The purpose of this descriptive, quantitative, non-experimental, cross-sectional study was to determine the self-perceived leadership style of principals in an era of accountability. The research instrument was the Multifactor Leadership Questionnaire with added demographic questions. In addition to the determination of the self-perceived principal leadership style, the intention of this study was to determine the possible relationship of demographic variables such as principal gender, experience, ethnicity, school type (elementary, middle school, and high school), school grade, and school socioeconomic status determined by Title I on leadership styles. The participants of the study were principals from three large school districts in the state of Florida. The dependent variable was the principal leadership style categorized on the Multi-Factor Leadership Questionnaire (MLQ) as transactional, transformational, or laissez-faire. The MLQ also determined the use of behaviors categorized as laissez-faire, authoritative, or participative. The independent variables were the demographic variables, principal gender, ethnicity, years of experience as a school principal, school type (elementary, middle, and high school), school grade, and school socioeconomic status defined by Title I. The data were analyzed with descriptive statistics, correlation analysis, and a series of Factorial ANOVAs to examine the research questions. The results found moderate differences among the demographic variables gender, ethnicity, school level, SES, and change in school grade. No differences were found between leadership styles and the years of experience for principals. The findings of the study may have significance for principals of elementary, middle, and high schools in the identification of different leadership approaches and styles in an era of accountability. The findings of the study may also provide a benefit for principals of schools examining alternative leadership methods to motivate teachers and students to improve academic outcomes.

Ideally, an employee will attempt to perform a task at his or her best ability in order to complete a work task appropriately. However, there are several factors that affect how an employee approaches a task. Two such factors are the understanding an employee has on how his or her supervisor may evaluate performance of the task and the supervisor's leadership style. This study focuses on the effect task evaluation knowledge (TEK) and different leadership styles have on an employee's attitude toward performing a task. By using a 2x2 (transformational/transactional leadership by limited/increased amount of information communicated) experiment, participants were tested on the degree to which their attitude changes based on TEK and leadership style. Results, based on ANOVA testing and regression analysis, indicated that leadership styles had the most direct effects on a participant's attitude toward a task. Specifically, transformational leadership styles had a positive effect on all attitude measures toward a task while transactional leadership styles had a negative effect on the attitude measures. Also, TEK did not show any significance toward attitudes. Implications of these results for future research on measuring attitudes toward a task in the workplace are provided.

District and school leadership are essential to the success of our students and our schools. While extensive conceptual literature describes leadership characteristics, there are few empirical studies that address the daily reality of schools. In addition, additional research is needed describing how principals maneuver within the context of schools and school districts. This phenomenological study explored how one elementary school principal understands and enacts leadership and to what extent she employs intentional strategies to facilitate change. The purpose of the study was to offer a rich profile of one elementary school principal's practice to understand how a principal constructs meaning, deploys action, and employs strategies to affect change. The results reveal this principal uses vision, the intentional strategies of expectations, modeling, decision-making processes, reflection, authentic conversations, and stories to facilitate change within her school. In addition, she maintains a human resource focus establishing relationships and building capacity in others as leadership strategies. The principal did not employ the same intention or strategies in relationship to the district or community, however. Results further indicated the district is also acting as a barrier to the implementation of leadership for change. Results of this study have implications for practitioners and future research. Practitioners can employ similar strategies as well as gaining awareness of the importance employing intention and political skill with the district. The results also highlight the need for additional leadership research as well as research investigating the role of the district in support of schools.

Syftet med studien är att se hur det kreativa arbetsklimatet ser ut på två avdelningar inom en offentlig sektor och jämföra dessa samt se om det finns något samband med ett utvecklande ledarskap. Vi använde oss av en metodkombination för vår undersökning och inledde med att genomföra en kvantitativ datainsamling med hjälp av en enkät och därefter genomföra en kvalitativ datainsamling i form av fyra intervjuer där vi intervjuade både chefer och medarbetare för att se frågan från båda perspektiven. Vi kan utifrån resultaten av vår studie se att det kreativa klimatet är bättre på den avdelningen där det finns ett utvecklande ledarskap men att det också finns andra organisatoriska faktorer som påverkar detta.

Community college boards of trustees are faced with the awesome responsibility of governing complex systems and responding to conventional organizational challenges. One Texas board of trustees was faced with the inconceivable challenge of regaining the trust of its district and the community after questionable circumstances surrounding the resignation of the chancellor, indictments of two board members and the former chairman of the board, and other behavior that although not illegal, was unethical and morally corrupt. This study looks at the transformation of a community college board over a two-year period, from a state of organizational disarray to seeking community support for a $450 million bond package. The research chronicles the transition by comparing and contrasting the accounts of what transpired, with the principles of chaos theory, transformational leadership and the John Carver Policy Governance® Model. For an entity in organizational chaos, a commitment to transform is needed to ultimately reach the point where it can adopt governance principles to provide the foundation for effective leadership, such as those espoused by the Carver model. Change must occur and the success or failure of an organization or system depends on how effective the leadership is at identifying challenges and working with them to create opportunities. When an organization approaches chaos and the need for changes with trepidation, progress and success are improbable. It is the understanding that order emerges from chaos that leads to a renewed mindset; a mindset that looks beyond traditional structures and embraces flexibility, innovation and creativity. The resolve of the trustees to regain public trust and support has served as the impetus to implement the changes needed to govern the district effectively. / text

Σκοπός της παρούσας εργασίας είναι η διερεύνηση και η μελέτη της μετασχηματιστικής ηγεσίας (Transformational Leadership) των σύγχρονων managers, τους τρόπους με τους οποίους εφαρμόζεται, καθώς επίσης και τα αποτελέσματα που μπορεί να έχει στην απόδοση των εργαζομένων. Επίσης, μελετά την σχέση του σύγχρονου αυτού τρόπου διοίκησης με τις διαπροσωπικές και επιχειρηματικές σχέσεις. Στο [Κεφάλαιο 1] δίνεται ο ορισμός της ηγεσίας ως «μία διαδικασία επηρεασμού των δράσεων μιας ομάδας ατόμων με σκοπό την επίτευξη στόχων», ενώ μία σημαντική διαφορά του ηγέτη από τον μάνατζερ είναι ότι ο ηγέτης δημιουργεί οράματα στους ανθρώπους και τους εμπνέει, ενώ ο μάνατζερ επικεντρώνεται σε διαδικασίες, συστήματα και στη λογική. Από όλες τις θεωρίες ηγεσίας που παρουσιάζονται στη συνέχεια, ιδιαίτερη έμφαση δίνεται στη Μετασχηματιστική Ηγεσία μέσω της οποίας μετασχηματίζονται οι προσδοκίες, οι αντιλήψεις και τα κίνητρα των εργαζομένων προς ένα κοινό στόχο. Στο [Κεφάλαιο 2] αναλύονται οι σχέσεις των εργαζομένων μιας επιχείρησης και ο βαθμός ικανοποίησης τους στο χώρο εργασίας. Για το λόγο αυτό εισάγεται η έννοια του «εσωτερικού μάρκετινγκ» μία πτυχή της οποία είναι η αλληλεπίδραση προϊσταμένων-υφισταμένων. Η σχέση αυτή συνοψίζεται στο ότι «δεν μπορείς να έχεις ευτυχισμένους πελάτες αν δεν έχεις ευτυχισμένο προσωπικό». Στο [Κεφάλαιο 3] αναπτύσσεται η έννοια του Σχεσιακού Μάρκετινγκ ως ένα είδος στρατηγικής που έχει στόχο την ανάπτυξη και διατήρηση μόνιμων σχέσεων μεταξύ των επιχειρήσεων και των πελατών τους. Στο [Κεφάλαιο 4] παρουσιάζεται η ερευνητική μεθοδολογία που ακολουθήθηκε, ενώ στο [Κεφάλαιο 5] οι στατιστικές αναλύσεις των δεδομένων από τα ερωτηματολόγια σε πίνακες ή γραφήματα. Στο τελευταίο κεφάλαιο συνοψίζονται τα [Συμπεράσματα] και διερευνάται η δυνατότητα επέκτασης της έρευνας σε μία ευρύτερη περιοχή και σύγκρισή της με ευρωπαϊκά δεδομένα. / The purpose of this thesis is to investigate and study the Transformational Leadership of modern managers, the ways in which it is applied, and the results it has on employee performance. Also, the relationship of modern management with interpersonal and business relationships is studied.In In [Chapter 1] the definition of leadership is given as "a process of influencing the actions of a group of people to achieve goals", while a significant difference of the leader vs. manager is that the leader creates visions to people and inspires them, while the manager focuses in processes, systems and logic. Of all the leadership theories presented below, particular emphasis is placed on Transformational Leadership through which transformed expectations, perceptions and motivations of employees towards a common goal.In [Chapter 2] the relationships of employees of a company and the level of satisfaction in the workplace is analyzed. For this reason the concept of an "internal marketing" is introduced one aspect of which is the heads-current interaction. The Relationship is summarized in that "you can not have happy customers unless you have happy staff." [Chapter 3] follows the concept of Relational Marketing as a kind of strategy that aims to develop and maintain sustainable relationships between businesses and their customers. In [Chapter 4] the research methodology is presented, while in [Chapter 5] the statistical analisis of the data from the questionnaires is visualized in tables and graphs. The last chapter summarizes the [Conclusions] and investigates the possibility of extending the research to a wider area comparing it with European standards.

Increasingly Manufacturing Enterprises (MEs) need to perform competitively to survive in today s global markets. This thesis investigates the notion that competitive product realisation is not simply dependent on deploying state of the art operational and infrastructural support processes but also depends upon the adoption of management processes that ensure efficient and effective use of human and non human resources. Having an experience of more than two decades working in a public sector ME located in Pakistan the author has observed that improvements in timelines, quality and profit begins from measurement; followed by goal, problem & solution understanding, then planning and control of needed change. Therefore, a desire to enhance best practice qualitative and quantitative measurement of management processes triggered and focussed this research. Consequently the aim of this research has been to contribute to knowledge by using state of the art modelling techniques to structure and enable quantitative measurement of management processes within MEs. Subsequent research of the author has conceived, implemented and case tested a modelling methodology that is designed to measure the Level of Application of Management Process (LAMP) in pursuit of ME productivity improvement. In order to achieve the aim of this research, a semi generic model of management processes deployed in MEs was defined and explicitly modelled by using an ISO Enterprise Modelling technique. The definition of this semi-generic model was realised consequent upon (1) a literature review and (2) conducting semi-structured interviews with experts (n=42) in three public sector MEs located in Pakistan. Use of the Enterprise Modelling technique enabled decomposition and classification of management processes into so called Domain Processes, which subsequently were explicitly defined as Business Processes at a more detailed level of modelling abstraction. Then during subsequent research the author conceived and developed the use of a methodology to apply a LAMP scorecard the use of which was tested whilst conducting structured interviews with project managers (n=25) in three public sector MEs located in Pakistan that operate on project oriented management structures. The case study results partially validated the fitness for purpose of the model driven measurement methodology, identified opportunities for future methodological research and illustrated how LAMP identified and enabled measurements can help to define, quantify and direct potential opportunities for ME enhancement.

The present study attempts to extend leader-member exchange theory to the team-level by including team social cohesion and two team-level exchange relationship constructs (i.e., team-level leader-member exchange [LMX] and team-member exchange [TMX]) simultaneously, and by examining antecedents and outcomes associated with these variables. The research model includes transformational leadership and team-members' individualism-collectivism as antecedents of the team relational environment and both team performance and team viability as effectiveness measures. Survey data were collected for a field sample of 89 Airborne Special Operations (ASO) teams in the Korean Army. Each team's effectiveness was rated by three different sources: team members (N=823, 7~11 people per team; M=9.4), regional unit (RU) peers (31~42 peers for each team; M=37.2), and RU commanders (N=17). The hypothesized model and several alternative models were tested three times, using team effectiveness measures from each of the three sources in a separate model. Overall, results from path analyses conducted using EQS were consistent with the hypotheses. Specifically, both team-level LMX and TMX were positively affected by transformational leadership and team members' collectivism. TMX showed a stronger positive association with team social cohesion than did team-level LMX. Team performance was positively affected by TMX, team social cohesion, and transformational leadership in the model that employed team members' ratings as team effectiveness measures. However, when the ratings from RU peers were used as team outcome measures, the path from team social cohesion to team performance remained significant, but the other two paths became non-significant. None of the three variables significantly predicted team performance as rated by RU commanders. When viewed in terms of team viability, team social cohesion showed a significant association with team viability across all three models. Although TMX predicted team viability when team members' ratings were used in the model, it did not predict team viability when the ratings were from either RU peers or RU commanders. Finally, transformational leadership showed a significant positive and negative relationship with the number of collectivists and individualists within a team, respectively, across all three models. The limitations of the present study and recommendations for future research are presented.

The business climate of today demands high flexibility and quick responsiveness from suppliers. It has become essential for organizations to have effective leaders in all hierarchal levels, which understand and are able to work under these conditions. As the market requirements have changed, a new paradigm of leadership has evolved (Bryman, 1992). This paradigm puts more focus on charisma and how to motivate followers, which is the essential part of transformational leadership. According to Burns (1978), transformational leadership is a process between leader and follower rather than exchanges. This leads to the question of what effective leadership is and if it can be measured in some way. One method is the use of the Multifactor leadership questionnaire, the MLQ-test, developed by Bass 1985 from the full range model. The conducted research for this thesis is done at PaperPak Sweden AB, a manufacturer of disposable incontinence products located in Aneby, Småland. The purpose of this thesis is to evaluate if any differences and/or similarities in leadership can be found between or within the hierarchical levels. The intent with the report is also to investigate those variances and if they are positive or negative for an organization. A theoretical framework focusing on leadership has been collected, to enable the fulfillment of the thesis purpose. This framework will act as support for the analysis of the quantitative investigation, based on the MLQ-test. From this analysis, the authors have made conclusions and recommendations. The degree of transformational, transactional and laissez- faire leadership has been measured for the three leadership levels top, middle and low management. It could be argued that the top management should show the highest degree of transformational leadership, and low management the least, due to their positions and work tasks. The result of the analysis supported that theory to a large extent. However, lower management showed a significantly higher degree of transformational leadership than middle management. One explanation could be that middle management lives in a more stressful situation, working between top and low management, compared to the other two, which is supported by Grout (1994). Since the theoretical findings mean that leadership can be learnt and developed, the authors suggest that organizations always have to follow up and try to develop their leaders and managers towards higher degrees of transformational leadership. Finally the authors suggest that further studies of the MLQ-test should investigate the possibilities to include measurements of the technical side of leadership, since the test currently does not take those factors into consideration.

In the rapidly changing school environment effective principals are needed to make necessary changes while also developing a culture of shared responsibility and community (Hallinger & Heck, 1998; Leithwood & Jantzi, 1999). The correlation between transformational leadership and emotional intelligence was investigated in this quantitative study of school principals. Also included in the research was the investigation of the relationship between each construct and effectiveness as perceived by their teachers. The research sample was composed of 30 elementary, middle, and high school principals and five to seven teachers who worked with each principal from schools within the United States. An emotional intelligence score for the principals was obtained by administering the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). Teachers who worked with each principal completed the rater form of the Multi-Factor Leadership Questionnaire (MLQ-5X). This yielded a mean transformational score, a leader effectiveness score, and scores for other non-transformational leadership styles. Correlations were analyzed to conclude that there is a positive relationship between emotional intelligence and transformational leadership, Pearson’s r(30) = .37, p < .05. A positive correlational relationship between effectiveness and both emotional intelligence, Pearson’s r(30) = .38, p < .05, and transformational leadership, Pearson’s r(30) = .90, p < .01, was also evident. Analyzing the relationship between emotional intelligence and different non-transformational leadership styles yielded mixed results. Findings indicate a relationship exists between emotional intelligence and contingent reward leadership, Pearson’s r(30) = .38 , p < .05, while no significant relationship was evident between emotional intelligence and other leadership styles. Based on the results of the study, it was concluded that principals and future principals could better develop effective leadership skills by becoming more aware of their strengths and weakness in the area of emotional intelligence, along with improving their transformational leadership behaviors.