The purpose of this descriptive study was to examine how participants perceived their principal's leadership style and whether differences existed in their perceptions based on the demographic variables of age, gender, experience, education attainment and ethnicity. Transformational leaders were considered influential, change agents who motivated teachers to work collaboratively as a team to achieve defined goals. These leaders developed personal relationships and focused on increasing teachers' basic needs and developing them into leaders. On the other hand, transactional leaders were considered the status quo. These leaders developed impersonal relationships and motivated teachers according to their personal self-interest. They focused on social and economic exchanges, using contingent rewards to reinforce positive behaviors and administered punishment to reform negative behaviors. One-hundred and thirteen participants from six elementary schools participated in this study. The Multi-Leadership Questionnaire was used to collect data. Cronbach alpha was used to establish internal reliability consistency of the instrument. The data was analyzed using mean scores, percentages, chi-square, t-test and ANOVA. The research findings indicated that perception scores at both school levels were higher for transformational leadership than transactional leadership. According to the mean score interpretation (Table 2) and the participant's mean scores, 92.9% of participants perceived their principal as fairly often a transformational leader and 7.1% perceived their principal as frequently a transformational leader. Ironically, 100% of participants perceived their principal as sometimes a transactional leader. The research findings indicated that overall, teachers at both levels perceived their principal as fairly often a transformational leader and sometimes a transactional leader. Based on the demographic findings, an ANOVA revealed statistically significant differences in teachers' perceptions of their principal's transformational leadership style based on years of experience. Participants with more years of experience perceived their principal with significant higher mean scores than those with fewer years of experience. Recommendations included: (a) conducting further research to determine the impact that principals' leadership style have on student performance from a national perspective, (b) conducting a Longitudinal Research study to determine the impact that leadership styles have on student performance, and (c) exploring leadership styles extensively to identify the various leadership traits exhibited by both public and private elementary school principals.

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This dissertation examines the association between transformational leadership and public organizational performance using different data and methods. Each of the three articles collected in this dissertation contributes to the scholarship exploring the interplay of transformational leadership and organizational performance using distinct data and interpretive methods, examining the interplay of its elements and a widely used outcome measure – organizational performance as a dependent variable. The first article presents evidence of the empirical studies analyzing the association between transformational leadership and public organizational performance. Based on a formal, replicable search method informed by current practices for the systematic evaluation of published evidence, this review collects and analyzes empirical research articles examining the association between transformational leadership and public organizational performance. A total of seven journal articles were identified that met the study criteria. The measures of the transformational leadership construct in these studies are different but show a common pattern of survey questionnaires with multiple-level responses. Moreover, transformational leadership is found to be positively associated with public organizational performance. Organizational performance is operationalized using several factors such as development, growth, creativity, and effectiveness in the included studies. Acknowledging the gap in the included studies, this review offers two research questions for further exploration to address the gaps in the existing studies. The second article explores the association between the elements of transformational leadership and federal organizational performance in very large and large federal agencies using Ordinal Logistic Regression (OLR) on quantitative survey data drawn from results of the OPM Federal Employment Viewpoint Survey. Statistical findings of this study show a positive relationship between the elements of transformational leadership and organizational performance. This study contributes to the transformational leadership and public management literature by adding the scholarship exploring the association between the elements of transformational leadership and public organizational performance. The third article explores the association between transformational leadership and organizational performance from the experiences and perspectives of U.S. federal agency employees. The data was collected through semi-structured interviews with federal leaders from very large and large agencies, as per the Office of Personnel Management's classification. The perceptions of federal employees reflect the interplay between transformational leadership behaviors and perceptions of organizational performance. The informants' interviews enhance the understanding of transformational leadership-organizational performance association from the employee perspective. A process of thematic coding and interpretation is employed to analyze the interview data. The study findings contribute to the management and leadership literature by exploring the lived experiences of federal employees and their perceptions of the influence of transformational leadership on organizational performance. Moreover, the replicable qualitative interview process and analysis methodology create a pathway for future qualitative research. / Doctor of Philosophy / The influence of leadership is widely studied in terms of organizational performance. Among the leadership theories thought to influence organizational performance, transformational leadership is the most widely studied theory. The theory has gained much attention in the past 40 years for its contribution to many positive organizational outcomes, including meaningful work, organizational commitment, job satisfaction, and organizational performance. Despite a rich history of research in positive organizational outcomes, scholars still argue that there are scopes further to advance the empirical research on transformational leadership theory. Hence, the purpose of this dissertation is to address this claim and analyze the interplay between transformational leadership and public organizational performance. Study findings will contribute to the literature on transformational leadership by empirically examining the interplay of its elements and federal organizational performance. Moreover, the application of three distinct methods and interpretative data analysis will add new evidence to the research of public management and leadership.

For many years there has been a gap in knowledge about female and male leadership. Although the debate on gender is very tangible, the topic still remains an unfinished debate and challenge. Due to the unequal distribution of power, there is an endeavour to understand the differences between the leadership styles of women and men, but as of yet there are no direct and clear answers to this. The study was conducted due to the fact that women historically have had less access to leadership positions, and to fill the existing knowledge gap in research on this area. The purpose of this study was to examine and compare leadership styles between women and men, and to compare perceived influencing factors on leadership. Data was collected through semi-structured interviews consisting of both competency-based and semi-structured questions. A total of six interviews were conducted, three with women and three with men. The results of the study showed minimal differences in leadership styles, without a specific gender pattern. Instead, it appeared that the differences in leadership styles were individual-based, which raises questions about why there is an overrepresentation of men in leadership positions. However, the image of the stereotypical leader was challenged by the fact that the men in this study tended to adopt more stereotypically feminine characteristics. The results also showed how previous experience and feedback were perceived as important influencing factors by the majority of the respondents. Finally, based on the results of the study, suggestions for future studies were presented in terms of exploring and challenging the image of the stereotypical leader.

La investigación se centra en analizar la relación entre el liderazgo transformacional y el rendimiento de ventas en una empresa de capacitación para docentes en Trujillo, año 2022. El liderazgo transformacional destaca por su capacidad inspiradora y motivadora, contribuyendo al éxito organizacional. La pregunta de investigación explora esta relación, respaldada por una hipótesis de conexión positiva y significativa. La justificación se basa en comprender el impacto del liderazgo en las ventas. El objetivo general es evaluar esta relación, con objetivos específicos de medir el nivel de aplicación del liderazgo y evaluar las ventas. La investigación es aplicada, de enfoque cuantitativo, alcance explicativo y diseño no experimental. Se utilizó el cuestionario de liderazgo multifactorial en su versión corta y los informes de ventas en soles de enero a diciembre de 2022. Los resultados revelan una conexión significativa y positiva con un coeficiente de correlación de Spearman de 0.968, sugiriendo que mejoras en la aplicación del liderazgo transformacional se traducen en un aumento positivo en las ventas. Se destaca la necesidad de mejorar la aplicación del liderazgo, identificando áreas de específicas, y se sugiere implementar estrategias para potenciar la percepción y aplicación del liderazgo, abordando problemas de comunicación y confianza. En cuanto al rendimiento de ventas, se observa disparidad entre niveles. La investigación concluye resaltando la importancia del liderazgo transformacional y sugiere estrategias personalizadas y fortalecimiento de la cultura de liderazgo para mejorar el rendimiento de ventas. / The research focuses on analyzing the relationship between transformational leadership and sales performance in a teacher training company in Trujillo, year 2022. Transformational leadership stands out for its inspiring and motivating capacity, contributing to organizational success. The research question explores this relationship, supported by a hypothesis of a positive and significant connection. The justification is based on understanding the impact of leadership on sales. The general objective is to evaluate this relationship, with specific goals of measuring the level of leadership application and assessing sales. The research is applied, with a quantitative approach, explanatory scope, and non-experimental design. The short version of the multifactorial leadership questionnaire was used, along with sales reports in soles from January to December 2022. The results reveal a significant and positive connection with a Spearman correlation coefficient of 0.968, suggesting that improvements in the application of transformational leadership translate into a positive increase in sales. The need to improve leadership application is emphasized, identifying specific areas, and strategies are suggested to enhance the perception and application of leadership, addressing communication and trust issues. Regarding sales performance, disparity between levels is observed. The research concludes by highlighting the importance of transformational leadership and suggesting personalized strategies and strengthening the leadership culture to improve sales performance.

Syftet med denna studie var att undersöka relationen mellan transformativ, transaktionell – och låt - gå ledarstil och psykologisk trygghet hos medarbetare. En enkät med 40 frågor och påståenden utformades för att mäta arbetstagares upplevda psykologiska trygghet samt deras uppfattning av sin närmsta chefs ledarstil. Påståendena och frågorna baserades på mätinstrumenten Multifactor Leadership Questionnaire (MLQ) och Edmondsons frågor som mäter psykologisk trygghet. Resultatet påvisade signifikanta korrelationer mellan psykologisk trygghet och de två ledarskapsstilarna transformativt och låt-gå. Transformativt ledarskap var positivt relaterad till psykologisk trygghet medan Låt-gå var negativt relaterad till psykologisk trygghet. En multipel regression visade att samtliga ledarskapsstilar kunde förklara en signifikant del av variansen i psykologisk trygghet där den transformativa ledarskapsstilen var associerad med mer psykologisk trygghet medan transaktionell- och låt-gå-ledarskapsstil var associerade med mindre psykologisk trygghet. Slutsatsen i denna studie tyder på att den transformativa ledarskapsstilen är lämplig att utöva för att uppnå psykologisk trygghet bland medarbetare. / The aim of this study was to examine the relationship between transformative, transactional, and laissez-faire leadership styles with employee psychological safety. A questionnaire comprising 40 items was designed to assess employees' perceived psychological safety and their perception of their immediate supervisor's leadership style. The statements and questions were based on the Multifactor Leadership Questionnaire (MLQ) and Edmondson's questions measuring psychological safety. The results showed significant correlations between psychological safety and the two leadership styles transformative and laissez-faire. Transformative leadership was positively related to psychological safety, whereas laissez-faire leadership was negatively related. Multiple regression analysis indicated that all leadership styles could account for a significant portion of the variance in psychological safety, transformative leadership was positively associated with psychological safety, while laissez-faire leadership was negatively associated with psychological safety The findnings suggests that the transformative leadership style is suitable for promoting psychological safety among employees.