The elementary principal is a key person in public schools. Few studies have examined women in this position in depth and detail. This study tells the story of one female elementary principal, Peggy Moles. Using interviews, surveys, observations, contact logs, and reviews of relevant documents, this qualitative study provides a detailed description of her professional life and her personal life as it relates to her job. Data were collected over a two-month period, and analysis was continuous throughout the study. The transcripts, surveys, fieldnotes, and written documents were examined for themes which describe the subject’s professional life and leadership style. Five characteristics of leadership were extracted from the data which describe this principal as a transformational leader: she (1) encourages the participation of others by creating a professional atmosphere and attitude in the school that provide incentive and willingness for the teachers, parents, and community to become involved; (2) shares the decision-making with faculty and parents; (3) enhances the self-worth of others through her acceptance of teachers as individuals who are professionals, but who also have lives away from the school; (4) creates a nourishing environment by being respectful, caring, inviting, friendly, accepting, and supportive; and (5) facilitates the faculty and the parents at her school through professionalism and modeling. The study offers a practical example of transformational leadership. It also provides descriptions of this principal’s leadership to which most males or females should be able to relate. The impressions of those around her are included to render a more vivid description of this female’s leadership and the environment in which she works. The study provides the reader an opportunity to examine the life of one female in school administration and, at the same time, gives the reader a feeling for the subject as an individual. A description of a "day in her life" ties the transformational leadership characteristics to the actual day-to-day events in the principalship of Peggy Moles. / Ed. D.

The demand for excellent service in the hospitality industry is critical. This study evolved from the author's twenty-five years' experience within the hospitality industry where managing emotions is vital to quality customer service. This study addresses the existing literature gap of the relationship between emotional intelligence and transformational leadership. A purposeful sample of 37 human resource directors and managers within Starwood Hotels and Resorts completed Schutte's (2002) Assessing Emotional Intelligence Scale, Bass and Avolio's (2004) Multifactor Leadership Questionnaire and a demographic questionnaire. To explore the relationship of emotional intelligence and transformational leadership, the study focused on emotional intelligence and leadership competencies of transformational leadership—idealized influences, inspirational motivation, intellectual stimulation, individualized consideration. These competencies correlate closely with successful culture transformation, and the study demonstrated strong correlation. Data analyses resulted in observing a statistically significant relationship between pairs of scores to pairs of measures of leadership behaviors . The results support the research of Leban and Zulauf, 2004; Mandell and Pherwani, 2003; Sosik and Mergerian, 1999). A confluence of the data analysis and literature review of the constructs—emotional intelligence and transformative learning—yielded a preliminary conceptual model, The Transformational Leadership Pathway. The proposed conceptual model, providing a basis for future research, captures the hierarchy of transformational behaviors that may provide an instructive method to bring about culture change within service organizations. Four important recommendations for practice and research are included. One research recommendation is to replicate the study as global cross-cultural research to create better understanding of emotional intelligence and transformational leadership. Three recommendations for practice include: (a) a proposed competency model as an antecedent to transformational leadership that advances a leaders' competency in reading and interpreting social cues of followers, and adjusts behavior to align with the emotional needs of the follower, (b) adoption of ability based measures that may add to the selection process and contribute to the hiring of hospitality professionals in the workplace, and (c) consideration of replicating the study as global cross-cultural research to advance the construct of emotional intelligence contributing to transformational leadership. Additional recommendations for research and practice are included. / Ph. D.

The COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future. / Master of Science in Life Sciences / The COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future.

The challenges we face in society are becoming increasingly complex. Addressing complex problems (such as climate change, food security, and water conservation, among others) requires working with others in an interdependent and collaborative environment. However, employers have noted that college graduates are insufficiently prepared to work effectively in teams. The central problem this study seeks to solve pertains to the inability of college graduates to engage effectively in teamwork. I have identified transformational leadership and effective followership behaviors as predictors of teamwork quality and team effectiveness in the study. This study applies an explanatory sequential mixed methods design to examine: (a) whether transformational team leadership is positively related to team effectiveness, as mediated by teamwork quality, (b) whether effective team followership is positively related to team effectiveness, as mediated by teamwork quality; (c) team members' perceptions of overall teamwork quality, (d) team members' perceptions of how transformational team leadership influences overall teamwork quality and team effectiveness, (e) team members' perceptions of how effective team followership influences overall teamwork quality and team effectiveness, and (f) the differences and similarities that exist between teams in the perceptions of teamwork quality, transformational team leadership and effective team followership. Quantitative data were collected through surveys that were completed by 98 students (n=98) subdivided into 20 project teams (j=20) in the Virginia Governor School for Agriculture, as well as 84 students (n=84) subdivided into 10 project teams (j=10) in a leadership class at the University of Georgia. Follow-up focus groups were conducted with five teams (j = 5, n = 27). Statistical analyses included: descriptive statistics, correlational tests, exploratory factor analysis (EFA), Cronbach's alpha tests, and a mediation analysis based on ordinary least square regression-based path analysis. Coding and thematic analysis of focus group transcripts were carried out in the qualitative phase. Findings indicate that transformational team leadership was positively related to team effectiveness ( = 0.54, p < .05), such that the relationship was mediated by teamwork quality. However, teamwork quality did not mediate the relationship between effective team followership and team effectiveness. Findings show a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. In contrast, groups with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, findings show a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibited centralized leadership, while teams with high-quality teamwork exhibited shared leadership. Lastly, findings show a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and those with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers. / Doctor of Philosophy / In today's world, employers are interested in the ability of college graduates to work effectively in a team. This is because the problems organizations face today are increasingly complex and require teamwork. Unfortunately, employers have rated many college graduates as inadequately prepared to work effectively in teams. Seeing this problem, I wanted to know what factors influence college graduates' ability to engage effectively in teamwork. While leadership researchers have identified team members' leadership and followership behaviors as factors that influence their ability to work effectively in a team, there is a need to know what that relationship looks like. Therefore, in this study, I have explored how transformational leadership and effective followership behaviors of team members influence teamwork quality and team effectiveness. I surveyed 20 student project teams comprised of 98 students in the Virginia Governor School for Agriculture, as well as 10 student project teams comprised of 84 students in a leadership class at the University of Georgia. As a follow-up, I conducted small-group discussions with five teams to understand what was going on in their teams regarding teamwork quality, leadership, and followership. I found that transformational team leadership influenced team effectiveness by improving the quality of teamwork in a team. However, effective team followership did not improve the quality of teamwork in a team. I also found a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. On the other hand, teams with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, I found a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibiting centralized leadership, and those with high-quality teamwork exhibited shared leadership. Lastly, I found a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and teams with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.

No / Notions of leadership change over time. The last two decades have been dominated by US models of ¿heroic¿ leadership, based largely on predominately male-biased samples, which have been focused on studies of ¿distant¿ leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few ¿gifted¿ ¿charismatic¿ individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase ¿engagement¿ amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of ¿nearby¿ leadership in UK public sector organisations.

Internships provide a platform for students to apply theoretical knowledge in a practical setting and to gain hands-on experience (Simons et al., 2012). Moreover, internships can help students build networks and connections within their chosen industry, which can later prove valuable in their career development. This qualitative exploratory study investigated students' perceptions of their hospitality and tourism internships on how they perceive their career pathways after completing an internship in a four-year degree program. For this study, a group of Junior and Senior hospitality and tourism university students from a major university were interviewed. The researcher utilized a phenomenological approach to analyze the data to best understand their lived experiences and perceptions. This was further contextualized under the theoretical framework of Transformational Leadership Theory (Northouse, 2019) to help elucidate the students' perceptions of their internships on their career pathways. From this analysis process, four themes emerged from their perceptions: 1) Servant Leadership, 2) mission and vison alignment, 3) mentors, and 4) connection of learning. This study addressed the gap in the current literature of transformational leadership and college students' perceptions of their career pathways after completing an internship by understanding how the 4i's of idealized influence and charisma, inspirational motivation, intellectual stimulation, and individualized consideration are positively or negatively perceived. A key finding of the study was that students' perceptions of their career pathways were positive in both transformational and transactional internships, and only differed in the 4i's constructs. However, students who completed a transformational internship could see themselves as leaders within the organization and could see a pathway for career advancement increasing retention within the organization.

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

Magister Artium (Development Studies) - MA(DVS) / Clarifying the nexus between leadership and organisational effectiveness across the world remains a significant challenge that has raised robust scholarly debate. A wide range of conceptual models have been provided on effective leadership. But, at the global level few empirical studies have been done to examine transformational leadership in the context of Non-Government Organisations (NGOs). In line with the leadership theory and conceptual framework, this study sought to analyse members' perception of their leaders, using a case study NGO in Addis Ababa. The researcher employed both quantitative and qualitative research methods. Quantitative methodology used questionnaire surveys based on the Multifactor Leadership Questionnaire to assess the dominant leadership style within ANOPA+. Qualitative methodology was applied through semi-structured interviews, in order to deepen the understanding of the existing leadership style based on the members' perception of the organisation. The results of the study indicated that transformational leadership motivated followers to attain more than they thought possible, by appealing to followers self-esteem and inspiring them to go beyond self-centered interests. In addition, the research process identified five important gaps that impede the successful implementation of ANOPA+'s programme. First, this study revealed that ANOPA+ leaders failed to use, or lacked a proper understanding of, transformational leadership skills. Second, this empirical research, discovered that the dominant leadership style within ANOPA+ was transactional leadership. Third, this research confirmed that there was no statistically significant difference between the perception of staff and volunteers regarding the leadership style within ANOPA+. Fourth, the field data assessment showed that HIV/AIDS status is the crucial criterion for appointment as a leader in ANOPA+. However, ANOPA+ members believed that effective leaders should have a combination of the knowledge, skills and competencies that followers can use to perform their day-to-day work. Fifth, the study identified that the appointment of women in leadership positions within ANOPA+ is very low. Within the context of the above mentioned analysis, the study finally brings into focus general observations gained from the investigation and provides recommendations to policy makers and other stakeholders.

Thesis (MBA.) -- University of Limpopo, 2017 / This study drew attention to the influential role the transformational leadership constructs can play in increasing women representation in decision making structures of the Department of Social Development (DSD). The DSD’s Sekhukhune District in Limpopo Province was used as an area of study. The aim of the study was to investigate the significance of transformational leadership in pursuing gender parity in the DSD’s Sekhukhune District. The study followed an exploratory research design and implemented a qualitative methodology. A total of 10 DSD managers were targeted. Furthermore, a purposive sampling was used and interviews were conducted as the method of data collection. The data collected had been analysed thematically. The results revealed that although there have been improvements of more appointed women managers within the organisation. There were still more women managers than men managers within the organisation. However, most men occupy senior management positions while most women occupy the lower managerial positions. Most managers were not inspired to perform more than they were expected giving the reason that, they lack resources and their efforts often go unrecognised. Most managers found political appointment discouraging towards fair promotions. Nevertheless, there were enough women who possess required leadership skills. Conversely, there were no programmes that support women participation and empowerment in issues relating to gender parity. Leadership training, transformational leadership, provision of resources and salary acceleration were common suggestions to pursue gender parity. The study recommends that the DSD Sekhukhune District leadership should adopt and implement transformational leadership, change political appointment, appoint leaders with relevant qualifications, establishing a functional gender mainstreaming office within the DSD Sekhukhune District, adequate budgetary support and specialised training of staff shall assist in closing the gender parity gap.

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)