Background: The COVID-19 pandemic has affected organizations as they have been forced to move their operations from a physical space to a fully remote work environment. This rapid and forced digitalization puts pressure on organizations and their leaders to guide them through these uncertain times. Middle-managers have been seen as a vital link between the top and lower level of the organization, and through utilizing transformational leadership, adaptations to rapid changes might be less disruptive for followers and the organization. However, COVID-19 has resulted in an unprecedented situation which has caught the middle-manager in the middle of turbulent organizational change. Purpose: The purpose of this thesis is to interpret middle-managers’ adaptation to the forced change from a physical working environment towards a fully remote one from a managerial perspective with the transformational leadership dimension. Method: To address the purpose of this study, a qualitative research design was used, and data was collected through three semi-structured interviews. Conclusion: This study found that three major adaptations were made by middle-managers in response to the forced relocation to remote. These three adaptations influenced three dimensions of transformational leadership who has received increased attention following forced remote which puts pressure on the middle-manager to address these dimensions while adhering to the new contextual circumstances.

The front-line homeless-sector workforce provides an essential service in an often emotionally-taxing environment that leads to high turnover. However, there has been limited research focused on front-line homeless sector workers or the supervisory support needed to mitigate the stressful nature of their work. A web-based survey of front-line homeless-sector workers (n=82) was conducted to compare the relative effects of transformational and supportive leadership on emotional exhaustion and turnover intention in front-line homeless sector workers. Established and validated measures were used for each of the variables in the study; the Multifactor Leadership Questionnaire for transformational leadership, the Inventory of Supportive and Unsupportive Managerial Behaviours for supportive leadership, the Maslach Burnout Inventory for emotional exhaustion, and the TIS-6 Turnover Intention Scale for turnover intention. Correlational analysis and multivariate multiple regression were used to analyze the relative effects. It was found that although transformational leadership has a correlational association with emotional exhaustion, it does not have a significant association with turnover intention. It also does not have a predictive relationship with either emotional exhaustion or turnover intention in front-line homeless-sector workers. Supportive leadership, however, had significant correlational associations and significant predictive relationships with both emotional exhaustion and turnover intention in the respondents. Implications for homeless-serving agencies and for supervisory support for front-line homeless-sector workers are discussed. / Graduate

<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>

[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.

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 study investigates transformational leadership at a higher education institution. The systems paradigm serves as the point of departure, while the construct `leadership', which forms the driving force of change in the organisation, and the concept `transformational leadership', are integrated to yield a mechanism for the optimal positioning of the organisation in the ambit of transformation. The results indicate that the leadership style at the higher institution in question is transformational in nature. From the literature review it became evident that although it is possible for transformational leaders to fail in the transformational strategy, the transformational leader may exhibit the most `ideal' leadership style for the higher education institution engaged in a turnaround strategy. Based on the results of the study, additional proposals are made regarding further study in the area of transformational leadership as well as possible decisions regarding human resource management for the higher education institution in question. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The purpose of the study was to explore the relationship between the transformational leadership (TL) style of officers and their followers’ organisational citizenship behaviour (OCB) in a South African military environment. TL was measured by means of the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and OCB by means of the Organisational Citizenship Behaviour Scale (OCBS). A sample of 300 followers was identified at a military unit in the South African Army and the participants were requested to complete the two questionnaires. The MLQ produced a Cronbach’s alpha of 0.91 and the OCBS a Cronbach’s alpha of 0.79, which were both statistically significant and acceptable. The main hypothesis of the empirical study was accepted, which predicted a significant relationship between TL and OCB (r = 0.412, significant at the 0.001 level). The hypotheses predicting a significant relationship between TL the five sub-dimensions of OCB produced mixed results. These results are as follows; there was no significant relationship between TL and Civic Virtue (r = 0.180), between TL and Sportsmanship (r = 0.132) and between TL and Courtesy (r = 0.207). Additionally, the hypotheses predicting a significant relationship between TL and Altruism (r = 0.499) and between TL and Conscientiousness (r = 0.315) were accepted. / Industrial & Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The purpose of the study was to explore the relationship between the transformational leadership (TL) style of officers and their followers’ organisational citizenship behaviour (OCB) in a South African military environment. TL was measured by means of the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and OCB by means of the Organisational Citizenship Behaviour Scale (OCBS). A sample of 300 followers was identified at a military unit in the South African Army and the participants were requested to complete the two questionnaires. The MLQ produced a Cronbach’s alpha of 0.91 and the OCBS a Cronbach’s alpha of 0.79, which were both statistically significant and acceptable. The main hypothesis of the empirical study was accepted, which predicted a significant relationship between TL and OCB (r = 0.412, significant at the 0.001 level). The hypotheses predicting a significant relationship between TL the five sub-dimensions of OCB produced mixed results. These results are as follows; there was no significant relationship between TL and Civic Virtue (r = 0.180), between TL and Sportsmanship (r = 0.132) and between TL and Courtesy (r = 0.207). Additionally, the hypotheses predicting a significant relationship between TL and Altruism (r = 0.499) and between TL and Conscientiousness (r = 0.315) were accepted. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)