Some durable goods industry leaders lack strategies needed to successfully reduce voluntary employee turnover, which is detrimental to organizational performance and decreases an organization's competitive advantage. The purpose of this qualitative single case study was to explore the strategies durable goods industry leaders used to reduce employee turnover in their organizations. The population consisted of 4 durable goods industry leaders in the southeastern region of the United States who had at least 3 years of managerial experience in reducing employee turnover. The conceptual framework was the transformational leadership theory of Bass. Methodological triangulation was used to increase the validity and reliability of the interpretation of the data and was accomplished by using multiple methods to gather data. Data were collected by conducting semistructured face-to-face interviews and analyzing organizational documentation. Three themes emerged from inductive coding of phrases, word frequency searches, and theme analysis: employee compensation, open and responsive communication, and training and career development opportunities. Employee compensation was the driving force to retain some employees. A comprehensive compensation and benefits package and the ability to provide intangible benefits are proven strategies to reduce turnover. By understanding what strategies reduce turnover and how to implement them, durable goods industry leaders could create positive social change through effective strategies to reduce voluntary employee turnover, decrease the unemployment rate, sustain organizational profitability, and contribute to the wealth of employees and the local economy.

The impact of the 2008 global financial crisis, shifting market demands, and prolonged underperformance has forced organizations to devise and implement turnaround strategies or risk business failure. Researchers have pointed to the importance of leadership in the turnaround process, yet there are a limited number of research studies identifying characteristics of successful turnaround leaders. Using the full range leadership model, the purpose of this nonexperimental, ex post facto study was to examine the leadership style of Gil Hodges, manager during the 1969 New York Mets successful turnaround season and explore the organization's culture and climate. Data were collected using the Multifactor Leadership Questionnaire, Denison Organizational Culture Survey, and Organizational Climate Measure. A small response rate of 7 yielded low statistical power which led to treating the findings as exploratory. The findings suggest that Hodges's leadership showed strong transformational and transactional characteristics, and that the players perceived an agile organizational culture and a climate in which leaders stressed high levels of performance. Results from multiple linear regression analysis and Spearman correlations showed a strong positive relationship between transactional leadership and the consistency culture trait, yet no association between leadership and organizational climate. Findings also showed the adaptability culture trait had a strong positive influence on the pressure-to-produce climate dimension and a significant negative correlation with the effort dimension. The findings from this study may affect positive social change by providing insights into successful turnaround leadership styles and organizational strategies to support such efforts.

Hiring the wrong leader can have disastrous effects on the productivity, moral, time and budget of an organization. In fact, a gap of leaders will arise in the next years, which makes it necessary to know and use the right strategies for attracting and selecting the appropriate future leaders who have the ability to successfully lead a company. Therefore, recruiting and selecting the right leaders is an important challenge for all organizations worldwide. How can they find, attract and choose people to become leaders? To answer this question, this Thesis looks at the whole process of hiring future leaders for organizations. First, we want to determine what is necessary to be successful in a leadership position in an organization. Second, we figured out what kind of recruitment strategies can be used in order to attract and find leaders, and third, we aim at showing which methods companies can employ to select the best fitting candidate for their vacant leadership position. In order to find answers to these questions, we have conducted interviews with seven leaders from different industry sectors, who shared their experience about leadership and the way of finding, attracting and selecting talented people who can become future leaders. Moreover, we conducted a questionnaire that has been handed out to students who might be potential leaders of the future. To ensure the meaningfulness of the study, we asked students from different faculties in 21 countries. The reason of the mixture of different sources is to acquire a broader insight into how the recruitment and selection of leaders takes place, with the aim of creating a representative picture.

Magistro baigiamajame darbe ištirtos lyderystės teorijų ir praktinio jų įgyvendinimo sąsajos bendrojo ugdymo mokykloje. Įvade yra aprašomas temos aktualumas ir ištirtumas, nurodoma problemas, iškeliamas tyrimo tikslas ir uždaviniai. Pirmojoje darbo dalyje analizuojama lyderystės sanmprata bei transakcinės, transformacinės ir pasidalytosios lyderystės teorijos bei jų taikymas bendrojo ugdymo mokykloje. Antrojoje dalyje analizuojama lyderystė bendrojo ugdymo mokykloje, lydersystė mokyklos vadovo ir mokytojų veikloje, lyderystės galimybių raiška teisiniuose švietimo dokumentuose. Trečiasis skyrius skirtas lyderystės teorijos ir praktikos sąsajų bendrojo ugdymo mokykloje tyrimo metodikos ir rezultatų aprašymui bei analizavimui. Išvadose pateikti apibendrinti tyrimo rezultatai, pateiktos rekomendacijos mokytojams, mokyklų vadovams ir švietimo politikams. / In Master's thesis was examined the interfaces of leadership theories and their practical implementation in general education school. The introduction describes the revelance and study of topic, indicates a problem, in the introduction is raised the goal and objectives of the investigation. The first part analyzes the conception of leadership and transactional, transformational and distributed leadership theories and their application in general education school. The second part analyzes leadership and its significance in general education school, leadership in school principals and teachers work, the expression of leadership opportunities in legal education documents. The third chapter is devoted to analyze the mothodology and results of leadership theory and practice interfaces in general school investigation. In the conclusions are summarized the results of investigation, submited recommendations for teachers, school principals and education policymakers.

Submitted by Lucas Zarconi (lucaszarconi@fgvmail.br) on 2015-01-14T17:13:57Z No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-01-16T11:52:22Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-19T16:16:18Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Made available in DSpace on 2015-01-19T16:17:03Z (GMT). No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Previous issue date: 2014-12-17 / Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

The Theory of Situational Leadership, the core of the thesis, has become nowadays one of the intensively studied area in Sociology of management. The primary goal to be accomplished here in this thesis is to examine leadership styles of leaders in the optical business in the Czech Republic and to determine if the leaders are effective when exercise leading the followers, all with regard to Blanchard's and Hersey's Situational Leadeship Theory. The main part of the thesis consists of empirical study which focuses on leaders and their ledearship styles in optical organizations as well as their effectiveness in leading team of followers. The quantitative survey tool modified by author so can be used in czech environment will be introduced in the methodological part of the thesis. The theoretical assumptions should appropriately illustrate the analytical results obtained by the research.

Background: In recent years, a new generation has rapidly entered the workforce and when this happens it is assumed that some level of disruption will come along. Since Generation Z have only been in the workforce for short amount of time, there is a lack of crucial research regarding their perceived experiences. Because different generations are assumed to have different values, a prominent challenge for organizations is how to correctly lead them. In other words, leadership preferences may differ when a new generation comes into play. Problem: As of today, there is a substantial knowledge gap regarding Generation Z preferred leadership styles among entry-level jobs. This knowledge gap can cause devastating effects for future organizations. Generation Z is a force to be reckoned with and shall soon become a prevailing member of the labor market in the near future. Purpose: The purpose of this study was to analyze the Swedish Generation Z preferred leadership styles, based on lived experiences in an entry-level job and to what extent they prefer transformational, transactional or laissez-faire leadership. The findings are expected to contribute to existing and new theoretical insights regarding Gen Z leadership preferences. Method: The research was conducted through seven qualitative semi-structured, open-ended interviews, which were analyzed using interpretive phenomenological analysis (IPA). Results: The findings described Generation Z ideal leader based on their thoughts and lived experiences. Gen Z prefers a leader that displays individual consideration, inspires followers and acts as a role model. These characteristics traits bare close resemblance of a transformational leader compared to transactional or laissez-fair leader. Acknowledging these results could contribute to a competitive advantage for organizations during their recruitment and development phase of Gen Z employees.

Leadership styles can have a profound impact on employee motivation and performance. The changing global business landscape has drawn much attention to transformational leadership as an approach that addresses the demands of organizations in this complex environment. The purpose of this qualitative grounded theory study was to understand the nature of employee motivation with regard to leadership styles and the role of transformational leadership in Egyptian business organizations. Seventeen Egyptian professionals were recruited through a combination of e-mail and telephone procedures and were interviewed regarding their experiences with organizational leaders; their perception of the ideal organizational leader; their feelings about the tenets of transformational leadership theory; and how leadership styles influence their job performance, job satisfaction, and the achievement of their career related goals. Data were analyzed and emerging patterns and themes were established, such as participants holding largely negative views regarding the majority of leadership behaviors and employee motivation techniques they presently experience and being very receptive to the majority of aspects of transformational leadership. These patterns and themes culminated in the development of a theory for the ideal leadership style for Egyptian employees. The study yielded information that can make it easier to lead and motivate employees in Egyptian business organizations, and increase the ability of Egyptian organizations to effect positive social change by way of leadership practices that allow organizational stakeholders to enjoy the positive impact on society of organizations that are better led, more productive, and more focused on a greater sense of social wellness.

Business leaders in Nigeria are concerned about the high rates of business failure and economic loss from security incidents and may not understand strategies for reducing the effects of information security threats on business performance. Guided by general systems theory and transformational leadership theory, the focus of this exploratory multiple case study was to explore the strategies small and medium-sized enterprise (SME) leaders use to minimize the effects of information security threats on business performance. Semistructured interviews were conducted with 5 SME leaders who worked in SME firms that support oil and gas industry sector in Port Harcourt, Nigeria, had a minimum of 2 years experience in a leadership role, and had demonstrable strategies for minimizing the effects of information security threats in a SME. The thematic analysis of the interview transcripts revealed 10 strategies for reducing the effects of information security threats: network security, physical security, strong password policy, antivirus protection and software update, information security policy, security education training and awareness, network security monitoring and audit, intrusion detection, data backup, and people management. The findings may contribute to social change by providing SME leaders with more insight about strategies to minimize the effects of information security threats on business performance. The improved business performance can increase the flow of funds into the local economy and allow community leaders to provide social services to residents.

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