Ο σκοπός της συγκεκριμένης έρευνας είναι η μελέτη της ηγετικής συμπεριφοράς, οι τρόποι με τους οποίους εφαρμόζεται, καθώς επίσης και ο ρόλος της ως τροφοδότης ενός ολοκληρωμένου μοντέλου διαρκούς επιτυχίας. Συγκεκριμένα, θα παρουσιαστεί το θεωρητικό υπόβαθρο των παραπάνω εννοιών, ο ορισμός τους, τα χαρακτηριστικά τους γνωρίσματα, οι συσχετιζόμενες με αυτά έννοιες. Στη συνέχεια, θα επιχειρηθεί η περαιτέρω έρευνα για την εξακρίβωση της σημαντικότητας και του ρόλου της ηγετικής συμπεριφοράς στις φαρμακευτικές εταιρείες που δραστηριοποιούνται στην Ελλάδα. Παράλληλα, η εν λόγω εργασία δύναται να προσφέρει μία διευρυμένη προσέγγιση των παραπάνω εννοιών με τα ευρήματά της. / The aim of this research is to study the leadership behaviour, the ways that this behaviour is applied and also its role as a provider of a complete model of continuous success. Moreover, there is a further research to find out when leadership behaviour is critical in shaping the performance of pharmaceutical companies that activated in Greece.

Role theory is generally presented as a way of describing human interactions. Role dynamics describes the psychosocial phenomenon in terms of the various roles and role components being played and actively manipulated as a part of interpersonal interactions. The concept of role offers a general unit of interaction involving a complex of behaviour, expectation, and overt or covert consensual agreement. Therefore, roles can be thought of as expectations one has about social behaviour and as functions or positions. Groups are fundamental to human behaviour - without them individuals would have great difficulty surviving. People thrive on the interdependent relationships they find in groups. In some groups you participate as a leader, while in others you assume the role of follower. In many ways, the groups you have chosen to join reflect your interests and what motivates you. Group dynamics refers to the interactions within a group that characterize the group. The dynamics of the group can be fostered through good leadership as well, and the processes involved are most effective when they facilitate the group toward meeting its goal. The concept of leadership is a central building block of the conventional wisdom of organization and management. The definition of leadership leads to a variety of possibilities, which leads to the conclusion that the definition of leadership should depend on the purposes to be Served by the definition. One complex definition that has evolved, delineates effective leadership as the interaction among members of a group that initiates and maintains improved expectations and the competence of the group to solve problems or to attain goals. A general weakness of higher education has been its inability or unwillingness to make constructive and consistent use of student leadership as an advocate for the institution. From the perspective of student leadership, the fact that student advocacy is rarely utilized to its full potential represents a significant missed opportunity among our nation's universities. If the potential for leadership among these students were systematically cultivated, a new and powerful voice could be created that would go far in helping universities explain their missions and needs to lawmakers, the media and the voting public. Little research has been reported on student organizations. Literature involving student organizations dealt with the role organizations play in student involvement and student development. Reported research on the use of organization development in university student organizations described new practices, programmes and techniques for working with student organizations but did not reflect attempts to measure the effectiveness of interventions. This research provides readers with additional opportunities to explore the characteristics of effective groups and leaders and the leadership process. It is intended to move student leaders beyond the theory of leadership and closer to the world of practice and application. The major objectives of the study are: 0 How effectively and autonomously do student councils function as groups at tertiary institutions and how prepared are the members of the student councils to assume the leadership role? Are there statistical significant differences between biographical variables and the variables of group effectiveness, autonomy and leadership? Is there a relationship between group effectiveness, autonomy and leadership? The research study is divided into a theoretical and empirical framework. Various aspects of role theory, groups and leadership outline the theoretical basis. The empirical study is carried out by way of a questionnaire and the data is analysed according to specific statistical methods. The empirical study was conducted amongst members of student councils at different tertiary institutions in South Africa. The major findings of the study supported the set of research objectives and were the following: Group effectiveness It has been determined that most student councils at tertiary institutions in the study population are aware of their mission, are satisfied with achieving their goals, take possession, communicate openly and honest with members and have clear roles and norms. Autonomy Most of the student councils at tertiary institutions in the study population have satisfactory autonomy regarding work methods, work scheduling and work criteria. Leadership Student councils at tertiary institutions in the study population are prepared to assume their leadership roles. Differences between biographical variables and group effectiveness, autonomy and leadership Perceivable differences between gender and leadership in the student councils at tertiary institutions in the study population exist but are of no statistical significance. The relationship between the subvariables of group effectiveness, autonomy and leadership It has been determined that there is a relationship between the subvariables of group effectiveness and autonomy. No practical statistic significance relationships have been determined between leadership and autonomy for the study population. Further research on leadership as a process of group dynamics is recommended. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

The purpose of this study was to investigate the importance of effective school leadership. The study was conducted in senior secondary schools in the southern region of Botswana. The southern region comprises of the south and south central regions which has twelve (12) senior secondary schools, out of which seven (07) schools were randomly sampled for the study. Both interviews and questionnaires were used as research tools. One hundred and eighty nine (189) questionnaires were distributed and only one hundred and four (104) were completed and returned. Eight interviews were conducted among school leaders. Results from the questionnaires were analyzed using frequencies, percentages and tables. Results from the interview were analyzed within a framework that was structured along the lines of the research questions. The study reveals that most of the teachers have a teaching qualification (PGDE), have adequate teaching experience, and are generally young (30-35 years). In terms of position of responsibility, most of them are clustered around senior teacher II (42.3%) and teacher/educator (36.5%). The study also reveals that schools performance is hampered largely by indiscipline and laziness towards schoolwork by both stakeholders. The school leaders must act as catalysts in creating a learning environment and be actively involved in implementing improvement strategies that help both students and teachers to enhance their learning and achievement (cf. 2. 16. 2). / Thesis (M.Ed)--North-West University, Mafikeng Campus, 2007

The purpose of this study was to investigate the importance of effective school leadership. The study was conducted in senior secondary schools in the southern region of Botswana. The southern region comprises of the south and south central regions which has twelve (12) senior secondary schools, out of which seven (07) schools were randomly sampled for the study. Both interviews and questionnaires were used as research tools. One hundred and eighty nine (189) questionnaires were distributed and only one hundred and four (104) were completed and returned. Eight interviews were conducted among school leaders. Results from the questionnaires were analyzed using frequencies, percentages and tables. Results from the interview were analyzed within a framework that was structured along the lines of the research questions. The study reveals that most of the teachers have a teaching qualification (PGDE), have adequate teaching experience, and are generally young (30-35 years). In terms of position of responsibility, most of them are clustered around senior teacher II (42.3%) and teacher/educator (36.5%). The study also reveals that schools performance is hampered largely by indiscipline and laziness towards schoolwork by both stakeholders. The school leaders must act as catalysts in creating a learning environment and be actively involved in implementing improvement strategies that help both students and teachers to enhance their learning and achievement (cf. 2. 16. 2). / Thesis (M.Ed)--North-West University, Mafikeng Campus, 2007

Role theory is generally presented as a way of describing human interactions. Role dynamics describes the psychosocial phenomenon in terms of the various roles and role components being played and actively manipulated as a part of interpersonal interactions. The concept of role offers a general unit of interaction involving a complex of behaviour, expectation, and overt or covert consensual agreement. Therefore, roles can be thought of as expectations one has about social behaviour and as functions or positions. Groups are fundamental to human behaviour - without them individuals would have great difficulty surviving. People thrive on the interdependent relationships they find in groups. In some groups you participate as a leader, while in others you assume the role of follower. In many ways, the groups you have chosen to join reflect your interests and what motivates you. Group dynamics refers to the interactions within a group that characterize the group. The dynamics of the group can be fostered through good leadership as well, and the processes involved are most effective when they facilitate the group toward meeting its goal. The concept of leadership is a central building block of the conventional wisdom of organization and management. The definition of leadership leads to a variety of possibilities, which leads to the conclusion that the definition of leadership should depend on the purposes to be Served by the definition. One complex definition that has evolved, delineates effective leadership as the interaction among members of a group that initiates and maintains improved expectations and the competence of the group to solve problems or to attain goals. A general weakness of higher education has been its inability or unwillingness to make constructive and consistent use of student leadership as an advocate for the institution. From the perspective of student leadership, the fact that student advocacy is rarely utilized to its full potential represents a significant missed opportunity among our nation's universities. If the potential for leadership among these students were systematically cultivated, a new and powerful voice could be created that would go far in helping universities explain their missions and needs to lawmakers, the media and the voting public. Little research has been reported on student organizations. Literature involving student organizations dealt with the role organizations play in student involvement and student development. Reported research on the use of organization development in university student organizations described new practices, programmes and techniques for working with student organizations but did not reflect attempts to measure the effectiveness of interventions. This research provides readers with additional opportunities to explore the characteristics of effective groups and leaders and the leadership process. It is intended to move student leaders beyond the theory of leadership and closer to the world of practice and application. The major objectives of the study are: 0 How effectively and autonomously do student councils function as groups at tertiary institutions and how prepared are the members of the student councils to assume the leadership role? Are there statistical significant differences between biographical variables and the variables of group effectiveness, autonomy and leadership? Is there a relationship between group effectiveness, autonomy and leadership? The research study is divided into a theoretical and empirical framework. Various aspects of role theory, groups and leadership outline the theoretical basis. The empirical study is carried out by way of a questionnaire and the data is analysed according to specific statistical methods. The empirical study was conducted amongst members of student councils at different tertiary institutions in South Africa. The major findings of the study supported the set of research objectives and were the following: Group effectiveness It has been determined that most student councils at tertiary institutions in the study population are aware of their mission, are satisfied with achieving their goals, take possession, communicate openly and honest with members and have clear roles and norms. Autonomy Most of the student councils at tertiary institutions in the study population have satisfactory autonomy regarding work methods, work scheduling and work criteria. Leadership Student councils at tertiary institutions in the study population are prepared to assume their leadership roles. Differences between biographical variables and group effectiveness, autonomy and leadership Perceivable differences between gender and leadership in the student councils at tertiary institutions in the study population exist but are of no statistical significance. The relationship between the subvariables of group effectiveness, autonomy and leadership It has been determined that there is a relationship between the subvariables of group effectiveness and autonomy. No practical statistic significance relationships have been determined between leadership and autonomy for the study population. Further research on leadership as a process of group dynamics is recommended. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

With the trend of globalization, competition on the 21st century’s global economy is complex and filled with challenges. More and more MNCs realize that effective leadership, as a foundation of competitive advantage, plays a crucial role in better performance of the organizations. Both practitioner and theorists thus pay numerous attention to the study of effective leadership in different countries. However, researchers still report noticeable absence of cross-cultural research in the field of the three major Western leaderships study, i.e. charismatic leadership, transformational leadership and transactional leadership. An urgent need raises to further investigate the major Western leadership styles in non-Western contexts. The study aims to explore the most effective leadership style in MNCs Chinese Subsidiaries and to answer the question “why it differs from the Western world?” through applying the Western leadership theories into Chinese business practices. Eventually, the causes behind these differences have been disclosed and discussed. By reviewing 18 peer-reviewed articles, the attributes of the three major Western leadership styles are identified. Subsequently, all dimensions of the three leadership styles are ranked in terms of effectiveness and activity. As a result of combining the rank and all the identified attributes, a theoretical model of the three leadership styles is proposed. Based on a multi-case study approach in the Chinese context, the empirical data is collected through semi-structured interviews with five Chinese managers and five Chinese followers. The result of qualitative data analysis suggests that the most effective Chinese leaders’ behaviors belong to the transactional leadership style. With reference to the proposed theoretical model, this finding differs from the Western leadership theories. The study further reveals the major causes that lead to the differences between the Chinese practices and the Western theories. Seven implications were thus concluded. The study contribute to better understanding the applicability and effectiveness of the Western leadership theory in non-Western contexts, particularly China, and further address the weakness of cross-culture research reported in existing literature. The implications of this study give advice to MNCs that are paying increasing attention to exploring effective leadership style in China.

In this essay we have investigated how team building can make a project group more effective towards reaching the goals of the project. With this question at issue we have interviewed a couple of project managers in the event industry that we believed was well suited for this research. The purpose of this essay has been to view if team building is used in practice and if so is used with the purpose to make the project groups work more efficient. To reach our purpose we chose to use a qualitative method with a cross-sectional design and semi-structured interviews.In the theoretical reference frame there is one chapter about the project manager's influence on the project group, definition of team building, definition of the project group and how a team is created, the groups different stages and pros and risks with having a friendly work relationship. Among other things we used the FIRO-model that presents which different phases a group goes through.The study came to the conclusion that team building can make a project more efficient by having a project manager that is enthusiastic. Team building can also enhance the chemistry within the project group and help the group to get to know each other in a simple way. For example having lunch together or that the company organizes kick-offs before the project goes into intense periods. The study also came to the conclusion that it is good for the group to get to know one another as long as they stay professional in their work role. It is important that the project group is not afraid to speak their minds to help the project grow.This paper is written in Swedish. / Denna uppsats undersöker hur teambuilding kan effektivisera en projektgrupp mot att nå de uppsatta målen i projektet. Med denna frågeställning som grund har vi intervjuat ett flertal projektledare i eventbranschen som vi ansett passat in i vår studie. Syftet med studien har varit att se om teambuilding används i praktiken och om det i så fall används med syfte att effektivisera projektgruppens arbete. För att nå vårt syfte valde vi att använda oss av en kvalitativ metod med tvärsnittsdesign och semistrukturerade intervjuer.I den teoretiska referensramen har vi med avsnitt om projektledarens påverkan på projektgruppen, definition av teambuilding och projektgruppen, hur ett team skapas, gruppens olika faser samt fördelar och risker med att ha en vänskaplig arbetsrelation. Vi använde bland annat FIRO-modellen som visar på vilka faser en grupp genomgår.Studien resulterade i att vi funnit att teambuilding kan effektivisera projekt genom att ha en projektledare som är entusiasmerande. Teambuilding kan också hjälpa till att skapa personkemi inom gruppen och hjälpa gruppen att lära känna varandra genom ett så enkelt sätt som att äta lunch tillsammans eller att företaget anordnar kick-offer innan intensiva perioder i projektet. Det som studien kommit fram till är att det är till projektets fördel att gruppen lär känna varandra så länge de håller sig professionella och fortfarande inte är rädda för att ge varandra konstruktiv kritik som får projektet att växa.

The business environment is currently typified by rapid and ongoing change, which causes the future to be increasingly unpredictable and unsettled. Companies are struggling to maintain their competitive edge and to survive. It is therefore important that management should ensure that the necessary competencies and abilities are available to enable the coordination of both diversified and specialised functions within the company. This underlines the importance of effective teamwork in organizations. The purpose of this study is to examine the role of team leadership in the effectiveness of management teams. In order to attain this goal, the primary focus of the literature study was team leadership. Chapter 2 comprehensively discusses the most important aspects determining effective teams and team efficiency in organizations. The analysis of the literature was focused specifically on the general factors determining team efficiency and twenty critical factors were identified. In chapter 3 team leadership is discussed. A comprehensive literature study was done in order to identify the characteristics of an effective team leader, as well as the roles he/she is expected to play in the team. Qualitative analysis of the literature indicated 17 discernable roles which are discussed comprehensively in this chapter. Qualitative as well as quantitative research methodologies were used in order to achieve the objective of this study. Qualitative methodology was used mainly to analyze the available literature. Quantitative research involved a random sample of 19 teams, which were selected from all divisions of the organization. A dual criterion, consisting of an evaluation of the group dynamics in the teams and also of quantifyable team output was used. On the basis of the criterion these teams were divided into nine effective and ten ineffective teams. The team leaders were assessed by means of a 360° questionnaire. The head of the team, team members and the team leaders themselves were required to do the assessment according to five identified dimensions describing team leadership. The effective and ineffective teams were compared using the Mann-Whitney U-test to determine whether any significant differences between the teams exist in terms of the following five dimensions: "management of attention" (dimension 1); "management of meaning and motivation" (dimension 2); "management of trust" (dimension 3); "management of self" (dimension 4) and "management of empowerment" (dimension 5). From the comparison between the effective and ineffective teams the following results were apparent: There is a clear tendency to indicate that in the case of effective teams, when assessing the team leader, the assessment by team members and team leaders coincide. In the case of ineffective teams, leaders tend to rate themselves considerably higher than the team members do. This leads to the conclusion that leaders of effective teams have a realistic view of their ability as team leaders. Significant differences were also discernable in the following dimensions: "management of attention" (dimension 1); "management of trust" (dimension 3); "management of self" (dimension 4) and "management of empowerment" (dimension 5). The most significant differences were found in terms of dimensions 3 and 5. Results indicate that leaders of effective teams have a realistic concept of their ability; that they have the ability to purposefully lead their team members; that they can inspire trust in their team members; that they manage themselves effectively and that they empower their team members in all areas and aspects. / Thesis (MCom (Human Resources Management))--University of Pretoria, 2004. / Human Resource Management / unrestricted

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The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated.