This study conducted a bibliometric analysis for the purpose of identifying the crucial leadership constructs that best explain and/or define effective educational leadership in two decades (1990-2000 and 2001-2010). The study reviewed top authors in educational leadership and analyzed their top cited works to identify leadership constructs which were (a) unique to leadership works within the 1990-2000 decade, (b) unique to the 2001-2010 decade, and c) similar or different between the two decades. The study found that the leadership constructs did evolve and shift during the study period and addressed the changing demands of individuals, educational organizations, and the external environment. Crucial educational leadership constructs were the product of the efforts of researchers in educational leadership to promote effective school leadership, improve learning outcomes and student performance, and create beneficial organizational results. The findings of the study highlight the potential impact and benefit of the continually upgrading and refreshing the understanding, training, and preparation of current and future school leaders.

Intresset för att undersöka effektivt ledarskap har ökat, eftersom att det är en komplex fråga. Effektivt ledarskap kan ses utifrån tre olika perspektiv; effektivt ledarskap som egenskap, relation eller process. Organisationer som vill vara hållbara behöver välja och utveckla effektiva ledare. Därmed finns ett behov av att besitta olika ledarkompetenser för att uppnå ett effektivt ledarskap. Det leder fram till studiens syfte vilket är att undersöka vilka ledarkompetenser som är nödvändiga för ett effektivt ledarskap utifrån egenskap, relation och process. Den här studien genomfördes i form av en fallstudie med ett deduktivt förhållningssätt med inslag av en iterativ process. Den teoretiska referensramen som användes för den här studien var ett eget utformat ramverk, som baserades på olika ledarkompetenser inom Three Skills Approach, Skills Model och anda identifierade ledarkompetenser av forskarna Yukl och Northouse. Data samlades in genom tre intervjuer, tre observationer och en enkät. Intervjuerna och observationerna genomfördes med tre olika ledare, och enkäten genomfördes av ledarnas medarbetare som användes som ett komplement till de andra insamlingsmetoderna. Data analyserades sedan kvalitativt tillsammans, baserat på effektivt ledarskap som egenskap, relation och process.Slutsatsen och resultatet av den här studien är att de tre perspektiven på ett effektivt ledarskap är beroende av varandra och att det finns flera ledarkompetenser, från varje perspektiv, som är nödvändiga för ett effektivt ledarskap. Ledarkompetenserna som är nödvändiga för ett effektivt ledarskap är; (1) Kunna ta ansvar & lära av sina misstag, (2) vara förändringsbenägen & flexibel, (3) samarbete & samverkan, (4) balansera sina känslor med andras känslor, (5) skapa ett arbetsklimat med tillit, (6) vårda interna relationer, (7) visa empati, (8) lyssna & vara lyhörd, (9) förmedla en tydlig strategi, (10) sätta upp tydliga mål och (11) att fokusera på lösningar. Att hantera stress & förstå konsekvenserna (12) är endast nödvändig beroende på situation. / The interest in examining effective leadership has increased, due that it is a complex question. Effective leadership can be seen from three different perspectives; effective leadership as a trait, relationship or process. Organizations who wants to be sustainable need to choose and develop effective leaders. Therefore, there is a need to possess different leader competencies to achieve an effective leadership. That leads to the purpose of this study, to examine which leader competencies that are necessary foran effective leadership with the basis in trait, relationship and process. This study was conducted in form of a case study, with a deductive approach and with essence of an iterative process. The theoretical framework used for this study was a customized framework based on different leader competencies from Three Skills Approach, Skills model, and other identified leadership competencies by the researchers Yukl and Northouse. Data were collected through three interviews, three observations and a survey. The interviews and observations was conducted with three different leaders, and the survey was conducted by the leader’s coworkers used as a complement to the other collecting methods. The data was then analyzed qualitative together based on effective leadership as a trait, relationship and process.The conclusion and result of this study is that the three perspective of an effective leadership are dependent on each other and that there are several leader competencies, from each perspective, that are necessary for an effective leadership. The leader competencies that are necessary for an effective leadership are; (1) Be able to take responsibility & learn from mistakes, (2) be changeable & flexible, (3) cooperate & work together, (4) balance your feelings with the feelings of others, (5) create a working climate with trust, (6) take care of internal relationships, (7) show empathy, (8) listen & be responsive, (9) convey a clear strategy, (10) set clear goals and (11) focus on solutions. To handle stress & understand the consequences (12) is only necessary depending on the situation.

Millions of Americans were terminated from their employment in massive layoffs in 2013, which not only created outrage among employees. but also opened the door for retaliatory lawsuits. However, profitable companies are still engaged in restructuring and layoffs, which have a negative effect on employees, managers, and survivors. Such actions create mistrust in management and continue to plague the workforce and the economy. The purpose of this phenomenological study was to explore the impacts that layoffs and downsizing have on employees' trust, work performance, behavior, and health. Informed by Sarker's theory on management and employee trust, the research questions explored participants' work attitudes and performances after layoffs had taken place. Twenty participants, both managers and workers who were laid off or who had survived layoffs, took part in semistructured interviews. The data were coded and analyzed using comparative analysis. The results showed (a) most employees do not trust management, (b) stress and low morale were the most common effects from layoffs, and (c) employee productivity was limited during and after the downsizing process. The study can contribute to positive social change by identifying ways for company leaders to manage impacts of layoffs and implement effective organizational communication strategies that may result in reduced stress for laid off employees and a more productive work environment for surviving employees and managers.

Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

A large cost at the construction sites today is the labour cost of the workers. But unfortunately the worker potential is not used to full. It is not unusual to take into a count with a work-­‐place-­‐additional-­‐time of 50% in some cases. By increasing the workers' motivation and responsibility for their tasks may reduce the time considerably, which also increases the potential for greater gains in construction projects. By using the situational leadership may the workers level of maturity develop entirely. They become broadly self-­‐propelled with high efficiency and the construction leader can after that get more time for his/hers own tasks. The work gets done more efficiently and the potential for greater profits increase. Good leadership at the construction site also improves the working environment for all. More people may be motivated to go to work and such sickness absence may decline.

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

Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

Ineffective leadership impedes employee performance and threatens organizational sustainability, causing U.S. businesses to spend billions of dollars addressing such issues. Correspondingly, boxing promotion companies are challenged as some leaders lack strategies to improve employee performance. This single case study was focused on leadership strategies utilized in the boxing promotion industry to improve employee performance. Transformational and charismatic leadership theories were the conceptual framework for this study. The data consisted of semistructured interviews with 8 participants from 1 organization (4 leaders and 4 subordinates), as well as document review of company training materials. The 6-step model for thematic analysis coding procedure was used for data analysis. Five themes/strategies emerged: leading by example, inspiring/fostering teamwork, honest communication, people-driven actions, innovative/adaptive organizational change, and providing rewards were each associated with effective transactional leadership for increasing performance and sustainability. The consensus among participants was that effective leadership is a significant factor in improving employee performance, maintaining constructive leader-subordinate relationships, and increasing organizational sustainability. The social change implications include community economic enhancement. When organizational performance, as well as local economies and communities have the potential to thrive, local spending and use of community resources may also increase to stimulate local economies.

The Nigerian banking industry has recently witnessed a major scandal resulting from financial impropriety of some corporate leaders in the industry. The Central Bank of Nigeria (CBN) invested the sum of N620 billion ($4.1 billion) as part of a direct bailout package to 8 banks, and removed top executives of those banks for gross leadership ineptitude. The leadership ineptitude is an indication of the need to better understand effective leadership practices in the Nigerian banking industry. Grounded in transformational leadership theory, the purpose of this multiple case study was to explore bank leaders' effective leadership practices used to sustain bank growth in Nigeria beyond 5 years. Data were collected from semistructured interviews with 5 Nigerian bank CEOs, direct observation, and document reviews. During thematic analysis, 4 themes emerged including establishing a direction, inspiring and motivating employees, raising other leaders, and developing and using leadership competence. The implications for positive social change include the potential for bank leaders to identify sustainable leadership practices, improve profitability, create more job opportunities, and ease unemployment problems in the community.