Nowadays the research area in human resource management does not focus on the individual work performance anymore, but emphasize on the communication and relations between employers and employees instead. To create the organizational communication climate including leadership communication skills and strategies becomes the most important issue (Tsai, 2000; Robertson, 2000; 2001; 2002). Communication can lead an organization to go for the common cause, and the management has to affirm organizational vision and mission, drive transformational change, issue a call to action, reinforce organizational capabilities, and create an environment where motivation can flourish (Baldoni, 2004). In Saving Big Blue, the ex-president Gerstner would regularly communicate with his subordinates via intranet and listen to their opinions, for he believes that he can learn the demands of employees due to the direct communication way. The management has to make people perceived of their importance in a company and clearly understand organizational goals and beliefs without communication barriers. Therefore the direct effect of leaders on subordinates is the daily communication (Solomon & Flores, 2002), and communication can build up mutual trust (Baldoni, 2002). Employees are tempted to reach organizational goals, and the leadership can manage to it; effective leader behaviors can increase the work motivation (Humphreys, 2004). After the interviews, the author develops six propositions as follows. Proposition 1. To people who are motivated by positive words, individual achievements, leadership and work lifestyle are more important to the pure money compensation. Proposition 2. Negative words are always with emotions, and the communication content with menace results in permanent or temporary work efficiency? Proposition 3. The relationship between employee readiness and leader behaviors. Proposition 4. Further research on the trust basics between leaders and subordinates based on patriarchy. Proposition 5. The relationship between communication trustworthiness niches and communication skills. Proposition 6. Leader communication style is a way to determine the perceived leadership pattern.

A model was developed that explores several personal characteristic of individuals as predictors of their motivation to lead. Stable personality traits were hypothesized to interact with an individual's belief in the nature of effective leadership to differentially predict the level of their leadership aspirations. The use of a team laboratory design allowed for an examination of the causal nature of an individual‘s motivation to lead. An appointed team leader led their four-person team in a performance task with high levels of interdependence to examine the leader's impact on teamwork. Team leaders were rated by multiple sources during the task on directive leadership, empowering leadership, and laissez-faire leadership. Several significant relationships between personality and motivation to lead were found that lend support to earlier research on the antecedents to motivation to lead, although no moderating effects were uncovered. Leadership behaviors were differentially related to increases in team processes, and demonstrated strong associations with satisfaction with the leader, and leadership potential. Results indicated that team leaders who do not calculate the personal costs of leadership may be unable to positively influence team action processes. This study has implications for functional leadership theory, the development of the motivation to lead construct, and trait perspectives of leadership.

This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams.

A more globalized workforce, coupled with technological advances in electronic communication, have led organizations to turn to virtual work teams at a rapidly increasing rate (Gilson, Maynard, Young, Vartiainen, & Hakonen, 2015). Leadership has been shown to aid team performance across work domains (Morgeson, DeRue, & Karam, 2010), and there exist a host of functional leader behaviors that have been found to benefit face-to-face team performance (Burke, Stagl, Klein, Goodwin, Salas, & Halpin, 2006). Attention to leadership in this new era of work teams is necessary to identify those specific behaviors that enable effective virtual team functioning. Team performance, whether in the virtual context or face-to-face, requires attention to taskwork (i.e., what people do) as well as the required teamwork (i.e., how people work together to go about doing the tasking; Morgan Jr, Glickman, Woodard, Blaiwes, & Salas, 1986). Thus, drawing upon the Consideration and Initiating Structure classification of leader behaviors, the current study sought to determine which behaviors are most critical to virtual team effectiveness and other important outcomes, specifically within the context of a virtual team working on a decision-making task. This study determined that Consideration leader behaviors are most beneficial for virtual team performance, team member satisfaction, and team potency in a decision-making context. Further, perceived leader effectiveness was found to predict team member satisfaction and team potency. This work has important implications for both science and practice, including extending existing leadership theory to a new context (i.e., virtual teams) and influencing leader behaviors for decision-making teams across work domains.

Though increasing numbers of women are entering the workforce, a disproportionate number of women are placed into upper level management positions. Social role and role congruity theory both posit that women in leadership positions are likely to face more negative criticism than men in leadership positions. The purpose of the current study was to examine the influence of gender roles on leader behaviors as well as leaders' self perceived effectiveness. The study also examined third party raters' views of female and male leaders. Videotapes of forty-seven mixed sex groups with randomly appointed male and female leaders were used to examine leader behaviors as well as raters' effectiveness ratings. Leaders' self perceived effectiveness ratings were also used. Gender roles of the leaders were assessed using the Bem Sex Role Inventory (BSRI). Results of a MANOVA indicated that leader gender roles did not lead to differences in leader behaviors exhibited among those in feminine, masculine, and androgynous groups. For female leaders, femininity was not related to feminine behaviors. Unexpectedly, for male leaders, masculinity was inversely related to masculine behaviors. With regard to raters' effectiveness ratings of the leaders, no differences were found in ratings based on leader gender. Further, for female leaders, degree of femininity and masculinity was not related to raters' effectiveness ratings. However, exploratory analyses indicated a significant positive relationship to exist between raters' effectiveness ratings of female leaders and total time female leaders spoke. A significant inverse relationship was found between raters' effectiveness ratings and frequency of speech initiations used among female leaders. Significant correlations between male and female leaders' self perceived effectiveness ratings and self perceived gender roles were found. Specifically, masculinity was positively related to female leaders self perceived effectiveness while femininity was negatively related to male leader self perceived effectiveness. Overall, the results of the current study were not consistent with social role theory and role congruity theory. Implications for organizations and women's career development are discussed. Limitations and suggestions for future directions in research are presented.

In response to increasing global economic competition, many companies have undergone dramatic structural changes. To improve the overall flexibility and efficiency of their organizations, many companies have replaced their traditional hierarchical management structure with empowered (semi-autonomous or self-managing) work teams. The purpose of this research is finding the relationship between empowering leader behavior, psychological empowerment, job performance, and job characteristic. In this research empowering leader behavior is independent variables, job performance is dependent variables, the psychological empowerment is a mediator variables, job characteristic is intervening variable. The findings of this thesis can be summarized as follows: 1. Accountability leadership behavior impacts the meaning of psychological positively; Self-Directed Decisions Making leader behavior impacts the Self-Determination of psychological positively. 2. Competence of psychological impacts IRB, OCBI & OCBO; Impact of psychological impacts IRB. 3. Psychological empowerment has not mediating effect between Empowering Leader Behaviors and Performance. 4. Task Variability cause intervention on Competence, Self-determination and OCBI,

The relatively new concept of ambidextrous leadership in innovation with the opposing yet complementary opening and closing leader behaviors has been proven to be positively related to fostering explorative and exploitative behaviors respectively among subordinates. The initiators of this concept propose that leaders in innovation need a ‘temporal flexibility to switch’ between opening and closing leader behaviors, which implies a sequential alignment of these behaviors. This proposition has yet remained theoretically and empirically unexplored and is initially questioned in this thesis with respect to related theoretical concepts. Therefore, this thesis aims to explain how innovation leaders align the recently defined opening and closing leader behaviors throughout the innovation process. By following a qualitative and inductive research approach, a multiple case study of five innovation leaders in German manufacturing companies was conducted. The data were collected through in-depth semi-structured interviews. The empirical data reveal that the initiators’ proposition of a sequential alignment is not sufficient to explain the complex alignment of opening and closing leader behaviors. Accordingly, a model which illustrates a predominantly simultaneous alignment of the two leader behaviors was developed. However, this model also considers that urgent situations or specific project phases and times of the year require innovation leaders to sequentially demonstrate one behavior at a time.

Existing leadership theories and applied resources contain bountiful lists of recommended behaviors for leaders to employ, yet an integrated model that produces the most efficient set of leader behaviors does not currently exist. A standard, quantitative method to compare and contrast leader behaviors is needed to siphon utility from each resource, leading to an integrated and diversified set of optimal behaviors for leaders to consider. Leaders have limited time and need a reliable method to make informed behavioral decisions that consistently produce the most positive effects on the desired outcome. Unfortunately, leaders do not have the time to sift through the plethora of literary resources to uncover an optimal list of behavioral options. Leaders need to know what behavior to employ, when to employ it, the expected outcome, and the potential risk. Interestingly, these behavioral variables are also common to investors in the financial arena, where the principles of Modern Portfolio Theory (MPT) are often used to decipher the most optimal portfolio from a daunting list of investment options. The primary purpose of this study was to adopt some of the basic principles behind MPT in order to propose a similar quantitative Leader Behavior Portfolio Model, which determines an integrated and optimal set of effective leader behaviors. During this research, the proposed model was populated with archival performance data on over 5,000 cadets at the United States Military Academy. The outputs were then used to construct and administer surveys to 255 ROTC cadets in order to validate the model. The results of the survey response data were consistent with the outputs from the Leader Behavior Portfolio Model, showing strong support for adopting the principles of MPT to create an optimal set of leader behaviors.

The purpose of this study was to examine the relationships between principals' leader behavior and teacher morale in the private secondary schools of Bangkok, Thailand. This study also determined whether significant relationships based upon the factors of age, sex, educational level, years of teaching experience, salary, and size of school existed between the morale of teachers and their perceptions of the principals' leader behavior. The sample of the study was comprised of 400 teachers in private"secondary schools in Bangkok, Thailand. Each teacher was asked to complete the Purdue Teacher Opinionaire (PTO), an instrument designed an instrument designed to identify a principal's leader behavior which consists of two dimensions: initiating structure and consideration. Of the 400 returned questionnaires, 399 were usable. The statistical treatments applied to the data thus obtained included the Pearson product moment, Multiple regression, and Canonical correlation. A .05 level of significance was the criterion for accepting or rejecting each hypothesis.