Since 2002, the federal government has disseminated surveys to all of its federal agencies to obtain employees' views on the federal agencies' work environments. This study examined the relationship between employees' perception of their leaders' transformational leadership skills and employee job satisfaction. This study was conducted in a metropolitan area in the midwestern United States using 12 federal agencies, totaling approximately 33,000 employees. The theoretical framework for this study was transformational leadership theory. The 5 constructs published by House and Burns were used in multifactor leadership questionnaire surveys by scholarly and peer-reviewed studies and represent the primary leadership skills. The study used the job satisfaction survey to gather information on federal employees' work environments. Data were collected from a random selection of participants from agency employee rosters. The data analysis revealed a relationship between transformational leadership constructs and job satisfaction with intellectual stimulation receiving the highest correlation. All variables have a high correlation to each other with F (5, 86) =.968, p = .44, R2 (.053). The R2 value of .053 indicated that approximately 5.3% of variations in job satisfaction are accounted for by the linear combination of the predictor variables. The variables are idealized attributes and behaviors, intellectual stimulation, inspirational motivation, and individual considerations. The findings may contribute to positive social change by providing federal government leaders with an understanding of transformational leadership skills and job satisfaction.

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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

One aspect of leadership strategy is the need to account for the core values of the organization. The purpose of this case study was to explore the perceptions of tribal gaming leader strategies toward sustainability, an action that leads to tribal economic development and stability. The conceptual framework of situational leadership theory was used to guide the scope and analysis of this study. Six tribal gaming leaders from Oklahoma participated in a focus group session; 7 additional tribal gaming leaders from the same gaming organization participated in individual interview sessions. Member checking was used to strengthen the credibility and trustworthiness of the interpretation of the participants' responses. Additionally, company documents were reviewed to triangulate the data. Four emergent themes were identified after data analysis: business value, which was attributed to tribal leaders' alignment to their mission; strategic vision, which included their marketing and overall business environment; collaboration, which was evident wherein the tribal gaming leaders utilized internal and external partnerships to improve local communities and maintain competitive advantage; and communication, which was emphasized for its importance as a daily skill for information sharing. This research explored the strategies necessary for tribal gaming leader choices that could have a significant influence on social progress between the organization and society, environmental protection for the surrounding community, and economic growth for the local economy. The findings from this study may contribute to social change by aiding in the organizational strategy to forecasting; these findings may also aid in the overall business value, prosperity of employees, and the local economy.

There are different criteria that affect active leadership styles that enhance the role of a principal as an Instructional Leadership. However, many principals lack such criteria where a strong principal considered as an Instructional Leadership. To become Instructional Leaders, principals must transform their practices from managerial to instructional. They need to exercise their leadership by exhibiting the leadership styles in their role and character, or their role will merely perform administrative duties that are akin to an administrative position. Furthermore, a school principal as a leader should play an important role in enhancing teachers' satisfaction. This study investigated the moderating effect of four leadership styles Directive, Supportive, Participative, and Achievement-oriented (D, S, P, A) on Instructional Leadership and teachers' outcomes (job satisfaction, job expectancies and acceptance of leader). The study used mixed methods, qualitative survey and quantitative focus group to develop a model based upon empirical data. The findings are based on a survey of 536 participants including teachers, principals and senior chiefs at various levels of primary, elementary and secondary schools across the Kingdom of Bahrain. The statistical and thematic analysis of the data shows that there is a direct and positive relationship between Instructional Leaderships and teacher's outcomes when moderated by the four leadership styles. The contribution of this study is the empirically tested relationships between Path Goal Theory and Instructional Leadership which shows that there are statistically significant relationships between D, S, P, A and the relationship between Instructional Leadership and the teacher's job satisfaction, job expectancy and acceptance of leader. Focus group finding shows that Leadership styles D, S, P, A transforms Instructional Leadership into a form that enhances the leadership role in Kingdom of Bahrain that Transactional Leadership influences Job expectancy, whilst Referent Power influences acceptance of leaders.

Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.

Volatile crude oil prices significantly affect the profitability of crude oil firms. The purpose of this single case study was to explore strategies some crude oil and gas business leaders used to remain profitable during periods of crude oil price volatility. The target population comprised 8 crude oil and gas business leaders located in Calgary, Canada, whose company remained profitable despite crude oil price volatility. The transformational leadership theory formed the conceptual framework for the study. Data were collected through the use of semistructured face-to-face interviews, company reports, and field notes. Data analysis involved a modified Van Kamm method, which included descriptive coding, a sequential review of the interview transcripts, and member checking. Based on methodological triangulation and thematic analysis, 5 themes emerged from the study, including communication and engagement; motivation and empowerment; measurement, monitoring, and control; self-awareness and humility; and efficiency and optimization. The implications for social change include the potential for crude oil and gas companies in Calgary, Canada to manage production costs, ensure earnings and profitability, and thus improve the socioeconomic well-being of Calgary indigenes through improved employment opportunities.

One aspect of leadership strategy is the need to account for the core values of the organization. The purpose of this case study was to explore the perceptions of tribal gaming leader strategies toward sustainability, an action that leads to tribal economic development and stability. The conceptual framework of situational leadership theory was used to guide the scope and analysis of this study. Six tribal gaming leaders from Oklahoma participated in a focus group session; 7 additional tribal gaming leaders from the same gaming organization participated in individual interview sessions. Member checking was used to strengthen the credibility and trustworthiness of the interpretation of the participants' responses. Additionally, company documents were reviewed to triangulate the data. Four emergent themes were identified after data analysis: business value, which was attributed to tribal leaders' alignment to their mission; strategic vision, which included their marketing and overall business environment; collaboration, which was evident wherein the tribal gaming leaders utilized internal and external partnerships to improve local communities and maintain competitive advantage; and communication, which was emphasized for its importance as a daily skill for information sharing. This research explored the strategies necessary for tribal gaming leader choices that could have a significant influence on social progress between the organization and society, environmental protection for the surrounding community, and economic growth for the local economy. The findings from this study may contribute to social change by aiding in the organizational strategy to forecasting; these findings may also aid in the overall business value, prosperity of employees, and the local economy.

Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leader–stakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.