples come from the civil servants in the district offices of Taipei City. The samples are selected by stratified random sampling method. 55 percent of the personnel from each sampled department form the sample space. 714 out of 795 distributed samples are successfully returned. The questions in the questionnaire include personal information and the quantifiable measurements for both the transformational leadership and the administrative performance. Obtained data are then processed with SPSS for Windows 10.0. The performed processes include the analysis of Descriptive Statistics Analysis, the t-Test, the One-Way ANOVA and the Pearson Product Moment Correlation . After the empirical analysis, we have come to the conclusions as below: 1. On the mean ratio of transformational leadership facet, the idealized influence wins the highest points (71.02%) , with the individualized consideration seconds to it (68.16%), followed by the transactional leadership (68.10%), and the intellectual stimulation (68.03%). 2. On the mean ratio of administrative performance facet, the organization goal achievement comes on top with 82.67%, with the organization effectiveness resource using seconds to it (81.76%), followed by the service quality of employee (80.53%) and the leadership satisfaction (69.70%). 3. The responses of employee on the transformational leadership differ significantly according to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions), and whether have served in private business or not, classified in agency. 4. The administrative performance also differs significantly due to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions), whether have served in private business or not, classified in agency and the total serving years. 5. In general, the transformational leadership and the administrative performance are positively related. With this study, the author intends to come up with a result that provides some help to the related researches in the future. Keyword：transformational leadership , administrative performance

Thesis (Ph.D.)--University of Western Sydney, 2009. / A thesis presented to the University of Western Sydney, College of Arts, School of Psychology in fulfillment of the requirements for the degree of Doctor of Philosophy. Includes bibliographical references.

In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.