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.

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.

Philosophiae Doctor - PhD / Despite the fact that local government is nothing like it was several decades ago in terms of the numerous reform changes it has undergone, within the South African context we find that many of the elements of bureaucracy still represent local government institutions. In this regard bureaucratic structures were designed to have compliant employees who make decisions according to specified behaviours and rules. This feature of bureaucracy ensures that its leaders are not encouraged to take risks. In a bureaucracy it is preferable to stick to the tried and tested habits and practices as it is against these metrics that performance is assessed and promotions awarded. Innovative, entrepreneurial leaders run the risk of losing their jobs if they endeavour to either think or step outside of the box. The notion of embedding an innovative culture therefore becomes a challenge within the constraints of the public sector. There is an uneasy tension between the need for a cultural revolution of outdated bureaucracies in order to enhance flexibility and innovation on the one hand, and the desire to maintain the standards and procedures that are necessary for quality, accountable services to a broad range of stakeholders on the other. In effect there is tension between the need to be innovative and compliant. In this regard the adaptive local government organisation might be one that is not too prominent in terms of innovative cultural characteristics. But it might be one that displays both innovative and bureaucratic organisational cultural characteristics as it strives to achieve this dual objective of innovation and compliance. The study aims to see if transformational leadership principles can be applied under the prevailing conditions of policy, laws and strict compliance within local government. This study is based on the belief that leadership can influence organisational culture as it tries to bring about change. Leaders have to be up for the challenge to create an open culture that encourages change. By developing cultures that foster innovation leaders can help their organisations become more responsive to the changes in the external environment and become more effective. In order for their organisations to become more innovative, leaders would have to change their leadership practices and approaches to shape the new culture of their organisations. In this regard the buzzword over the last few decades in public administration has been change. One of the essential elements of leadership is change. Leaders are agents of change, be it at organisational level or at societal level. They represent the catalysts of social movements. Such a context is suitable for a transformational type of leadership. They can fulfil this role by inspiring those around them, setting an example and creating a vision of the future that is both attractive and credible. The transformational leadership theory starts from these premises. The transformational leader asks followers to transcend their own self-interest for the good of the group, organisation, or society, to consider their long-term need for self-development rather than their need of the moment and to become more aware of what is really important (Bass, 2008: 50). Schein (1997:15) reminds us that leadership and organisational culture are two sides of the same coin. The one cannot be studied without consideration for the other. Organisational culture therefore plays an important role in the effectiveness of the reform process. It is within this context of reform and change that leadership and organisational culture become relevant topics of discussion. It is against this backdrop that the study takes a look at the City of Cape Town’s attempts to implement strategies that promotes the type of organisational culture that can advance transformation and change as it strives towards the objective of becoming a world-class city.

While women continue to make progress in terms of graduate level education, discrepancies remain between women and men when it comes to opportunities for professional growth and development into executive leadership positions and playing a role in the boardroom. Guided by the theories of emotional intelligence (EI), transformational leadership (TL), and Hofstede's cultural values, the purpose of this quantitative mediation analysis was to determine the mediating effect of EI on the relationship between cultural values and TL in Jamaican female managers. Data were collected from 38 Jamaican female managers who were working with varied public and private sector entities located in urban and rural areas. Participants completed the Mayer-Salovey-Caruso Emotional Intelligence Test, Multifactor Leadership Questionnaire, and Cultural Values Scale via SurveyMonkey. No statistically significant mediated effects were found. Cultural values uncertainty subscale scores had statistically significant direct effects on TL. Through exploratory regressions, it was determined that experiential EI was positively predicted by the cultural values subscale scores of uncertainty avoidance, collectivism, and masculinity, and negatively predicted by age; strategic EI was negatively predicted by power distance and positively predicted by masculinity scores, and masculine cultural orientation was positively predicted by number of years as a supervisor, long term cultural value orientation, and power distance cultural value. The results could influence the development and implementation of suitable training interventions that may impact positively on the leadership skills of Jamaican female managers and ultimately realizing social change through family life.

BACKGROUND: Champions are widely recognized as playing a key role in the successful implementation of evidence-based interventions within the healthcare sector; however, little is known about which characteristics and skills enable them to play that role. Furthermore, previous studies have measured only individual champion’s responses to personal attributes without incorporating input from other observers. A mixed methods study was conducted to 1) identify, analyze, and group the characteristics of champions who have successfully promoted adoption of new initiatives within the healthcare delivery system, 2) understand when and how champion-like characteristics emerge during the implementation process, and 3) describe how these characteristics are developed to more quickly advance champions within the healthcare setting. METHODS: Data were collected and analyzed from healthcare champions (n=30) and their colleagues (n=58) from eleven countries using a survey. Every champion and a subset of colleagues (n=14) also participated in in-depth interviews. Correlation coefficients and descriptive statistics were used to explore the relationship between responses to survey items; Chi-squared tests and Kruskal-Wallis tests were used to compare the differences. Thematic content analysis of qualitative data explored champion-like characteristics, their emergence, and how their skills were developed. Once results emerged, characteristics of champions were categorized using the Transformational Leadership Theory framework. RESULTS: Champions tend to inspire their clinical teams to adopt new interventions within healthcare using a leadership style that naturally facilitates trust, as well as motivation to work towards common goals. This leadership style is similar to what is exhibited by transformational leaders; therefore, champions can be identified, categorized, and developed using transformational leadership theory. Champion emergence within the implementation process is facilitated by supportive leadership and high levels of autonomy. Additionally, there was a high proportion of agreement between champion and colleague survey responses; however, champions were more likely to underrate their skills and abilities to instigate change. CONCLUSION: Champions exhibit the same characteristics as transformational leaders; therefore, transformational leadership theory — its frameworks and associated tools — is useful for identifying and developing champions. Future work should focus on how organizational leaders can facilitate the growth of emerging champions, as this enabling environment determines the fate of both the champion and the evidence-based intervention.

El presente trabajo de investigación tiene como propósito determinar si el liderazgo transformacional genera relación sobre la productividad de los trabajadores en las empresas de servicio de auditoría en Lima Metropolitana, al 2019. El diseño de la investigación es no experimental de tipo transversal y de alcance correlacional simple. De igual manera, la metodología para la recolección de datos es de enfoque cuantitativo. Para medir la apreciación de los trabajadores con respecto a las dos variables a estudiar y sus respectivas dimensiones, se elaboró una encuesta tipo Likert. La confiabilidad de dicho instrumento fue determinada a través del Coeficiente de Alfa de Cronbach (0. 972) y su validación fue otorgada a través del juicio de expertos. De una población total de 2, 912 trabajadores, se determinó a través de la técnica de muestro aleatorio simple una muestra correspondiente a 340 trabajadores. De acuerdo al Coeficiente de Correlación de Spearman (p = 0.765) y al Coeficiente de Determinacion (R2 = 0.533), se infiere que, en Lima Metropolitana, los trabajadores de las empresas de servicio de auditoría, perciben que el liderazgo transformacional ejerce una relación muy fuerte sobre la productividad laboral. / This research aims to determine if transformational leadership has a relationship on audit firms employees productivity in Metropolitan Lima at 2019. The research design is non-experimental, transversal type and simple correlational scope. Likewise, a quantitative approach was used for data gathering. To measure the audit firms employee perception of the two variables and their dimensions, a Likert survey was developed. The reliability of this instrument was determined by the Cronbach's Alpha Coefficient (0.972) and its validation was granted by expert judgment. From a population of 2,912 employees, 340 were taken as a sample by simple random sampling technique. According to the Spearman's Correlation Coefficient (ρ = 0.765) and the Coefficient of determination (R2 = 0.533), it is inferred that, in Metropolitan Lima, employees working on audit firms, perceive that transformational leadership has a very strong relationship on productivity. / Tesis

This is a qualitative study that explores the strategies used by a woman principal to build a successful high school. Despite the plethora of gender supportive policies in South Africa women are still underrepresented in school management positions. Those who do shatter the glass ceiling face gender discrimination resulting from societal and cultural stereotypes. This study aims to tell the story of a woman principal who battled social, patriarchal and institutional odds and still succeeded as a leader. The findings reveal that the principal relied on her womanly attributes of caring, empathy, knowing the community and involving parents. In demonstrating support for the community in which she worked and in having the courage to care she was able to transform her school. This study shows that caring is a form of power. She is a transformational leader who managed to change the school culture from being dysfunctional to being successful. Collaboration and staff development are the other strategies that led to the success of the school managed by Debra, the woman principal in this study. Narrative inquiry as qualitative research approach was employed in order to explore the experiences of Debra, as the principal in this study is named. Purposive sampling was used for the selection of the participant. Data was collected by means of in-depth and semi-structured interviews supported by school documents. Transformational Leadership Theory, as described by Bass (1999), provided guidance for conceptualizing and analysing the leadership strategies used by the principal. The transformational leader promotes followers' innovation by considering their developmental needs while providing support and coaching through charisma, inspiration, intellectual stimulation and individualised consideration. / Dissertation (MEd)--University of Pretoria, 2016. / Education Management and Policy Studies / MEd / Unrestricted

<p>Academic Advising is shown to have the ability to greatly impact student success, however, motivation in the academic advising context is largely ignored in research and modern advising philosophies. This study examined the relationship and impact of transformational leadership behaviors on student motivation in the academic advising setting. Results show a statistically significant positive correlation between transformational leadership components (e.g., idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation) and motivation. Utilizing stepwise linear regression analysis, inspirational motivation was indicated as a significant predictor of student motivation. </p> The findings of this study add to the literature suggesting the beneficial impact of transformational leadership. By applying transformational leadership behaviors, primarily idealized influence, in academic advising sessions, academic advisors can better assist student success. Limitations of the current study, and implications for future studies are discussed.

Lack of management in software projects is among the most important reasons for the failure of this kind of projects. Considering this fact, in addition to high rate of IS (Information System) projects’ failure, and the lack of leadership studies in IS field, it is necessary to pay more attention to the concept of leadership in software projects. Transformational leadership as one of the most popular leadership theories, although might bring specific advantages for this kind of projects, has not been outlined in this field of study. Therefore this study has tried to understand the meaning of transformational leadership in software projects and outline corresponding ideal pattern of this concept. Taking into account unique potentials qualitative research has in relation to research questions, Myers model of research design is selected to found whole study on. This model is especially designed to be used in business and management researches. Myers research model has five blocks. First block is related to philosophical assumption which for our study is interpretive. Second block is related to research method which is case study inspired by grounded theory, in our study. Data collection technique, the third block, is semi-structured interview. The fourth block which concerns data analysis approach is grounded theory encompassing analytic induction for our study. Finally the fifth block, written record, took the form of thesis report in current research study. This study has found required characteristics and behaviors of software project managers and drawn the lines of relationship between those attributes and transformational leadership. Comparing materialization of transformational leadership in software projects with the theory, led to finding of nearby transformational leadership or engaging leadership model as the ideal pattern of such concept in software projects. Finally shortages of that model in relation to software domain are investigated and consequent suggestions are provided.