The motivation for this study is to understand the factors affecting police officers’ willingness to exert extra effort for providing better service through knowledge sharing in different working environments such as riots. Since managers’ leadership styles may be important factors affecting subordinates’ willingness to exert extra effort, this study investigates which of the leadership styles -- transformational, transactional or laissezfaire leadership -- will have a positive effect on officers’ willingness to exert extra effort. In addition, the current study also examines the effect of the mentioned leadership styles on knowledge sharing, which, in turn, affects the officers’ willingness to exert extra effort in the riot unit of the Turkish National Police (TNP) in Ankara, Turkey. The sworn line police officers working in the riot unit in Ankara, Turkey, were the participants in this study. Three questionnaires --a Multifactor Leadership (MLQ), knowledge sharing, and demographic questionnaire -- were arranged as a booklet to be distributed to the respondents. The results of the study indicate that police supervisors' perceived transformational leadership behavior has a positive effect on officers' willingness to exert extra effort. In addition, the findings also reveal that although both officers' years of service in TNP and police supervisors' perceived transactional leadership behavior has no direct effect on officers' willingness to exert extra effort, they have an indirect positive effect through officers' knowledge sharing. On the other hand, police supervisors' perceive that laissez-fair leadership behavior has no effect on riot officers' willingness to exert extra effort. The findings also indicate that officers’ knowledge sharing is positively related to both their supervisors’ perceived transformational and transactional leadership behaviors. However, police supervisors’ perceived laissez-fair leadership behavior has no effect on officers’ knowledge sharing activities. This research study will provide police administrations with the data necessary to adopt the most appropriate leadership styles for increasing police officers' knowledge sharing and extra effort. The findings will also serve as guidance for police managers commanding line police officers working in different environments, such as social movements, demonstrations, and riots. In that they will be aware of how important it is to create a knowledge sharing environment in riot units to provide better security in all legal and illegal demonstrations and riots. Finally, the findings will be a valuable resource not only for Turkish National Police, but also for future research studies and various police organizations in other countries.

The study evaluates the perceived effectiveness of the leadership styles of deans in Ethiopian governmental Technical and Vocational Education and Training (TVET) colleges. The study was contextualised within the domain of relevant leadership theory in chapter 2 (with specific emphasis on the Full Range Leadership model developed by Bass and Avolio), and within the field of Technical and Vocational Education and Training in chapter 3. A mixed method research methodology was employed in the empirical research. The quantitative part received the most emphasis, while a qualitative part was added to attempt to corroborate findings. Quantitative data were collected from teachers (219), student council members (65) and deans (10) in ten TVET colleges using the MLQ 5x short-form questionnaire, which is a standardised questionnaire of high repute. The quantitatively collected data were analysed and presented using both descriptive and inferential statistics. The qualitative part consisted of semi-structured interviews conducted with the ten deans and one TVET Bureau Head. Quantitative findings indicated that the transformational and transactional leadership styles were observed far more frequently than the laissez-faire style. Perceptions regarding the effectiveness of deans, teachers’ job satisfaction and teachers’ willingness to make an extra effort were positively and statistically significantly influenced by the presence of both the transformational and the transactional leadership styles and to a slight extent, influenced negatively by the interaction effect of the two styles. Qualitative findings mostly corroborated the quantitative findings. Recommendations emanating from the research inter alia include: Leadership training opportunities for TVET deans should be scheduled to enhance the appropriate leadership style practice of deans (especially the transformational style); resources (human, financial and materials) should be made available to TVET colleges to develop desired types of leadership in colleges; as part of the selection process when appointing new TVET deans, the leadership style/s that applicants use at that stage should be assessed; a staff-dean-team-approach will be productive if the dean practises a transformational-orientated style of leadership. / Educational Leadership and Management / D. Ed. (Educational Management)