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Since the turn of the century interest has grown in alternative models of leadership to reflect increased complexity and ambiguity, the need to respond faster to complex market conditions, and new patterns of accountability, inter- dependency and co-ordination within organisations of all types. This has led to the emergence of alternative models of leadership including shared and distributed leadership. In many organisations, such as those with matrix structures, many leaders need to accomplish organisational goals without formal line management authority over employees. This is also the case in many professional services (e.g. law and consultancy) that operate partnership models whereby individuals have little direct authority over their peers. In University settings the governance structure also impedes traditional hierarchical leadership. The tenure system, operated by many universities and colleges in the United States and Canada, provides intellectual autonomy, protects academics from external pressure and offers job security. Despite a growing literature on shared and distributed leadership, few studies have empirically examined the nature of leadership distribution, the contextual factors that impact leadership, and how those in senior positions (e.g. university department chairs) achieve organisational goals when employees (e.g. faculty members) possess significant authority and autonomy. This study addresses this gap. In so doing the study aims to contribute to the literature on shared and distributed leadership and provide important insight to assist positional leaders who possess limited direct authority in more effectively accomplishing their leadership goals. ...[cont.]

Using a manufacturing setting that is organized into self-managed teams, the current study identified and measured key leadership behaviors within the teams. Questions that were asked include: are some team leadership behaviors more critical to a team's level of functioning than other behaviors? and do successful self-managed teams rely on formal leadership to a lesser extent than members of less successful teams? These questions were asked in the context of leadership as a process, not an individual.

Since the turn of the century interest has grown in alternative models of leadership to reflect increased complexity and ambiguity, the need to respond faster to complex market conditions, and new patterns of accountability, inter- dependency and co-ordination within organisations of all types. This has led to the emergence of alternative models of leadership including shared and distributed leadership. In many organisations, such as those with matrix structures, many leaders need to accomplish organisational goals without formal line management authority over employees. This is also the case in many professional services (e.g. law and consultancy) that operate partnership models whereby individuals have little direct authority over their peers. In University settings the governance structure also impedes traditional hierarchical leadership. The tenure system, operated by many universities and colleges in the United States and Canada, provides intellectual autonomy, protects academics from external pressure and offers job security. Despite a growing literature on shared and distributed leadership, few studies have empirically examined the nature of leadership distribution, the contextual factors that impact leadership, and how those in senior positions (e.g. university department chairs) achieve organisational goals when employees (e.g. faculty members) possess significant authority and autonomy. This study addresses this gap. In so doing the study aims to contribute to the literature on shared and distributed leadership and provide important insight to assist positional leaders who possess limited direct authority in more effectively accomplishing their leadership goals.

Most people have a sense or understanding of leadership, this regardless if it is personallyexperienced or taught. A lot of former leadership research is focused on the leader, its attributes and functionality. From this perspective the successful leader is considered to have abilities that makes he or she someone special and extraordinary – a hero. However, a branch of more recent research takes a critical approach to this view. This critical perspective assumes that leadership is influenced and affected by other phenomena than just a strong leader. These phenomena can possibly be described as ideological or institutional. This paper aimes to critically analyze and problematize general assumptions and ideas about leadership.The study is based on interviews with six leaders from different businesses consisting of open-mindedly formulated questions about leadership. Among them are questions of the role of the leader and if there is a difference between being a leader and to excersise leadership. Also how they obtained the knowledge they possess about leadership. The study shows that people who are in a situation of leadership tend to describe it in relation to different types of leaders. These types of leaders seem to be categorizied as belonging to different generations and to them supposed ideals. The study also shows that there is a mutual dependence between leaders and followers, increasingly founded on cooperation and thereby acceptance and equality. / Ledarskap är något de flesta har en uppfattning om, vare sig det är självupplevt eller inlärt. Stora delar av tidigare ledarskapsforskning är centrerad kring ledaren, dennes attribut och funktion. Den framgångsrike ledaren anses, sett ur detta perspektiv, ha egenskaper som gör denne till någon särskild och extraordinär - en hjälte. En förgrening inom senare forskning intar dock ett kritiskt förhållningssätt till denna syn. Detta kritiska perspektiv utgår från att ledarskap influeras och påverkas av andra fenomen än en stark ledargestalt. Dessa fenomen kan möjligen beskrivas som ideologiska eller institutionella. Denna uppsats syftar till att kri- tiskt analysera och problematisera allmänna antaganden och idéer om ledarskap. I genomfö- randet av studien har sex stycken ledare från olika verksamheter intervjuats och öppna frågor har ställts om ledarens roll, eventuella skillnader mellan att vara ledare och att utöva ledarskap samt hur de erhållit den kunskap de besitter om ledarskap. Studien påvisar att personer i le- darställning tenderar att beskriva ledarskap i relation till olika typer av ledare. Dessutom ver- kar dessa ledarskapstyper kategoriseras som tillhörande olika generationer och dåvarande, påstådda, ideal. Studien visar även på att det existerar ett ömsesidigt beroende mellan ledare och följare som alltmer bygger på samarbete och därigenom acceptans och likställdhet.

Abstract To develop optimal leadership effectiveness under complicated circumstances is the priority of a leader . A higher result can be created if the leader master his or her leadership style. Since the 1980s, the research about leadership has emphasized on recent theories such as transformational leadership, transactional leadership, and charm leadership. In this research , the former two types are applied to investigate the relationship between them. Aim at salespeople, the questionnaires are delivered by e-mails, mails and personally. Among the 400 questionnaires, 266 copies have been took back and 218 copies are available. The conclusions are: (1) There is no obvious relationship among transformational leadership, transactional leadership and personal completion. (2) There is positive and obvious relationship among transformational leadership, transactional leadership and group completion. Generally speaking, the former is superior to the later. (3) There is positive and obvious relationship among transformational leadership,transactional leadership and organization promise. Generally speaking, the former is superior to the later. (4) There is positive and obvious relationship among transformational leadership, transactional leadership and leadership. Generally speaking, the former is inferior to the later. (5) Part of the effectiveness that transformational leadership causes is superior to that of transactional leadership.

This research aims to identify core elements of leadership development in children and adolescents. Initial focus groups with student leaders in elementary and high schools suggested key differences in students’ implicit theories of leadership and their identities as leaders. A follow-up survey was constructed to measure these differences. Findings suggest age-based distinctions in students’ implicit understanding of leadership, what constitutes leadership behaviour, who has the capacity to lead, and what kinds of leadership they would like to take on. These distinctions form the basis for a conceptual model illustrating four phases or “stories” of leadership identified by children and adolescents: the task-oriented “helper,” the responsibility-oriented “deputy,” the role-oriented “agent” and the identity-oriented “ambassador.”

This research aims to identify core elements of leadership development in children and adolescents. Initial focus groups with student leaders in elementary and high schools suggested key differences in students’ implicit theories of leadership and their identities as leaders. A follow-up survey was constructed to measure these differences. Findings suggest age-based distinctions in students’ implicit understanding of leadership, what constitutes leadership behaviour, who has the capacity to lead, and what kinds of leadership they would like to take on. These distinctions form the basis for a conceptual model illustrating four phases or “stories” of leadership identified by children and adolescents: the task-oriented “helper,” the responsibility-oriented “deputy,” the role-oriented “agent” and the identity-oriented “ambassador.”

In recent years we have witnessed an increasing integration of women into positions where leadership is exercised. Although some studies show that less than 10% of leaders are women, they are making their headway in the difficult field of leadership which, some years ago, was totally dominated by men. Several authors have analyzed the female’s skills in developing leadership roles. Some of them have concluded that there are differences with respect to male leadership. But others are not so clear and talk about gender equality in exercising leadership roles. Moreover, a new style of leadership has been implemented in organizations, that is, transformational leadership. This style together with the latest developments in leadership has been analyzed from a gender perspective. Several experts in this issue have come to ensure the highest skill for women to develop this style of leadership, which is based on communication, empowerment and followership. How do stereotypes cloud our claims? How does literature affirm or deny the existence of gender differences in leadership? What do women writers specializing in leadership study over the past three years? What are the latest developments in leadership? This work features a series of studies on the subject made in the last twenty years. This along with opinions of today’s leaders, insufflate fresh air to the results and invite the reader to enter in the interesting but slippery field of leadership from a different perspective.

Based on western leading charismatic leadership model, this research demonstrates the critical position of the virtue component on a charismatic view of leadership and further formulates a moral-added charismatic leadership model adaptable to the Taiwanese business contexts. We investigate how this moral-added charismatic leadership and Chinese paternalistic leadership models fit with the actual leadership practices in Taiwanese business organizations. We go through the major western charismatic leadership and Chinese paternalistic leadership theory literature and infer that both the charismatic leadership and the virtuous leadership dimension are culture-free leadership constructs, so they can be cross-culturally merged. We obtained 314 samples from managers in Taiwanese civilian organizations, and conduct the statistical analyses by using SEM technique. The findings indicate the Western Conger and Kanungo¡¦s charismatic leadership model is adoptable in Taiwan business context, and a more effective charismatic model can be formed when the virtue leadership factor is merged with this C/K charismatic leadership model. The present study also demonstrates that both the Western originated C/K charismatic leadership and the benevolent and virtue leadership dimensions of Chinese Paternalistic leadership in same constrained model can they respectively predict follower¡¦s cognitive leadership effect. We posit that managers receive follower¡¦s positive recognition by demonstrating strategic vision and articulation, sensitivity to member¡¦s needs, virtue leadership and benevolent behaviors. The present study merges Western originated charismatic leadership with Oriental virtue leadership dimension for a cross-cultural verification, perform the consolidate study of the charismatic leadership and Chinese paternalistic leadership, identify some key issues for future study, and provide managerial implications for leadership practitioners.