Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Bergin, Richard. Second Reader: Joyce, Nola. "March 2010." Description based on title screen as viewed on April 21, 2010. Author(s) subject terms: Collaborative capacity, trust, organizational culture, first line officer (FLO), Fire Department of New York (NYPD), New York City Police Department (NYPD), Emergency Medical Services (EMS), leadership, collaboration, inter-agency. Includes bibliographical references (p. 63-66). Also available in print.

The study explored the interrelation between leadership styles, employee motivation, and culture among Bahraini employees and managers in Victory Training Development Institute (VTDI) - a vocational training organization located in the Kingdom of Bahrain. Using a pragmatic case study design, the study employed a mixed method approach to address the research problem. The theoretical framework, which was developed through the guidance of leadership, motivation, and culture theories, posited that cultural constructs may affect the manager's adoption of leadership approaches, as well as the employees' work values. Because Arab culture is characterized by respect for authority, strict enforcement of rules, and tribalistic values and belief, it was expected to affect leadership negatively, as most managers would prefer a traditional passive approach over modern ones. On the contrary, the results of the study revealed that most Bahraini employees apply a combination of transactional and transformational elements in their leadership style, while only few maintains a traditional passive style. Results also showed that Bahraini employees value intrinsic factors more than extrinsic ones. The results also confirmed that a combination of transactional and transformational leadership elements were more effective in motivating employees than a traditional passive laissez-faire approach. Additional findings suggest that cultural factors affect both the manager's leadership style and the employee's perception of leadership effectiveness. A new theoretical framework based on the conceptual framework and the results was presented to explain in details the discovered phenomenon as well as the research's contribution to knowledge.

This study is a comparative investigation of organizational leadership internationally in Australia, Singapore and Malaysia. The thesis developed is largely based on the "PM" (Performance/Maintenance) model of leadership developed by Misumi over the last three or four decades in Japan.The Misumi model sets a precedent interesting for its Eastern juxtaposition with Hofstede and for the tension it recognizes between behaviours general to all situations of organizational leadership and those which are context-specific. In addition to the focus on this theory in particular, the study examines the relationship of national and personal values to perceptions and interpretation of organizational leadership behaviour. The underlying purpose is to increase understanding of cross-cultural variables in the field of organizational leadership.For its premise, the research undertaken makes the suggestion that leadership behaviours are influenced by national cultural variables and therefore national similarities or differences are, at least to some extent, culturally determined. It is the scope of this cultural imperative which becomes the focus for the thesis. Hypotheses developed, and the data gathered to test them, centre on the perceptions of consistency between organizational leadership in Australia, Singapore and Malaysia.

Thesis (D. Miss.)--Western Seminary, Portland, OR, 2007. / Abstract. Includes bibliographical references (leaves 182-191).

Thesis (Ed. D.)--Graduate School of Education, Oral Roberts University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 100-114).

Thesis (D. Miss.)--Western Seminary, Portland, OR, 2007. / Abstract. Includes bibliographical references (leaves 182-191).

Women all over the world are still having difficulties in occupying leadership positions. People perceive males as being highly qualified and likely to be considered as leaders. Females are less likely to be perceived as leaders and to be less effective in carrying it out. There are different leadership theories but the most studied and popular one nowadays is the transformational and transactional model. Female leaders are said to use a leadership behavior based on interpersonal relationships and sharing of power and information, the behavior which is usually associated with the style of leadership known as transformational. Male leaders have been found to influence performance by using rewards and punishment, the behavior mainly associated with the style of leaders known as transactional. The individuals, who work for leaders, are called followers. How followers view the magnitude of difference in power between themselves and their leaders is called a power distance orientation. The purpose of this study was to evaluate transformational and transactional leadership with a gendered and culturally appropriate lens, particularly, to extend the research on gender, leadership and culture area in an Arab Middle East context where little research has been done. This study was guided by two research questions; the first one examining the interaction effect of the participant’s power distance orientation and the leader’s gender on the participant’s perception of the transformational leader; the second one examining the interaction effect of the participant’s power distance orientation and the leader’s gender on the participant’s perception of the transactional leader. This research adopted the quantitative method; the use of vignettes and a questionnaire. 437 employees in an organization in Syria returned a complete and usable questionnaire. Data analyzed using ANOVA and hierarchical multiple regression revealed a significant interaction effect of the gender of the leader and the participant’s power distance orientation on evaluation of a transformational leader on three out of the five dimensions of transformational leadership. Also, results revealed no significant interaction effect of the gender of the leader and the participant’s power distance orientation on evaluation of a transactional leader on the three dimensions. This research makes an important contribution to theoretical understanding of gender by showing gender-role stereotyping may change over time and place. This study offers insight into the culture leadership research that means evaluation of performance for transformational leaders is influenced by the cultural value of a follower’s power distance orientation.

The goal of this master thesis is the evaluation of differences in motivation and leadership of employees in chosen companies in the Czech Republic and India. The following methods of research were used: studying of literature, studying of the companies' documents, interviews, questionnaire and data from my own observation. The differences in motivation and leadership are described and I have also suggested the methods for improving the atmosphere in the involved departments.

Despite considerable interest driving prominent studies over many decades' leadership theory and research remains one of the least understood topics. Leadership is still mysterious and complex. This study is a journey of discovery designed to explore the complexities and prominence of leadership as it exists in New Zealand. The journey began with a literature review metaphorically represented as three poles of knowledge. The first pole focused on Māori (ordinary, of this land, native people of New Zealand) and Māori culture where leadership is highly valued. The second explored sport and in particular rugby, which enjoys celebrity status amongst Māori and New Zealanders. The final pole reviewed organisational studies and literature on leadership.The study pursued perceptions of male Māori rugby players concerning leadership, from a Māori, rugby, and New Zealand perspective. The research approach employed by this study is based on the principles of grounded theory, kaupapa Māori methodology and its Western cousin, ethnomethodology. Data was collected through semi-structured interviews with nine prominent past and present Māori rugby players. By focusing on this demographic, this study was able to examine Māori and Pākehā leadership styles, similarities and differences; highlight key cultural characteristics and strengthen arguments claiming a relationship exists between the three poles of knowledge. This approach enabled a review of those beneficial and advantageous qualities considered to have an impact on leadership in New Zealand.Findings from interviews revealed relationships do exist between the three poles of knowledge. The values or concepts whānau (family, extended family), responsibility, collectivism, and tuākana/tēina (elder/leaders to younger/novices) relationships were identified as central qualities of Māori leadership. Collectivism is expressed as concerns of whānau. Reciprocity was embodied in relationships of tuākana/tēina with rugby being a vehicle that enhanced both and encouraged leadership development. Findings combined with evidence from literature prompted discussion aimed at three different audiences: leadership theorists; Māori, and; rugby audiences. The study's implications and limitations are taken into consideration.

Despite considerable interest driving prominent studies over many decades' leadership theory and research remains one of the least understood topics. Leadership is still mysterious and complex. This study is a journey of discovery designed to explore the complexities and prominence of leadership as it exists in New Zealand. The journey began with a literature review metaphorically represented as three poles of knowledge. The first pole focused on Māori (ordinary, of this land, native people of New Zealand) and Māori culture where leadership is highly valued. The second explored sport and in particular rugby, which enjoys celebrity status amongst Māori and New Zealanders. The final pole reviewed organisational studies and literature on leadership.The study pursued perceptions of male Māori rugby players concerning leadership, from a Māori, rugby, and New Zealand perspective. The research approach employed by this study is based on the principles of grounded theory, kaupapa Māori methodology and its Western cousin, ethnomethodology. Data was collected through semi-structured interviews with nine prominent past and present Māori rugby players. By focusing on this demographic, this study was able to examine Māori and Pākehā leadership styles, similarities and differences; highlight key cultural characteristics and strengthen arguments claiming a relationship exists between the three poles of knowledge. This approach enabled a review of those beneficial and advantageous qualities considered to have an impact on leadership in New Zealand.Findings from interviews revealed relationships do exist between the three poles of knowledge. The values or concepts whānau (family, extended family), responsibility, collectivism, and tuākana/tēina (elder/leaders to younger/novices) relationships were identified as central qualities of Māori leadership. Collectivism is expressed as concerns of whānau. Reciprocity was embodied in relationships of tuākana/tēina with rugby being a vehicle that enhanced both and encouraged leadership development. Findings combined with evidence from literature prompted discussion aimed at three different audiences: leadership theorists; Māori, and; rugby audiences. The study's implications and limitations are taken into consideration.