This qualitative study sought to gain deeper insights into how English Language Heads of Department (H.O.D.) perceive their roles in teacher development and efficacy, what leadership style inform their role enactment and the different skill sets and beliefs they take to their H.O.D. roles. The population was limited to selected schools in central Jamaica with a sample size of eight Heads of Departments in upgraded and traditional high schools. The motivation to conduct this research arose out of the concerns about Jamaica’s poor ratings in CXC English Language passes and my perception that insights into how H.O.D.s perceived their roles could possibly generate a solution to enable them to facilitate teaching learning experiences that could redound to improved CXC English Language results. Extensive case-based interviews, ranking activity and stimulated recall of artefacts were my primary sources of data, and I used open coding axial coding systems to analyze my data. Presently H.O.D.s engage in more traditional roles align them to a transactional approach as their leadership style. However, the changing roles of the H.O.D.s demand a more transformational leadership style. The findings suggest that some H.O.D.s’ approach is transformational, some transactional, while others display no distinct leadership style. Some play an excellent role in teacher development and efficacy, others play very little or no role. H.O.D.s perception of their role conflict with how they enact these roles and what they believe about them. The conclusion is that i H.O.D.s need a comprehensive system of training in their H.O.D.s specific roles and to help them develop and utilize more transformational leadership skills for use with their departments. Keywords: transformational and transactional leadership, heads of department/department chairs, Jamaican education / Teaching & Learning

While the experiences and challenges of principals at Title I schools has been studied, this research builds on those studies with the added dimension of exploring the perspectives of charter school principals who are new to the role and are working in the landscape of Title I schools in Los Angeles. This dissertation examines the history of charter schools and provides a contextual overview of charter schools and charter school accountability measures in the United States and in Los Angeles, with the added political context of the charter school landscape in Los Angeles after the historic Los Angeles teacher union strikes in 2019. The dissertation utilizes qualitative research to explore the experiences of six new charter school principals at Title I schools through semi-structured interviews, a focus group, and reflective field notes. The experiences of the new charter school principals are analyzed through transition theory and the three phases of transition (Bridges & Bridges, 2016) and transformative leadership practices (Leithwood & Jantzi, 2000). Findings explore the experiences of leaders who take on the mantle of principalship at Title I charter schools in Los Angeles, and how being new brings a unique dimension to those experiences. Findings also indicate that charter school principals value collaborative leadership and often use transformative leadership practices throughout their transition to the principalship during the first few years. The findings highlight the need for structured mentorship, coaching opportunities, and support xiii for new charter school principals and brings credence to the myriad of responsibilities and challenges inherently unique to leading Title I charter schools in Los Angeles.

<p dir="ltr">This study explores an association between the leadership styles of senior leaders in international schools—specifically transactional, transformational, and passive-avoidant approaches—and whether members of their board are elected, appointed, or both. The literature review identifies a recent board trend towards increasing the appointment of members and a preference for transformational leadership from senior leaders. This study highlights the relationship between leadership and governance in international schools and suggests re-evaluating historical paradigms. A quantitative approach was used to establish a significant association with a large effect between senior international school leaders with a transformational leadership style and international school boards that appoint members as opposed to electing them. Implications for theory, practice, and future research are discussed with the suggestion that a transformational break with democratic traditions might serve international schools best in the future.<br></p>

This thesis explored the cognitive, character-inference process that Dirks & Skarlicki (2004) assert contributes to trust development. Self-reported transformational leadership, leader integrity, organizational justice, and leader prototypicality correlated positively with cognitive trust in this sample of 81 student employees (63% female, mean age 20.5) of a large southeastern university. Leader prototypicality, a cognitive evaluation process, partially mediated the relationship between leader integrity and trust. This study's prime contribution was the longitudinal, empirical test of a model of trust development in interdependent leader-follower dyads. Future research may explore other antecedents of trust, assess how the cognitive process of trust development occurs, or investigate the relationship-based social exchange mechanism Dirks and Skarlicki (2004) suggest contributes to the development of affective trust. / Master of Science

[pt] Este estudo buscou examinar as associações da liderança transformacional e da liderança abusiva com o engajamento dos funcionários em uma confecção no Rio de Janeiro. O estudo também explora antecedentes das percepções sobre as líderes, considerando a sua presença afetiva (positiva e negativa) nos julgamentos dos seus liderados. Para testar as hipóteses, foi aplicada a regressão multivariada a uma base de dados levantada através de survey aplicada a 583 costureiras. Os resultados sugerem que uma liderança mais transformacional e menos abusiva está associada com maior engajamento de colaboradores, e que esses estilos de liderança estão associados à presença afetiva do líder, mais positiva ou negativa, respectivamente. / [en] This study sought to examine the associations of transformational leadership and abusive leadership with engagement of employees in a clothing factory in Rio de Janeiro. The study also explores antecedents of perceptions about women leaders, considering their affective presence (positive and negative) in the judgments of their followers. To test the hypotheses, multivariate regression was applied to a database collected through a survey applied to 503. The results suggest that more transformational and less abusive leadership is associated with greater employee engagement, and that these leadership styles are associated with the leader s affective presence, which is more positive or negative, respectively.

Service-learning, an experiential learning and teaching pedagogy, provides students and teachers the opportunity to take classroom knowledge and put it to work in real world applications in the greater community. This qualitative case study dissertation explored the expected and unexpected outcomes of a service-learning program at an urban charter high school. Through a review of current literature, the history of service-learning is traced from its modern roots to present day incarnations. Grounded in the overlapping frameworks of pragmatic constructivist theory and practice, and service-learning with a social justice model, best practices were examined through interviews and focus groups of current students and students who have completed the SL program. The findings to the three research questions suggested: The expected outcomes addressed activism, awareness, and social development; the unexpected outcomes spoke to the development of interpersonal transformations surpassing expectations and agency, unexpected contentbased outcomes, and unexpected abstract outcomes; the implementation data focused on the need for institutional support and adaptability. Recommendations for future implementation were also discussed.

Yes / This article introduces a critical approach to follower/ship studies through exploring the unarticulated but highly influential implicit academic theory of follower/ship that informs dominant paradigms of leadership. Research into follower/ship is developing apace but the field lacks a critical account. Such an absence of critical voice renders researchers unaware of the performative effect of their studies, that is, how their studies actively constitute that of which they speak. So, do studies of followers (and leaders, it follows) constitute that very actuality they are studying? Analysis of seminal papers in three major categories of leadership, leader-centric, multiple leadership and leader-centred, shows that leadership theory is underpinned by the desire for power and control over the potentially dangerous masses, now labelled ‘followers’. The etiolated perspective of the people called ‘followers’ undermines leadership theory, and we recommend the wisdom of leaving follower/ship unexplored.

Teams are becoming more diverse, and often, this diversity produces decrements in team performance. It has been argued within the literature on teams, that team leadership is instrumental in developing and maintaining effective team performance within all types of teams. Despite this argument, we do not yet fully understand how leaders within culturally diverse teams manage the diversity to promote the affective states and behavioral processes that lead to effective performance. Therefore, this literature review seeks to understand how leaders can promote collective efficacy within diverse teams. Specifically, how a leader with individualistic values can promote collective efficacy within a collectivistic society. Through an integrated literature review, I seek to identify challenges in relation to effective performance through the leaders' abilities to build collective efficacy to avoid mission failure in collectivistic societies.

As technology continuously evolves, it becomes increasingly important for various industries to adapt to the technological landscape. This necessity is evident in the banking sector, as banks must constantly evolve in parallel with those who may seek to harm the organization. The success of the industry is linked to its relationships with customers and other stakeholders, which means it is crucial to continually enhance and implement new measures to ensure risks are minimized. Previous research has highlighted the importance of leadership and the necessity of having a well-functioning risk management strategy to minimize risks and create a strong, stable foundation for operational efficiency. However, less attention has been directed toward the interdependence of these two components and how leadership affects risk management within organizations, such as banks. The purpose of this report is to increase the understanding of how various aspects of transformational and transactional leadership can be used to promote a proactive risk management, as well as how these leadership styles can be integrated with each other to create a proactive risk management within the banking sector.. The study draws on theories and previous research on leadership, risk management strategies, and Enterprise Risk Management, as well as respondents' knowledge and experiences, to address the study's purpose.This study examines the significance of leadership in cultivating a proactive risk management within the banking sector. By analyzing the role of leadership in promoting risk awareness and proactive behavior among employees, this research provides insights into how effective leaders can influence attitudes and behaviors crucial for managing risks. The findings emphasize the need for leaders within the banking sector to take initiatives to enhance the organization's capability to manage risks and promote a proactive culture essential for meeting the ever-changing challenges of today's financial landscape.In conclusion, the study's findings underscore the importance of a leader's ability to harmoniously integrate aspects of both transformational and transactional leadership to strengthen the organization's ability to manage risks and foster a proactive risk management necessary for addressing the continually evolving challenges in today's financial landscape.

This research deals with organisation culture in the Chemical Industry, with specific reference to the culture in Gas Production. In the literature survey, the concept 'organisation culture' is studied theoretically from the perspective of Burke and Litwin. Theoretically, differences may occur between the current and desired organisation culture, between divisions and between levels of authority. The conclusion is drawn that culture change involves the whole organisation. In the empirical investigation, the Organisation Culture Index is applied to 36 employees at management level and 138 at employee level. The empirical findings show that there are significant differences. The empirical findings therefore support the theoretical findings that a single culture does not always exist in an organisation. This research also confirms that the culture in this organisation may not be appropriate for the present era. / Hierdie navorsing ondersoek organisasiekultuur in die Chemiese Bedryf, met spesifieke verwysing na die kultuur in Gasproduksie. In die literatuuroorsig word die konsep "organisasiekultuur" teoreties vanuit Burke en Litwin se perspektief beskou. Teoreties kan verskille in organisasiekultuur tussen die huidige en die verlangde organisasiekultuur, tussen afdelings en tussen gesagsvlakke voorkom. Die afleiding word gemaak dat kultuurverandering die totale organisasie betrek. In die empiriese ondersoek word die Organisasiekultuurindeks op 36 werknemers van die bestuursgroep en 138 van die werknemersgroep toegepas. Uit die empiriese bevindinge blyk dit dat daar betekenisvolle verskille in organisasiekultuur voorkom. Die empiriese bevindinge steun die teoretiese bevindinge dat daar nie altyd sprake is van 'n enkele kultuur in 'n organisasie nie. Daar word ook vasgestel dat hierdie organisasie se organisasiekultuur nie toespaslik is vir die huidige era nie. / Industrial & Organisational Psychology / M. Com. (Industrial and Organisational Psychology)