Leader cells are a fundamental biological process that have only been investigated since the early 2000s. These cells have often been observed emerging at the edge of an artificial wound in 2D epithelial cell collective invasion, created with either a mechanical scrape from a pipette tip or from the removal of a plastic, physical blocker. During migration, the moving cells maintain cell-cell contacts, an important quality of collective migration; the leader cells originate from either the first or the second row, they increase in size compared to other cells, and they establish ruffled lamellipodia. Recent studies in 3D have also shown that cells emerging from an invading collective group that also exhibit leader-like properties. Exactly how leader cells influence and interact with follower cells as well as other cells types during collective migration, however, is another matter, and is a subject of intense investigation between many different labs and researchers. The majority of leader cell research to date has involved epithelial cells, but as collective migration is implicated in many different pathogenic diseases, such as cancer and wound healing, a better understanding of leader cells in many cell types and environments will allow significant improvement to therapies and treatments for a wide variety of disease processes. In fact, more recent studies on collective migration and invasion have broadened the field to include other cell types, including mesenchymal cancer cells and fibroblasts. However, the proper technology for picking out dynamic, single cells within a moving and changing cell population over time has severely limited previous investigation into leader cell formation and influence over other cells. In line with these previous studies, we not only bring new technology capable of dynamically monitoring leader cell formation, but we propose that leader cell behavior is more than just an epithelial process, and that it is a critical physiological process in multiple cell types and diseases.

Σκοπός της παρούσας εργασίας είναι η διερεύνηση και η μελέτη της μετασχηματιστικής ηγεσίας (Transformational Leadership) των σύγχρονων managers, τους τρόπους με τους οποίους εφαρμόζεται, καθώς επίσης και τα αποτελέσματα που μπορεί να έχει στην απόδοση των εργαζομένων. Επίσης, μελετά την σχέση του σύγχρονου αυτού τρόπου διοίκησης με τις διαπροσωπικές και επιχειρηματικές σχέσεις. Στο [Κεφάλαιο 1] δίνεται ο ορισμός της ηγεσίας ως «μία διαδικασία επηρεασμού των δράσεων μιας ομάδας ατόμων με σκοπό την επίτευξη στόχων», ενώ μία σημαντική διαφορά του ηγέτη από τον μάνατζερ είναι ότι ο ηγέτης δημιουργεί οράματα στους ανθρώπους και τους εμπνέει, ενώ ο μάνατζερ επικεντρώνεται σε διαδικασίες, συστήματα και στη λογική. Από όλες τις θεωρίες ηγεσίας που παρουσιάζονται στη συνέχεια, ιδιαίτερη έμφαση δίνεται στη Μετασχηματιστική Ηγεσία μέσω της οποίας μετασχηματίζονται οι προσδοκίες, οι αντιλήψεις και τα κίνητρα των εργαζομένων προς ένα κοινό στόχο. Στο [Κεφάλαιο 2] αναλύονται οι σχέσεις των εργαζομένων μιας επιχείρησης και ο βαθμός ικανοποίησης τους στο χώρο εργασίας. Για το λόγο αυτό εισάγεται η έννοια του «εσωτερικού μάρκετινγκ» μία πτυχή της οποία είναι η αλληλεπίδραση προϊσταμένων-υφισταμένων. Η σχέση αυτή συνοψίζεται στο ότι «δεν μπορείς να έχεις ευτυχισμένους πελάτες αν δεν έχεις ευτυχισμένο προσωπικό». Στο [Κεφάλαιο 3] αναπτύσσεται η έννοια του Σχεσιακού Μάρκετινγκ ως ένα είδος στρατηγικής που έχει στόχο την ανάπτυξη και διατήρηση μόνιμων σχέσεων μεταξύ των επιχειρήσεων και των πελατών τους. Στο [Κεφάλαιο 4] παρουσιάζεται η ερευνητική μεθοδολογία που ακολουθήθηκε, ενώ στο [Κεφάλαιο 5] οι στατιστικές αναλύσεις των δεδομένων από τα ερωτηματολόγια σε πίνακες ή γραφήματα. Στο τελευταίο κεφάλαιο συνοψίζονται τα [Συμπεράσματα] και διερευνάται η δυνατότητα επέκτασης της έρευνας σε μία ευρύτερη περιοχή και σύγκρισή της με ευρωπαϊκά δεδομένα. / The purpose of this thesis is to investigate and study the Transformational Leadership of modern managers, the ways in which it is applied, and the results it has on employee performance. Also, the relationship of modern management with interpersonal and business relationships is studied.In In [Chapter 1] the definition of leadership is given as "a process of influencing the actions of a group of people to achieve goals", while a significant difference of the leader vs. manager is that the leader creates visions to people and inspires them, while the manager focuses in processes, systems and logic. Of all the leadership theories presented below, particular emphasis is placed on Transformational Leadership through which transformed expectations, perceptions and motivations of employees towards a common goal.In [Chapter 2] the relationships of employees of a company and the level of satisfaction in the workplace is analyzed. For this reason the concept of an "internal marketing" is introduced one aspect of which is the heads-current interaction. The Relationship is summarized in that "you can not have happy customers unless you have happy staff." [Chapter 3] follows the concept of Relational Marketing as a kind of strategy that aims to develop and maintain sustainable relationships between businesses and their customers. In [Chapter 4] the research methodology is presented, while in [Chapter 5] the statistical analisis of the data from the questionnaires is visualized in tables and graphs. The last chapter summarizes the [Conclusions] and investigates the possibility of extending the research to a wider area comparing it with European standards.

Collective cell migration is critical for various physiological and pathological processes. In vitro wound healing assay has been widely used to study collective cell migration due to its technical simplicity and ability of revealing the complexity of collective cell migration. This project studies the function and importance of leader cells, the cells pulling cell monolayer migrating into free space, in endothelium and skin epithelial regeneration via plasma lithography enhanced in vitro wound healing assay. Despite leader cells have been identified in in vitro wound healing assays, little is known about their regulation and function on collective cell migration. First, I investigated the role of leader cells in endothelial cell collective migration. I found that the leader cell density is positively related with the cell monolayer migration rates. Second, we used this knowledge to study the effects of arsenic treatment on skin regeneration via in vitro wound healing assay. We found that low concentration of arsenic treatment can accelerate the keratinocyte monolayer migration. We further found that arsenic affected cell migration by modulating leader cell density through Nrf2 signaling pathway. As a conclusion of these studies, we evaluated the function of leader cells in collective cell migration, and elucidated the mechanism of arsenic treatment on skin regeneration.

The present study attempts to extend leader-member exchange theory to the team-level by including team social cohesion and two team-level exchange relationship constructs (i.e., team-level leader-member exchange [LMX] and team-member exchange [TMX]) simultaneously, and by examining antecedents and outcomes associated with these variables. The research model includes transformational leadership and team-members' individualism-collectivism as antecedents of the team relational environment and both team performance and team viability as effectiveness measures. Survey data were collected for a field sample of 89 Airborne Special Operations (ASO) teams in the Korean Army. Each team's effectiveness was rated by three different sources: team members (N=823, 7~11 people per team; M=9.4), regional unit (RU) peers (31~42 peers for each team; M=37.2), and RU commanders (N=17). The hypothesized model and several alternative models were tested three times, using team effectiveness measures from each of the three sources in a separate model. Overall, results from path analyses conducted using EQS were consistent with the hypotheses. Specifically, both team-level LMX and TMX were positively affected by transformational leadership and team members' collectivism. TMX showed a stronger positive association with team social cohesion than did team-level LMX. Team performance was positively affected by TMX, team social cohesion, and transformational leadership in the model that employed team members' ratings as team effectiveness measures. However, when the ratings from RU peers were used as team outcome measures, the path from team social cohesion to team performance remained significant, but the other two paths became non-significant. None of the three variables significantly predicted team performance as rated by RU commanders. When viewed in terms of team viability, team social cohesion showed a significant association with team viability across all three models. Although TMX predicted team viability when team members' ratings were used in the model, it did not predict team viability when the ratings were from either RU peers or RU commanders. Finally, transformational leadership showed a significant positive and negative relationship with the number of collectivists and individualists within a team, respectively, across all three models. The limitations of the present study and recommendations for future research are presented.

Syfte: Syftet med detta arbete är att se om ledare tenderar att ha skiftande ledarstilar i och med att de har skiftande förutsättningar. Vi vill även se hur stor medvetenhet ledare tenderar att ha beträffande sin egen ledarstil. Metod: Vi har valt att genomföra en kvalitativ studie, med intervjuer som ett viktigt inslag. Informationen som vi har insamlat ligger till grund för vår analys och slutdiskussion. Vi har utfört en intensiv studie där vi endast har intervjuat några få respondenter och utifrån de erhållna svaren bildat oss en uppfattning. Vi har studerat redan befintliga teorier och ställt dessa mot vårt empiriska material. Vårt mål har inte varit att hitta en absolut sanning, utan vår avsikt har varit att se om vår empiriska undersökning stämmer, eller inte stämmer, överens med tidigare forskning. Resultat & slutsats: Det som vi har funnit är att ingen av våra respondenter har en renodlad ledarstil. De leder som de önskar att leda, men vi ser dock att vissa förutsättningar påverkar ledarstilen. Verksamheter med olika inriktningar och skiftande produktion påverkar ledaren, i och med att kraven varierar mellan olika branscher. Det som vi kan konstatera, är att ledarstilen är ett medvetet val i den bemärkelse att samtliga respondenter har valt att leda efter hur de är som personer. Samtliga respondenter är även överens om att de egenskaper de själva har och hur de är som personer, speglar den bild av ledare som de vill vara. Förslag till vidare forskning: Ett förslag på vidare forskning, kan vara att undersöka ledarstilar i en viss vald bransch och därmed inrikta sig till på en och samma typ av verksamhet. Det kan vara intressant att se om det finns likheter/olikheter på ledarskapet inom samma verksamhetsgren, och jämföra dessa ledare med varandra. Uppsatsens bidrag: Våra förhoppningar är att denna uppsats ska bidra till en ökad förståelse för att ledare och deras stilar inte är en enkel ekvation. Främst ser vi att vårt arbete kan vara till nytta för medarbetare. Vi tror att en ökad medvetenhet hos dem kan leda till en ökad förståelse för varför deras ledare har en viss stil och därmed skapa viss respekt. / Aim: The aim of this work is to see if leaders tend to have varying leadership styles in view of the fact that they have varying conditions. We also want to see how big awareness leaders tend to have regarding there own leadership style. Method: We have chosen to carry out a qualitative study, with interviews as an important element. The information we have collected constitute the base for our analysis and conclusions. We have completed an intensive study where we only have interviewed a few persons, and formed an understanding on the basis of the answers. We have studied already existing theories and compared them with our empirical material. Our goal have not been to find an absolute truth, instead our intention have been to see if our empirical investigation correspond or not with earlier research. Result & Conclusions: What we have found is that none of our respondents have a pure leadership style. They lead as they wish to lead, but we can see that some conditions do have an effect on the leadership style. Businesses whit different directions and changing productions affect the leader, since the demands vary between branches. What we could state is that the leadership style is an aware choice in the sense that all respondents’ has chosen to lead dependent on the kind of person they are. All respondents also agree that their qualities and how they are as persons, reflects the leader they wish to be. Suggestions for future research: A suggestion for future research could be to investigate leadership styles in a chosen branch, and with that set focus on the same type of business. It could be interesting to see if there are similarities or differences in the leadership in the same field of activity, and compare the leaders with each other. Contribution of the thesis: Our expectations are that this essay will contribute to an increased understanding for the complex equation between leaders and their styles. Foremost we see that this work can be useful for co-worker. We believe that an increased awareness could lead to an increased understanding in why their leader has a certain style, and with that create some respect. Främst ser vi att vårt arbete kan vara till nytta för medarbetare. Vi tror att en ökad medvetenhet hos dem kan leda till en ökad förståelse för varför deras ledare har en viss stil, och därmed skapa viss respekt.

School leaders face the challenge of creating and maintaining learning during rapid and complex conditions. Some of the challenges associated with leadership based on authenticity in intercultural schools will be discussed. The purpose of this essay is to describe and gain an insight into three school leaders´ views on leadership in multicultural schools. The study is based on scientific articles and the survey consists of interviews with head teachers in different multicultural schools. The hermeneutic research approach has been the basis for this study through qualitative interviews and collected data for analysis. To get a better understanding of the issues this essay culminates in, different leadership styles are shortly presented. The characteristics that underpin this study will hopefully be better understood through definitions of key concepts. In an attempt to further define authentic leadership, the concept of authentic followership will be introduced and discussed. Effective leadership in intercultural schools requires genuine understanding and action. In line with this, various strategies are proposed by which leaders can consciously transform and better understand the problems and find solutions in intercultural school contexts.

Lietuvos Respublikos vaiko teisių apsaugos kontrolieriaus įstaigos duomenimis 2005 m. gegužės 1 d. mokyklos nelankė ar vengė tai daryti net 2294 mokiniai. Tiksliai išsiaiškinti, kiek vaikų Lietuvoje nelanko mokyklos, yra sudėtinga, nes Statistikos departamentas prie Lietuvos Respublikos bei Švietimo ir mokslo ministerijos nurodo, kad 2004 m. bendras mokyklos nelankančiųjų skaičius – 505 vaikai. Vaiko teisių apsaugos kontrolieriaus įstaigos paviešintus duomenis panagrinėjus išsamiau, galima daryti prielaidą, kad savivaldybių surinkti duomenys taip pat nėra tikslūs ir kad mokyklos nelankančių ar vengiančių ją lankyti mokinių yra dar daugiau. Taigi tokia padėtis rodo, kad Lietuvoje nėra patikimų statistinių duomenų apie mokyklos nelankančius ir vengiančius ją lankyti vaikus. Dar daugiau, nėra bendro mokyklos nelankančio vaiko apibrėžimo, tiksliau tariant, jis yra, bet apima labai siaurą mokinių ratą. Pagal Lietuvos Respublikos Vyriausybės 1997 m. rugpjūčio 4 d. nutarimą Nr. 889 „Dėl mokyklinio amžiaus vaikų iki 16 metų apskaitos tvarkos patvirtinimo“ mokyklos nelankantys vaikai yra tie, kurie pedagogų tarybai pasiūlius, mokyklos tarybai nusprendus ir gavus rašytinį savivaldybės švietimo padalinio (steigėjo) sutikimą, buvo išbraukti iš mokinių sąrašų, taip pat tie, kurie, mokyklos turimais duomenimis, turėtų lankyti mokyklą, bet to nedaro (Lietuvos Respublikos Vyriausybės 1997 m. rugpjūčio 4 d. nutarimas Nr. 889). Todėl galima teigti, jog šiuo metu viena iš opesnių problemų... [toliau žr. visą tekstą] / According to the data of Lithuania Republic Children Right Security Controller’s institution on the 1st of may, in 2005, 2294 schoolchildren didn’t attend the school or were used to escape doing this. It is very difficult to find out how many learners do not attend the school because the Department of the Statistics at Lithuania Republic and the Ministry of Education and Science says that in 2004, a general quantity of the not-attending learners reached 505. I tried to examine the public data of Children Right Security more in detail and, of course, I can do an assume that the data picked up by the municipalities are not correct and there are even more not-attending or trying to escape from the attendance the school learners. So, such a condition shows that in Lithuania there are no Statistic data about not-attending or trying to escape from school attendance learners.

Specialiojo ugdymo institucijose vienareikšmiškai mokinių problemos nėra sprendžiamos, tam reikalinga komandinė nuomonė, komandinės pastangos ir veikla. Komandos suformavimas leistų efektyviau organizuoti ugdymo procesą, pasinaudoti gerąja komandine patirtimi ir patobulinti savo darbą. Puikią komandą sukurti gali vadovas, kuris pasižymi tvirtais vadovavimo įgūdžiais, yra nuoseklus, pats palaiko komandinio darbo idėjas, tinkamai parenka ir vykusiai paskirsto darbuotojus, pats rūpinasi kitais kolektyvo nariais, taiko efektyvius darbo metodus, analizuoja nekritikuodamas konkrečių asmenų, noriai palaiko savo žmonių asmeninį augimą, jų individualų tobulėjimą, formuoja sveikus tarpusavio santykius komandoje, net konfliktus panaudoja konstruktyviems tikslams įgyvendinti, skatina darbuotojus komandiniam darbui. Remiantis mokslinės literatūros ir tyrimų rezultatais, atskleidžiamas vadovo vaidmuo formuojant komandą Utenos apskrities specialiojo ugdymo institucijose. Pateikiami atlikto tyrimo duomenys, išryškinantys tokias sritis: 1) vadovo, kaip iniciatoriaus, kūrėjo, koordinatoriaus vaidmenį; 2) vertinimo aspektus, kuriais remiasi vadovas formuodamas komandą; 3) vadovo veiklą formuojant komandą ; 4) vadovo vaidmens įtaką komandinio darbo efektyvumui. Tyrimo objektas. Utenos apskrities specialiojo ugdymo institucijų komandinis darbas. Tyrimo problema. Kokį vaidmenį vaidina vadovas formuodamas komandą specialiojo ugdymo institucijose. Tyrimo tikslas. Išanalizuoti vadovo vaidmenį... [toliau žr. visą tekstą] / Based on the results of the scientific references and the research, the article reveals the role of the manager in team formation at institutions for special education of Utena county. The presented results of the executed research highlight the following: 1) the role of the manager as an initiator, creator and coordinator; 2) the aspects valued and criteria followed by the manager in team formation; 3) manager’s activity in the process of team formation; 4) the influence of the manager’s role on the effectiveness of teamwork. The object of the research. Team work of the institutions for special education of Utena County. The problem of the research. What is the role of the manager in team formation in the institutions for special education. The aim of the research. To analyze the role of the manager in team formation at the institutions for special education of Utena County. Research methodology. Theoretical study and analysis of scientific pedagogical, psychological, managerial references. Based on the scientific research theoretical fundamentals of the issue under analysis are revealed in this paper. Empirical – a question-based inquiry of the managers and employees of the institution for special education. Statistical – the analysis of the research results were carried out by applying the method of mathematical statistics. It has been identified during the research that team formation in the institutions for special education is initiated by the manager who selects... [to full text]

Lyderystės įtaka grupės veiklos rezultatams farmacinėje kompanijoje: lyderio elgsenos deskripcinė analizė. Magistro darbas. Magistro darbe teoriniu bei praktiniu aspektu nagrinėjama lyderystės įtaka komandinio darbo rezultatams. Darbo tikslas - išanalizuoti lyderio elgsenos galimybes įtakoti veiklos rezultatus verslo organizacijoje ir nustatyti efektyvios elgsenos ugdymo gaires. Atlikta tyrimo mokslinė analizė, vertinant lyderio elgsenos tyrimo metodą ir lyderio elgsenos įtaką grupės veiklos rezultatams farmacinėje kompanijoje. Nustatyta, kad išnagrinėta ir interpretuota nagrinėtų elgsenos požymių raiška tirtoje organizacijoje leidžia padaryti išvadą, jog lyderio elgsena yra grupės sėkmę įtakojantis veiksnys, skatinantis kiekvieno darbuotojo kūrybingą ir produktyvų darbą. Išanalizavus gautus rezultatus, galima daryti hipotetišką išvadą, kad grupių vadovams reikia daugiau dėmesio skirti grupės narių poreikių suvokimui, suteikti daugiau laisvės atliekant pavestas užduotis. / The Influence of Leadership on Group Results in the Pharmaceutical Company: Leader Behavior Description. Master’s work. The aim of this work is to analize leaders behavior possibilities to influence on group results. Leader behavior and it’s applying possibilities in the organisation context is analyzed in this work. This work also presents the results of the research of leader behavior description among the group leaders. The main research conclusion is that the leadership behavior is one of the main success factors which is able to help group leaders to reach their goals. It confirmes the author’s formed scientific research hypothesis, that the leaders and employees face the leader‘s behavior importance. Group managers are supposed to concentrate on needs of group members and allow them complete freedom in their work.

The mining industry has been under enormous pressure in the past few years. particularly with issues around production and costs. As far as human capital is concerned. the gold industry has seen a high degree of shrinkage in personnel. In order to be able to cope with the continuous challenges faced by the mining industry, mining organisations need leaders of the highest standards. Due to the challenge of increasing productivity levels, empowerment is required within the gold mining industry. The correct application of empowerment may increase efficiency and effectiveness inside an organisation. Having employees with the appropriate levels of organisational commitment facilitates the change management process and ensures its successful implementation. Organisations value commitment among their employees because it is typically assumed to reduce withdrawal behaviours, such as lateness, absenteeism and turnover. The objective of this study was to determine the relationship between leader empowering behaviour, organisational commitment and turnover intention within the mining industry. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N = 388) was taken from mining employees. The Leader Empowering Behaviour Questionnaire (LEBQ), Affective Organisational Commitment Scale (AOC), Turnover Intention Scale (Tl) and a biographical questionnaire were administered. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. / Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007