No description available.

<p>Problem: -The 2008 Financial crisis has caused global impact on business market and led to question leader's competence. Prior study has found that leadership contributes certain effects to organizations' performace under a crisis situation, however there is lit-tle study which has been made regarding to identifying crisis leadership and its compe-tence and management during crisis.</p><p>Purpose: - The purpose in this thesis is to bridge the gap between crisis management and leadership by finding answers of five research questions. Which are ; How this 2008 financial crisis has affected the international financial institutions, what leadership dimensions are performed by leaders during the financial crisis, which leadership style do leaders tend to rely on in international financial companies during the 2008 financial crisis, why do leaders tend to rely on the dimensions of transformational leadership or transactional leadership and what are the implications in this study that could lead to fu-ture research.</p><p>Method: - The study employs qualitative methods to fulfill better and deeper understanding about 'how' and 'why' on leadership dimension during the 2008 financial crisis. Data were collected by personal interviews to support and act as a foundation of the analysis to answer the research questions. The choice of interviewees is middle managers of large international companies in the financial sector in Sweden and South Korea.</p><p>Conclusions: - The finding of this study indicates that 2008 financial crisis has af-fected on large international financial corporations in Sweden and South Korea. More-over, three dimensions of transformational leadership are strongly performed by the middle managers during the 2008 financial crisis. The three strongly performed dimen-sions are (1) Inspirational Motivation, (2) Charisma/ Idealized Influence and (3) Indivi-dualized consideration.</p>

This research explored the extent to which different knowledge conversion processes require different kinds of leadership. The research was inspired by Nonaka and Konno (1998) and proposed that knowledge conversion processes may each require their own form of leadership because they are conducted under different bas or contexts. Vera and Crossan's (2004) work provided a foundation for this research through the argument that knowledge conversion processes need not only transformational but also transactional leadership. The leadership framework based upon transformational and transactional leadership was therefore adopted for the study. Semi-structured interviews and the Multifactor Leadership Questionnaire (MLQ), developed by Bernard Bass and Bruce Avolio to assess leadership under the transformational and transactional leadership framework, were used to gauge the opinions of participants about leadership and knowledge conversion processes. Scenarios/descriptions derived from Nonaka and Takeuchi (1995) were used to focus the mindset of the participants involved in the interviews and the questionnaire, which was administered at the time of the interviews to support triangulation. Findings suggested that knowledge conversion processes do not differ to the extent that they require both transformational and transactional leadership. However, qualitative evidence indicated that knowledge conversion processes were somewhat different in terms of certain dimensions of transformational leadership. These differences related to the need for a strong sense of purpose, a compelling vision of the future and long-termism in some but not all situations involving the leadership of knowledge conversion processes.

This study explored successful leadership practices in challenging circumstances within the context of two case study schools. It was a qualitative case study of two secondary schools that have consistently performed above national average over a period of five years for matric pass rate. These township schools are headed by a female and a male principal. The study provides greater insights into leadership practices in the schools. The study showed that shared leadership was not practiced in the case schools. Shared (distributive) leadership implied that principals in the case schools would be practicing collective forms of leadership. However, delegation, which was about authority and accountability residing with the principal, seemed more prevalent. The findings revealed that both principals saw themselves as delegating most of the tasks to their subordinates, even though these tasks belonged to the subordinates by virtue of their formal appointments. The case schools have two deputies who share administrative and curriculum responsibilities. The deputy principals are there to deputise and assist the principal - duties that are lawfully theirs. The same applies to the HoDs whose duties are to oversee curriculum delivery in the classroom. These are not a delegated function but an execution of their responsibilities. In both case schools, evidence shows that the schools are successful because of the initiative of individual teachers who exert themselves in the classroom.

Ineffective communication is a chief contributor to business leaders' ineffective leadership. The purpose of this multiple case study was to explore the communication strategies that 4 business leaders in the retail industry used to improve employee motivation. The business leaders, including owners and senior leadership from 3 organizations in the retail industry in the Baltimore-Washington Metropolitan Area, were purposefully selected for study participation. Transformational leadership theory shaped the conceptual framework of this study. Transformational leaders use effective communication to influence employee motivation positively. Data were collected from semistructured interviews with the business leaders, public reports, organization documents, and text message correspondences. Data analysis involved identifying reoccurring phenomena and coding meaningful and common keywords, phrases, and statements to form themes. Data analysis also involved triangulating information. Through data analysis, 5 themes emerged, including the following: respectful communication, 2-way communication, and charismatic communication. Business leaders' practice of effective communication strategies could contribute to social change by enhancing the well-being of employees, which might promote the improvement of economic conditions of individuals, families, and communities.

There has been a rise in remote and virtual employees over the last 10 years with roughly 20-30 million Americans working remotely at least 1 day each week. This growth in virtual employees increases business and organizations' dependency on technology and on effective strategies to lead virtual teams. Grounded in transformational leadership theory, the purpose of this explanatory case study was to explore strategies e-leaders use in leading virtual teams effectively. The study population comprised a virtual company headquartered in the United States. The data included semistructured interviews with e-leaders with at least 1 year of experience in leading successful virtual teams, an analysis of technological tools, and a review of company documentation. Thematic analysis was conducted on the data collected via tool analysis. Three themes emerged from the analysis: focusing on results-based performance, enabling communications and collaborations through the right technologies, and investing in building and modeling the company's culture. The study's implications for positive social change include the potential to provide similar organizations with effective strategies to train their e-leaders in developing and leading more successful virtual teams. Additionally, using virtual teams can enable firms to lower direct and indirect green gashouse emissions by using fewer resources at worksites and to reduce carbon dioxide through decreased travel.

Businesses that can retain junior executives as part of a succession plan are likely to outperform companies that struggle to fill senior executive positions. The purpose of this correlational study was to create a focus for organizations facing competition for candidates to fill critical vacancies as a generation of senior executives retire. The study population consisted of junior executives working in the United States energy industry. This study was grounded in Burns' transformational leadership theory, which holds that leaders can increase the motivation, morale, and performance of followers to enhance their leadership to work toward organizational goals. The study research question examined the relationship between junior executives' perceptions of senior executives' transformational leadership styles, junior executives' job satisfaction, and junior executives' turnover intentions. Data were collected using an online survey (N = 492) and analyzed using correlational analysis. Multiple linear regression results showed a statistically significant negative correlation between junior executives' perceptions of senior executives' transformational leadership styles, junior executives' job satisfaction, and junior executives' turnover intentions. Business leaders might benefit from considering the concepts identified to implement strategies designed to retain skilled and experienced junior executives to maintain continuity and momentum of strategic efforts. Application of the findings of this study may lead to increased stability for employees and reduced turnover costs for businesses resulting in positive social change for individuals, organizations, and communities.

Retaining qualified talent is essential to organizational leaders' ability to maintain a competitive advantage. The purpose of this multiple case study was to explore the retention strategies that financial managers used to prepare and maintain talent to assume future leadership roles. The conceptual framework that grounded this study was the transformational leadership theory. The research participants were financial managers from 5 financial services businesses located in the southern region of the United States with a minimum of 5 years of management experience and at least 3 direct reports. Data were collected from semistructured interviews, observations, and review of annual reports, websites, and talent-development strategies. To ensure data saturation, methodological triangulation was used. Data analysis using the modified van Kaam method enabled the identification of 4 themes: preparing, partnering, mentoring, and investing. The implications of this study for positive social change include the potential for leaders of financial businesses to increase awareness of the value of talent retention efforts across organizations, thereby improving profit margins.

Abstract Innovational behavior is one of the main sources of an organization¡¦s competitive advantage which is verified by many scholars. Peter Drucker¡]1985¡^said that two of the most important issues in knowledge age are knowledge management and innovation. Therefore, organizations have the chance to develop the ability of innovation when they are able to control knowledge. Only with the innovation of product and management skills, hi-tech companies could catch up the changing environment. This study focuses on the relationship between innovative behavior, leadership, absorptive capacity, and psychological contract between units. In the meantime, leadership style contains transactional leadership and transformational leadership; absorptive capacity contains the ability of acquisition, assimilation and exploitation; psychological contract contains transactional, relational and balanced relationship. The result of the research indicates that: 1. The differences of employees¡¦ gender, marriage and the function of occupation have significant difference on innovative behavior 2. In addition to difference analysis, relationship between transactional leadership, transformational leadership, acquisition ability, assimilation ability, exploitation ability and balanced relationship of psychological contract have significant influence on innovative behavior.

This thesis is to study the relationship among transformational leadership, organizational commitment and organizational citizenship behavior within team levels and cross-levels. The analysis demonstrated in this thesis is based on 305 questionnaires collected from 63 leaders and 242 questionnaires from team members. The conclusions are listed as following. 1. The relationship between transformational leadership and organizational commitment (1) Transformational leadership positively impacts organizational commitment. (2) If the team members feel the inspiration from leaders, it will positively impact team members¡¦ value commitment; if they feel leaders¡¦ Idealized Influence, they will be positively impacted in retention commitment. (3) Transformational leadership is not the key factor of influencing team members¡¦ organizational commitment. 2. The relationship between transformational leadership and organizational citizenship behavior (1) If the leaders enhance their transformational leadership, it will be helpful of strengthening team members¡¦ OCB in the aspects of identification with the company, interpersonal harmony, civic virtue, conscientiousness and altruism. (2) In cross level, transformational leadership does effect the correlation to interpersonal harmony.