Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.

This article addresses the history of Juan Mezzich, a European immigrant who came to Peru to start a wine business, and his grandson, Julio Cesar Mezzich, a leader of Shining Path. Throughout the article, the author describes the historical period and the economic and social context in which both characters developed, emphasizing the role of the regulation of the economy that the Peruvian state ran throughout the twentieth century. / El presente artículo aborda la historia de Juan Mezzich, un migrante europeo que vino a Perú a emprender un negocio de vino, y su nieto, Julio César Mezzich, un dirigente de Sendero Luminoso. A lo largo del artículo, se describe la época historica y el contexto económico y social en el que se desenvolvieron ambos personajes, destacando el papel de la regulación de la economía que realizó el Estado peruano a lo largo del siglo XX.

This study was commissioned to examine the applied leadership styles that foster organisational commitment and product quality commitment levels of two groups of employees working at two different business units of same private sector steel manufacturing company in Gauteng. The samples included 226 production employees from business unit ‘A’ and 190 production employees from population ‘B’. The combined sample of 416 included 83 managers and 333 low level employees. Leadership style data was collected through the Multi-Factor Leadership Questionnaire (MLQ) from the managers and Organisational and Product Quality data was gathered through the Employee Questionnaire (EQ). The MLQ measured nine constructs of the Full Range Leadership Theory while the EQ measured four constructs of identification, affiliation, exchange and product quality commitment levels among lower level employees. A total of 416 questionnaires were distributed and 274 were received. The data was analysed statistically to define the leadership styles, the levels of organisational and product quality commitment and come up with correlations. It was found that transformational and transactional leadership styles were predominant at both business units. Laissez-faire style was also being used at business unit ‘A’. The leadership styles were found to be below the ideal levels for effective leadership. Leaders were perceived to be active managers and not leaders. The organisational and product quality commitment levels among employees were found to be marginal at both units. The top leadership styles and commitment levels trended the same and scored closely for both business units with small variations. The results were comparable. Positive correlations were found between identification commitment (0.305 for ‘A’ and 0.481 for ‘B’) and product quality commitment among employees. It was concluded from the correlations that the higher the levels of organisational commitment, the higher the levels of product quality commitment among employees. By statistical averages, it was concluded that higher levels of transformational leadership fosters higher levels of identification commitment and product quality commitment among employees. Demographics affected the way the respondents answered the questions. A leadership model complete with recommendations was proposed with the intention of increasing leadership effectiveness in order to positively impact and foster product quality commitment among employees. / MBA, North-West University, Potchefstroom Campus, 2014

This study was commissioned to examine the applied leadership styles that foster organisational commitment and product quality commitment levels of two groups of employees working at two different business units of same private sector steel manufacturing company in Gauteng. The samples included 226 production employees from business unit ‘A’ and 190 production employees from population ‘B’. The combined sample of 416 included 83 managers and 333 low level employees. Leadership style data was collected through the Multi-Factor Leadership Questionnaire (MLQ) from the managers and Organisational and Product Quality data was gathered through the Employee Questionnaire (EQ). The MLQ measured nine constructs of the Full Range Leadership Theory while the EQ measured four constructs of identification, affiliation, exchange and product quality commitment levels among lower level employees. A total of 416 questionnaires were distributed and 274 were received. The data was analysed statistically to define the leadership styles, the levels of organisational and product quality commitment and come up with correlations. It was found that transformational and transactional leadership styles were predominant at both business units. Laissez-faire style was also being used at business unit ‘A’. The leadership styles were found to be below the ideal levels for effective leadership. Leaders were perceived to be active managers and not leaders. The organisational and product quality commitment levels among employees were found to be marginal at both units. The top leadership styles and commitment levels trended the same and scored closely for both business units with small variations. The results were comparable. Positive correlations were found between identification commitment (0.305 for ‘A’ and 0.481 for ‘B’) and product quality commitment among employees. It was concluded from the correlations that the higher the levels of organisational commitment, the higher the levels of product quality commitment among employees. By statistical averages, it was concluded that higher levels of transformational leadership fosters higher levels of identification commitment and product quality commitment among employees. Demographics affected the way the respondents answered the questions. A leadership model complete with recommendations was proposed with the intention of increasing leadership effectiveness in order to positively impact and foster product quality commitment among employees. / MBA, North-West University, Potchefstroom Campus, 2014

La tesis aborda como problema de investigación la relación entre los estilos de liderazgo y el apoyo organizacional percibido en los colaboradores de producción de una empresa avícola de Lima. Para responder a esta interrogante se ha efectuado una investigación aplicada con método correlacional y diseño transversal. Para la evaluación de liderazgo se empleó el cuestionario de Estilos de liderazgo de Lewin, White y Lippit que arroja en la presente investigación una validez de constructo con coeficientes que oscilan entre .64 y .77 según Alfa de Cronbach, y una confiabilidad con coeficientes de consistencia interna de Cronbach que van de 0.70 hasta 0.75, y para la evaluación de cuestionario de apoyo organizacional percibido de Robert Eisenberger, Robert Huntington, Steven Hutchinson y Debora Sowa (1986) con una validez de constructo de .81 en la presente investigación y una confiabilidad mediante el método de la consistencia de Cronbach, de 0.797. La muestra de estudio estuvo conformada por 115 colaboradores de producción de una empresa avícola, seleccionados mediante un muestreo no probabilístico de tipo intencional El estudio encontró que existe una relación significativa entre todos los estilos de liderazgo (autocrático, democrático y laissez-faire) y el apoyo organizacional percibido. Dichos resultados son interpretados y sustentados a partir de tres perspectivas: el contraste existente entre el trato de la organización y su realidad social; el perfil laboral de la muestra y el sentimiento de retribución existente de tener un trabajo estable, y la existencia de políticas y procedimientos claros y equitativos para todos.

Vår studie behandlar området ledarstilar där teorin baseras på Lewin et al’s ledarstilsindelning, vilka är den auktoritära ledaren, den demokratiska ledaren och låt-gå ledaren. Vi har genomfört en situationsbaserad experimentell studie där vi har berört både attityds- och ledarskapsteorier. Oberoende variabel är ledarstilen medan de beroende variablerna är attityden till ledarstilen, attityden till arbetsplatsen samt intentionen att stanna kvar på arbetsplatsen.Studien bestod av ett arbetssituationsscenario samt ett häfte med frågor angående scenariot. Försökspersonerna blev indelade i fyra grupper, tre med varsin ledarstil samt en kontrollgrupp som saknade en uttalad ledarstil. Experimentet genomfördes på 90 studenter på Högskolan i Borås. Innan experimentet utförde vi ett förtest på 26 personer för att säkra vårt instrument.Resultaten var intressanta då de till viss del gick emot tidigare forsning och dess teorier. Då vi jämförde ledarstilsgrupperna med kontrollgruppen fick vi inga signifikanta resultat, däremot fick vi det när vi jämförde ledarstilsgrupperna med varandra. Vi visade på, precis som tidigare forskning har gjort, att den demokratiska ledaren är den mest omtyckta ledarstilen. Tvärtemot vad tidigare teorier forskning säger dock visade vår undersökning att försökspersonerna tycker bättre om den auktoritära ledaren än låt-gå ledaren. Resultaten från studien visar alltså på att försökspersonerna hellre har en ledare som bestämmer och kontrollerar än en ledare som i princip abdikerat från ledarrollen. Inte helt överraskande visades även att den demokratiska ledarstilen påverkade attityden till arbetsplatsen på det mest positiva sättet. Studien visade också på att de personerna hellre ville stanna på arbetsplatsen än personerna med en auktoritär ledare eller låt-gå ledare. Vi kunde däremot inte avgöra vilken av ledarstilarna som bidrar till sämst attityd gentemot arbetsplatsen eller vem som leder till att flest personer vill lämna arbetsplatsen. Sammanfattat ”segrar” ledarstilen som baseras på ledande med frihet. / Uppsatsnivå: C

My dissertation examines chief justice leadership of the United States Supreme Court during the judicial decision-making process. With the office steeped in secrecy, I borrow seminal concepts from the leadership literature such as autocratic, laissez-faire, and democratic leadership and adapt them to the office in order to systematically identify dominant patterns of leadership. While chief justices use different styles, the office is chiefly democratic in both structure and operation, which makes the chief justice a “first among equals” and requires him to be just as good of a political negotiator as he is a competent legal judge. This is a unique, but under appreciated, feature of the chief justice when compared to the associate justices. / 10000-01-01

The purpose of this essay is to identify and analyze the term leadership based on democratically-, authoritarian-, and passive (laissez-faire) leadership and find out which of these types are to be preferred among employees.  Our main aspects are: Do employees prefer democratically-, authoritarian-, or passive leadership? Are there any differences regarding ideal leadership considering sex, age, length of service and sector? We have chosen to make a quantitative study of two equivalent organizations, one in the private and one in the public sector. Our method is an explorative method were we seek to find new knowledge about our fenomena. Our study is based on the already established theories on leadership and our empirical data is gathered by questionnaires. The conclusions to be drawn from this study is that our respondents to a large extent prefer a democratic leadership towards an authoritarian and passive leadership. Most of them prefer a democratic leadership with elements of the other leadership types. The differences that exist in idyllic leadership considering the variables sex, age, sector and time at the workplace is in some cases not particularly strong. However, we can see a strong link between sector and ideal leadership. Key words: democratic leadership, authoritarian leadership, passive leadership / Syftet med denna uppsats är att kartlägga och analysera begreppet ledarskap utifrån ledarskapstyperna demokratiskt-, auktoritärt-, och låt-gå (laissez-faire) ledarskap och ta reda på vilken av dessa typer som de anställda föredrar. Vi har valt två breda frågeställningar för att avgränsa oss till våra huvudaspekter. Föredrar anställda demokratiskt-, auktoritärt-, eller låt-gå ledarskap? Finns det skillnader i ledarskapsideal vad avser kön, ålder, anställningstid och sektor? Vi har valt att göra en kvantitativ studie på två likvärdiga organisationer, en inom privat och en inom offentlig sektor. Vår metod består av en explorativ ansats där vi vill nå ny kunskap om vårt studieobjekt. Vi utgår från redan etablerade teorier om ledarskap och vi samlar in empirin genom enkätformulär. De slutsatser som kan dras utifrån denna studie är att våra respondenter i hög grad föredrar ett demokratiskt ledarskap framför ett auktoritärt och låt-gå ledarskap. Många vill ha ett demokratiskt ledarskap med inslag av några av de andra ledarskapstyperna. De skillnader som finns i ledarskapsideal gällande bakgrunsdvariablerna kön, ålder, sektor tid på arbetsplats är i vissa fall inte särskilt starka. Vi kan dock utläsa ett starkt samband mellan sektor och ledarskapsideal.

Studien syftar till att utöka förståelsen för hur laissez faire-ledarskapsstilen och de egenskaper som inkluderas i den upplevs påverka stressorerna krav, kontroll och stöd. Data har insamlats genom tolv semistrukturerade intervjuer. Resultatet påvisar att laissez faire-ledaregenskaperna kan innebära såväl för- som nackdelar för underställda i deras arbete. Två framträdande faktorer som påverkar effekterna har identifierats - dels mängden erfarenhet hos de underställda, dels frågan huruvida ledarens uppvisande av laissez faire-egenskaperna är ett strategiskt val eller beror på passivitet. Studien indikerar att laissez faire- ledarskap kan ge positiva effekter för de underställda, framför allt när det används som ett strategiskt val och när de underställda har lång erfarenhet

Syftet med denna kvantitativa studie var att undersöka vilken av ledarskapsstilarna transformativt, transaktionellt och laissez-faire som bäst predicerar arbetstillfredsställelse bland medarbetare vid flexibla arbetsformer. Data insamlades med hjälp av en enkät. Enkäten bestod av fyra bakgrundsfrågor, 20 påståenden som mätte medarbetarnas arbetstillfredsställelse och 27 påståenden som mätte medarbetarnas upplevelse av deras närmsta chef. Påståendena baserades på mätinstrumenten Minnesota Satisfaction Questionnaire (MSQ) och Multifactor Leadership Questionnaire (MLQ). Resultatet påvisade att den transformativa ledarskapsstilen korrelerade signifikant positivt med arbetstillfredsställelse. Laissez-faire korrelerade signifikant negativt med arbetstillfredsställelse. Dock, var det endast den transformativa ledarskapsstilen som var en signifikant prediktor av arbetstillfredsställelse. Den transaktionella ledarskapsstilen uppvisade ingen signifikant korrelation med arbetstillfredsställelse. Slutsatsen som kan dras utifrån denna studie tyder på att den transformativa ledarskapsstilen är lämplig att utöva för att uppnå arbetstillfredsställelse bland medarbetare vid flexibla arbetsformer.