No description available.

<p><strong>Purpose:</strong> The purpose of this study is to analyze how employees perceive their leader / manager. How the leader / manager perceives himself in relation to employees and what differences exist.</p><p><strong>Research Method:</strong> The information was made through a qualitative approach. The study includes interviews with semi-structured questions and a subjective selection. The authors interviewed seven respondents from a service company. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles and see how the employees perceive the leader.</p><p><strong>Conclusions:</strong> The employees and the leader have the same ideas about what is a good leadership. The leader has the right knowledge to be a leader and to maintain the company. The leader works with different leadership styles. It’s the situation that determines how the leader will respond to the problem.</p>

Purpose: The purpose of this study is to analyze how employees perceive their leader / manager. How the leader / manager perceives himself in relation to employees and what differences exist. Research Method: The information was made through a qualitative approach. The study includes interviews with semi-structured questions and a subjective selection. The authors interviewed seven respondents from a service company. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles and see how the employees perceive the leader. Conclusions: The employees and the leader have the same ideas about what is a good leadership. The leader has the right knowledge to be a leader and to maintain the company. The leader works with different leadership styles. It’s the situation that determines how the leader will respond to the problem.

No description available.

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The purpose of this research study was to understand better and reconstruct the concept of values-led principalship. In recent times, in response to constant change and uncertainty, there has been a consistent call for a new form of principalship: values-led principalship. Principals are now being urged to allow values to shape their principalship behaviour. In short, values-led behaviour is said to afford the principal the means of providing appropriate school leadership in unpredictable, and even ambiguous, times. However, the assertion that values can play a positive role in a principal’s performance needs to be substantiated. Despite their innate appeal, the nature and function of values in human endeavours remains somewhat unclear. This research study seeks to redress this lack of understanding by investigating how knowing personal values might help the principal to be led by these values and, thereby, be able to act more effectively as an educational leader. To this end, this research study is situated within the research paradigm of pragmatic constructivism and informed by the theoretical perspective of symbolic interactionism. The orchestrating perspective was case study with the boundaries of the case defined in terms of the system of secondary schools operating under the auspices of the Catholic Archdiocese of Brisbane. This case study included an open-ended questionnaire, two closed questionnaires, and a series of three semi-structured interviews with five principals. This research study began with a comprehensive review of literature from psychology, ethics and values theory to establish the relationship between values and behaviour. This review highlighted five important insights in respect to personal values. First, personal values are formed during the general experiences of life. Second, these personal values influence behaviour. Third, personal values are subjective inner-world phenomena that are more likely to be tacit and subliminal influences upon one’s behaviour. Fourth, having knowledge of one’s own personal values is not a natural or a common occurrence and the gaining of this particular form of self-knowledge is difficult and requires effort and appropriate processes. Finally, the appropriate process for gaining self-knowledge of one’s personal values is through self-reflection and introspection. Based on these insights, the researcher identified four research questions: How knowledgeable are the principals of their own personal values? How have the personal values of the principals been formed? Can a principal gain increased self-knowledge of his or her personal values and the relationship of these personal values to his or her educational leadership behaviour? Does an increased level of self-knowledge of personal values bring about values-led principalship? In general, the findings of this research study suggest that values-led principalship is a simplistic conceptualisation that does not reflect the complex relationships between the inner Self and behaviour. The concept of values-led principalship assumes self-knowledge of personal values and the deliberate application of this knowledge to influence personal behaviour. By not considering the formation of personal values and the inner antecedents of personal values within the Self, any self-knowledge of one’s personal values remains notional. Notional self-knowledge maintains the tacit, subliminal influence of personal values on behaviour. Thus, personal values are directing or driving behaviour resulting in values driven rather than values-led principalship. From an instrumental perspective, this finding raises a number of issues in respect to the professional development of principals. As a consequence, the following propositions are advanced: The professional development of principals should prepare them to incorporate regular self-reflective and introspective practices; The professional development of principals should challenge them to develop a rich knowledge of their inner Self; The professional development of principals should assist them to appreciate how their whole life experience is woven into their leadership behaviour; and Contemporary principals require formal professional mentoring programmes to assist them to more truly clarify and understand the antecedents of their leadership behaviours.

<p>Syfte: Att undersöka vad som utmärker ledarskap i ekonomiska kriser, till följd av den idag aktuella finanskrisen.</p><p>Genomförande: Empirin har insamlats med hjälp av den kvalitativa metoden. Studien innefattar djupintervjuer med semistrukturerade frågor och tio respondenter från två olika företag inom banksektorn. Utifrån empirin har författarna försökt att dra paralleller mellan ledarnas beteenden och de teorier som omfattar olika ledarstilar.</p><p>Slutsatser: Utifrån analysen av empirin framgick det att ledarbeteenden i ekonomiska kriser skiljer sig. Dock kan orsaken till det vara företagens olika förutsättningar och struktur innan den ekonomiska krisen. Beteenden som tydlighet, tillgänglighet, delaktighet, samhörighet och minskat handlingsutrymme blev mer utmärkande. Empirin kunde härledas till angivna ledarstilar i teorin. Den transformativa ledarstilen som är en förändringsledarstil var den som överensstämde bäst med empirin. Dock är det missvisande då den stilen används vid organisationsförändringar vilket studien inte innefattas av. Vidare anses coachande och deltagande/understödjande i situationsanpassat ledarskap och stödjande och deltagande inom path-goal och förekomma som ledarskapsstilar under ekonomiska kriser. Dessa fyra stilar innefattar flexibilitet som är av stor vikt i sådana situationer.</p> / <p>Purpose: To examine the characteristics of leadership in economic crises as consequence of recent financial crisis.</p><p>Research Method: Information was collected using the qualitative method. The study includes interviews with semi-structured questions and ten respondents from two different companies in the banking sector. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles.</p><p>Conclusions: On the basis of the analysis of the empiric showed that the leadership behaviour in economic crises is changing. However, the reason can be carried out of different conditions and structure before the economic crisis. Behaviours that clarity, access, participation, solidarity and decreased scope for action became more significant. The empiric could be derived to stated leader styles in the theory. The transformative leadership that is one leader style who is used in innovation was agreed best with the empiric. However, it is misleading then that style is used at organizational changes which the study not involves. Furthermore, selling/coaching and participations/supporting in situational leadership and supportive leadership and participative leadership in path-goal are occurring as typical leader styles during economic crises. These four styles include flexibility that is of big weight in such situations.</p>

Syfte: Att undersöka vad som utmärker ledarskap i ekonomiska kriser, till följd av den idag aktuella finanskrisen. Genomförande: Empirin har insamlats med hjälp av den kvalitativa metoden. Studien innefattar djupintervjuer med semistrukturerade frågor och tio respondenter från två olika företag inom banksektorn. Utifrån empirin har författarna försökt att dra paralleller mellan ledarnas beteenden och de teorier som omfattar olika ledarstilar. Slutsatser: Utifrån analysen av empirin framgick det att ledarbeteenden i ekonomiska kriser skiljer sig. Dock kan orsaken till det vara företagens olika förutsättningar och struktur innan den ekonomiska krisen. Beteenden som tydlighet, tillgänglighet, delaktighet, samhörighet och minskat handlingsutrymme blev mer utmärkande. Empirin kunde härledas till angivna ledarstilar i teorin. Den transformativa ledarstilen som är en förändringsledarstil var den som överensstämde bäst med empirin. Dock är det missvisande då den stilen används vid organisationsförändringar vilket studien inte innefattas av. Vidare anses coachande och deltagande/understödjande i situationsanpassat ledarskap och stödjande och deltagande inom path-goal och förekomma som ledarskapsstilar under ekonomiska kriser. Dessa fyra stilar innefattar flexibilitet som är av stor vikt i sådana situationer. / Purpose: To examine the characteristics of leadership in economic crises as consequence of recent financial crisis. Research Method: Information was collected using the qualitative method. The study includes interviews with semi-structured questions and ten respondents from two different companies in the banking sector. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles. Conclusions: On the basis of the analysis of the empiric showed that the leadership behaviour in economic crises is changing. However, the reason can be carried out of different conditions and structure before the economic crisis. Behaviours that clarity, access, participation, solidarity and decreased scope for action became more significant. The empiric could be derived to stated leader styles in the theory. The transformative leadership that is one leader style who is used in innovation was agreed best with the empiric. However, it is misleading then that style is used at organizational changes which the study not involves. Furthermore, selling/coaching and participations/supporting in situational leadership and supportive leadership and participative leadership in path-goal are occurring as typical leader styles during economic crises. These four styles include flexibility that is of big weight in such situations.

Svenska Fotbollförbundet vill att idrottsföreningarna i fotboll ska fungera väl och få fler samt rätt utbildade ledare. För att idrottaren ska fortsätta träna och behålla motivationen är det viktigt att ledaren lyssnar till idrottarens behov, kunskap och förväntningar. Det är också viktigt för tränaren att vara medveten om vad idrottaren önskar för ledarskapsbeteende för att skapa tillfredställande upplevelser och optimera spelarnas prestationer. Föreliggande studie undersöker därför vilket ledarskapsbeteende som önskas och uppfattas av fotbollspelare samt diskrepansen mellan önskvärt och uppfattat ledarskapsbeteende och sambandet med tillfredsställelse. Metoden som användes var följande. I studien inkluderades enkäter från 87 manliga (n=49) och kvinnliga (n=38) svenska fotbollsspelare i division tre till sex. Två svenska varianter av Leadership Scale for Sports och tre dimensioner från Athlete Satisfaction Questionnaire. Datan analyserades med icke parametrisk korrelation enligt Spearman`s rho och med deskriptiv analys. Resultatet visade att det mest önskade och uppfattade ledarskapsbeteendet var Positiv återkoppling följt av Träning &amp; instruktion. Huvudresultatet visar att en liten uppmätt skillnad mellan önskvärt och uppfattat av ledarskapsbeteendena Träning &amp; instruktion (r = -,523, p&lt;0.01), Positiv återkoppling (r = -.423, p&lt;0.01) och Socialt stöd (r = -.252, p&lt;0.05), var för sig korrelerar med högt uppmätt värde av tillfredställelse. Det finns en trend mot korrelation mellan diskrepansen för önskvärt och uppfattat Demokratiskt ledarskapsbeteende (r = -.212) och tillfredställelse. Uppmätta skillnader mellan önskvärt Auktoritärt ledarskapsbeteende och uppfattat Auktoritärt ledarskapsbeteende (r = -.004) och tillfredställelse visar inte någon signifikant korrelation. Mer forskning behövs för att öka förståelsen för hur ledare kan vara för att förbättra tillfredsställelsen och prestationen hos fotbollsspelare. Resultatet diskuteras och analyseras mot tidigare forskning och förslag på framtida forskning presenteras. / The study investigates preferred and perceived leadership behaviour by soccer players, as well as the discrepancy between preferred and perceived leadership behaviour and the relationship with satisfaction. The study included surveys of 87 male (n = 49) and female (n = 38) Swedish soccer players in division three to six. Two Swedish versions of the Leadership Scale for Sports and three dimensions of the Athlete Satisfaction Questionnaire was used. The data was analysed with the nonparametric correlation according to Spearman`s rho and descriptive analysis. The most preferred and perceived leadership behaviour was Positive Feedback followed by Training &amp; Instruction. The main result of the study was that a small discrepancy between preferred and perceived leadership behaviours Training &amp; Instruction (r = -, 523, p &lt;0:01), Positive Feedback (r = -.423, p &lt;0:01) and Social Support (r = -.252; p &lt;0.05), respectively correlates athlete Satisfaction. There is a trend towards correlation between discrepancy of preferred and perceived Democratic Leadership behaviour (r = -.212) and athlete Satisfaction. More research is needed to increase understanding of how leaders might be to improve the Satisfaction and Performance to athletes in soccer. The result is discussed and analysed with previous research and suggestions for future research are presented.

Ο σκοπός της συγκεκριμένης έρευνας είναι η μελέτη της ηγετικής συμπεριφοράς, οι τρόποι με τους οποίους εφαρμόζεται, καθώς επίσης και ο ρόλος της ως τροφοδότης ενός ολοκληρωμένου μοντέλου διαρκούς επιτυχίας. Συγκεκριμένα, θα παρουσιαστεί το θεωρητικό υπόβαθρο των παραπάνω εννοιών, ο ορισμός τους, τα χαρακτηριστικά τους γνωρίσματα, οι συσχετιζόμενες με αυτά έννοιες. Στη συνέχεια, θα επιχειρηθεί η περαιτέρω έρευνα για την εξακρίβωση της σημαντικότητας και του ρόλου της ηγετικής συμπεριφοράς στις φαρμακευτικές εταιρείες που δραστηριοποιούνται στην Ελλάδα. Παράλληλα, η εν λόγω εργασία δύναται να προσφέρει μία διευρυμένη προσέγγιση των παραπάνω εννοιών με τα ευρήματά της. / The aim of this research is to study the leadership behaviour, the ways that this behaviour is applied and also its role as a provider of a complete model of continuous success. Moreover, there is a further research to find out when leadership behaviour is critical in shaping the performance of pharmaceutical companies that activated in Greece.