As result of economic uncertainty, rapid technological developments and continuous change, effective organisational transformation is required to ensure a competitive advantage. Transformational leadership is characterised by the ability to bring about significant organisational change. Transformational leadership is visionary-orientated and based on deeply fundamental values. This intrinsic value system which is a dimension of spirituality forms a spiritual foundation that guides and directs leaders' behaviour. Recognising leadership as the manifestation of a leader's spiritual core has emerged from recent research, but no research studies could be found to confirm the relationship empirically speaking between transformational leadership and spiritual intelligence. Subsequently the aim of this research is to determine the relationship between transformational leadership and spiritual intelligence and how it is manifested in managers of a utility company. A literature study was undertaken to analyse the concepts of transformational leadership, spiritual intelligence and the key dimensions that described them. It leads to the conclusion that spiritual intelligence implies the "capacity to think with one's soul", bringing with it self development that may pre-dispose leaders to use transformational behaviour. In the empirical study with a group of 56 managers from a utility company, their transformational leadership behaviour and spiritual intelligence levels were assessed by means of self-evaluation via the following measuring instruments: Leadership Practices Inventory (LPI) (Kouzes & Posner, 1998) and a Spiritual Intelligence questionnaire developed by Minnaar (2005). Feedback from 97% of the managers of the utility company yields the following results: good reliability indices for measuring instruments, and that a significant meaningful correlation exists between transformational leadership and spiritual intelligence. The results of this study prove a relationship between transformational leadership and spiritual intelligence as manifested amongst managers of a utility company. The contribution of this study is to be found in that research was done on the relationship between two leadership elements, which had not previously been researched. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2006

John and Edward Grimes (artist name "Jedward") have been active for four and a half years and have a heterogeneous following of fans. This thesis aims to investigate how and why people become Jedward fans, how they view the fandom and what experiences they have of being round the twins. After respondents, independently of one another, began disclosing how the twins and fandom had fundamentally changed their lives, this area of investigation was also pursued. The conclusion is that while there are some negative aspects of fandom, for those taking part in the study, being a fan of Jedward has led to what I've chosen to term "Fandom-Induced Self-Efficacy".

This dissertation describes how Canada’s Outstanding Principals (COP) processes (i.e., engaging in the COP program, receiving COP recognition, continuing participation with COPA, engaging in technology-based networking, and navigating nomination process) enhanced the leadership capacities of COP recipients, and how COP, as a leadership development program, strengthened the relationship between transformational leadership and principal efficacy. An exploratory analysis of collective principal efficacy was also presented. Over and above an existing skill set, well-designed leadership development programs require a multi-year commitment integrating leadership wisdom from education and non-education sectors. When core transformational practices were combined, the COP processes of engaging in the COP program, receiving COP recognition, and continuing participation with COPA were most influential, while engaging in technology-based networking and navigating the nomination process were least influential. COP met the six leadership development program elements identified in the literature review as being foundational to a well-designed leadership development program. All six elements were necessary to enhance principal leadership capacity. When evidence relating to influential leadership development experiences and elements of well-designed leadership development programs were combined, purposeful, reciprocal, and iterative peer networking appeared to be the most influential leadership development program element. Principal efficacy was identified as a prerequisite for transformational leadership with the core transformational leadership practice of developing people driving the other core transformational leadership practices. Overall, COP processes moderately improved COP recipient ability to demonstrate core transformational leadership practices. The concepts of transformational leadership and principal efficacy, and their impact on student achievement, are demonstrated as important in the research literature. This dissertation contributed to the research literature by applying these concepts to a leadership development program, establishing that developing leaders with abilities as transformational leaders, and tapping into principal efficacy, were insightful elements of leadership development. Further research was suggested to consolidate understanding of the collective principal efficacy concept, and how to foster collective principal efficacy when developing a network of principals with high principal efficacy. Recommendations for leaders, program developers, and policymakers are made.

This dissertation describes how Canada’s Outstanding Principals (COP) processes (i.e., engaging in the COP program, receiving COP recognition, continuing participation with COPA, engaging in technology-based networking, and navigating nomination process) enhanced the leadership capacities of COP recipients, and how COP, as a leadership development program, strengthened the relationship between transformational leadership and principal efficacy. An exploratory analysis of collective principal efficacy was also presented. Over and above an existing skill set, well-designed leadership development programs require a multi-year commitment integrating leadership wisdom from education and non-education sectors. When core transformational practices were combined, the COP processes of engaging in the COP program, receiving COP recognition, and continuing participation with COPA were most influential, while engaging in technology-based networking and navigating the nomination process were least influential. COP met the six leadership development program elements identified in the literature review as being foundational to a well-designed leadership development program. All six elements were necessary to enhance principal leadership capacity. When evidence relating to influential leadership development experiences and elements of well-designed leadership development programs were combined, purposeful, reciprocal, and iterative peer networking appeared to be the most influential leadership development program element. Principal efficacy was identified as a prerequisite for transformational leadership with the core transformational leadership practice of developing people driving the other core transformational leadership practices. Overall, COP processes moderately improved COP recipient ability to demonstrate core transformational leadership practices. The concepts of transformational leadership and principal efficacy, and their impact on student achievement, are demonstrated as important in the research literature. This dissertation contributed to the research literature by applying these concepts to a leadership development program, establishing that developing leaders with abilities as transformational leaders, and tapping into principal efficacy, were insightful elements of leadership development. Further research was suggested to consolidate understanding of the collective principal efficacy concept, and how to foster collective principal efficacy when developing a network of principals with high principal efficacy. Recommendations for leaders, program developers, and policymakers are made.

<p>Purpose — this thesis aims at finding out the extent to which transformational leaders exercise the required competencies during the process of change within an organization. It’s simply meant to highlight the pros and cons that are evidenced within transformational leaders during the change process.</p><p>Design/ methodology/approach — the thesis relies on two cases involving mergers, notably HP-Compaq merger, and Volvo-Renault merger are used for the analysis. The reliance on models and concepts is employed, to test the empirical findings.</p><p>Findings — this paper illustrates that although transformational leaders competently fulfil their, there is a certain level of incompetence that arise during the process of change.</p><p>Originality/Value — this paper provides a detailed analysis of the transformational leader’s virtue and short comings during the process of change.</p>

The purpose of this research was to explore the interplay between coach transformational leadership and coach-athlete relationship, and the effect on athletes' positive psychological outcomes though three separate studies. The research positioned both transformational leadership and coach-athlete relationship as distinct yet highly related factors of a social environment created by coaches.

The purpose of this experimental study was to examine the role of a Transformational, Transactional, and Laissez-faire leader in the perceived likelihood of employees exhibiting Organizational Citizenship Behaviors (OCBs) at work. The extent to which employees identify with their leaders was also examined as a mediator on the relationship between leadership style and OCB performance. OCBs are behaviors that are not directly required of an employee, but that benefit the overall organization by promoting excellence while allowing employees to go beyond the job requirements. Previous research suggests that Transformational Leaders inspire and instill values in employees through empowerment and positive relationships (Bass, 2007; Bass & Riggio, 2006; Carter, Mossholder, Feild, & Armenakis, 2014; Eagly, Johannesen-Schmidt, & van Engen, 2003), and that employees that perform OCBs greatly benefit organizations (Akinbode, 2011; Finkelstein & Penner, 2004; Organ & Ryan, 1995; N. P. Podsakoff, Whiting, Podsakoff, & Blume, 2009; Shaffer, Li, & Bagger, 2015). One of three vignettes describing one of the three leadership styles (e.g., Transformational, Transactional, Laissez-faire) was shown to 200 employed participants working at least part time (i.e., 20 hours per week) under a supervisor via an online survey using MTurk. After rating their respective leader (as described in the vignette) on the Global Transformational Leadership (GTL) scale, participants completed an identification with leader inventory and an OCB-checklist, indicating likelihood of OCB performance under their particular leader. Multivariate analysis of variance was utilized to examine the effect of leadership style on OCB performance. Further, correlational analyses were used to examine the relationship between GTL scores and OCB-Checklist scores. Finally, a mediation analysis with identification with the leader mediating the relationship between leadership style and OCB performance was conducted. Results showed individuals in the Transformational Leader Condition reported the highest likelihood of performing OCBs, followed by Transactional Leader and finally Laissez-faire Leader. Identification with the leader significantly mediated the relationship between Transformational leadership and OCB performance. Finally, individuals that perceived their leader as more Transformational were also more likely to report performing OCBs. Implications of these findings for OCBs in the workplace are discussed.

Transaction banking is changing in a fast pace due to digitalization, changes in regulation, new competition in the market etc. This acronym VUCA describes this environment; Volatility, Uncertainty, Complexity and Ambiguity. Due to changes in technology, politics and economics strategic renewal is critical to ensure long term survival. Middle managers play a vital role within strategic renewal and leadership behavior is important to be able to perform strategic renewal.   This study uses a single case study with a qualitative and inductive approach and five middle managers from different functions within transaction banking were interviewed. The interviews were conducted by semi-structured open-ended questions to be able to get an in-depth understanding. Based on the interviews it was possible to draw conclusions on the middle managers role within the strategic renewal process and connect their behaviours to the different leadership behaviours. Strategic renewal consists of four renewal journeys and in transaction banking there is an ongoing transformational renewal journey. It was found that Middle managers within transaction banking will best perform transformational renewal with a leadership behaviour that is transformational rather than transactional.

Organisations require a leadership cohort that can drive transformation from within, if they wish to adapt innovatively towards ensuring sustainable relevance in a volatile and highly competitive global market. The same applies to academic library services that serve the needs of their respective institutions. Yet, as indicated by various studies, little attention is paid to the nature of leadership required to take academic libraries forward in an age where, especially in the South African academic environment, the maxim of “business unusual” holds true. Transformational leadership is described as visionary and adaptive leadership aimed at increasing morale and motivation of staff, with an emphasis on follower development and empowerment towards self-leadership, driving entrepreneurial activities (Goethals, Soreson and Burns 2004b: 1558). The study explores aspects of the nature of transformational leadership, as well as the extent to which transformational leadership behaviours and attributes are perceived as being evident among the middle and senior library staff members at the Rhodes University Library. The Full Range Leadership Model (FRLM) provided the framework for this study, and the Team Multifactor Leadership Questionnaire (TMLQ) was adapted and administered (via the Mind Garden Transform Hosting Solution) to all 42 staff members of the Rhodes Library. The data analysis was done based on the collated on the Mind Garden Transform Hosting Solution. Based on the analysis of the data, it was concluded that the RUL leadership team is perceived as being predominantly transformational in nature, but with evidence to suggest that transactional and non-leadership behaviours occur more frequently than are conducive towards innovation. This conclusion is supported by the assessment of the perceptions of leadership outcomes that indicate perceived levels of some ineffectiveness, some dissatisfaction and insufficient extra effort on the side of the leadership team. / Mini Dissertation (MIT)--University of Pretoria, 2017. / Information Science / MIT / Unrestricted

Magister Commercii (Industrial Psychology) - MCom(IPS) / Transformational leadership has received considerable attention within the organizational sphere in the last decade. Leadership in higher education institutions has also received attention as there is a concern about the retention rates of students. Academic leaders have identified unclear educational goals, dissatisfaction with academic programmes, and unclear career objectives as reasons for student attrition. Therefore, skills training and development programmes became the priority of academic institutions for the purpose of retaining students to sustain a competent and efficient workforce generation in all spheres. The University of the Western Cape’s Peer Mentoring Programme offers a strategy to increase retention of students because it addresses several causes of student drop out such as, inadequate academic preparation for tertiary institutions, lack of knowledge about social or academic resources and adapting to new surroundings for first year students. Based on a review of empirical findings, this research elucidated the theoretical terrain of mentoring, transformational leadership and trust. The exploration of the literature highlighted the similarities and differences between transformational leaders and mentors are discussed. An adapted version of the Multifactor leadership questionnaire (MLQ), and the workplace trust survey (WTS) was administered to a sample of 54 mentors in a university’s peer mentoring programme within the Western Cape South Africa. The University of the Western Cape’s peer mentoring programme (PMP) was utilised as a case study and a convenience sampling approach was employed. The results emanating from this research indicate that there is a significant relationship between transformational leadership and trust. Biographical variables namely gender, age and previous experience within the mentoring programme as a follower (mentor) were examined amongst the sample of PMP to determine if any of the variables contributed towards the differences in perceptions of transformational leadership and trust in the leader (head mentor). These biographical variables demonstrated no significant difference in transformational and trust levels. Notwithstanding the limited generalizability of this study, implications for research and practice are suggested and recommendations are made to facilitate improved functioning of the PMP.