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.

Ledarskap och management är och har alltid varit ett aktuellt ämne men till skillnad från förr är dess natur idag mer komplex. Vi kräver mer av våra ledare som ska beakta fler saker, vara mer personliga och därmed axla större ansvar. Studien utgår från Full Range Leadership Model som innehåller treledarskapstyper: Laissez-faire, transaktionelltoch transformativt ledarskap. Det transformativa ledarskapet är det som undersöks i denna studie eftersom det är det mest aktuellt samt att det finns begränsad forskning om vad transformativt ledarskap egentligen är och hur det uttrycks. Det transformativa ledarskapet undersökt utifrån temana: förebild, omtanke, motivation ochintellektuell stimulans.Studiens syfte är att beskriva, undersöka och förstå hur transformativt ledarskap uttrycks och praktiseras i arbetslivet. I studien har fem intervjuer genomförts med personerna som har en ledarroll i sitt yrke, där respondenterna har förklarat sitt ledarskap utifrån sin arbetssituation. Alla respondenterna visade både på likheter och skillnader i vad ledarskap är samt hur deras ledarskap tar sig i uttryck. Bekräftelser för att motivera medarbetarna var ett återkommande exempel, samt vikten av att involvera medarbetarna i verksamheten för att få dem att känna delaktighet. Andra betonar vikten av att var en förebild eftersom det förtydligar deras ledarskap som utgår ifrån organisationens värdegrund, och därefter kunnavårda goda relationerpå arbetsplatsen. Alla äröverens om att utrymme för kreativitet och nya idéer är viktigt men att ledaren ibland måste hitta egna lösningari brist på tid och utrymme. Kritiskt tänkande stimulerar individen och i slutändan organisationen att utvecklas men bör kommuniceras på ett konstruktivt sätt för att vara användbart.

The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality. Based on the findings from this study, the researcher proposed a modification of Bass and Avolio’s (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals’ self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as “spiritual”, were more likely to be characterized by the transformational leadership style of inspirational motivation.

African American entrepreneurs in Houston, TX, lack the emotional intelligence required to be self-employed and remain in business. The purpose of this qualitative interview study was to gain a robust understanding of what strategies African American entrepreneurs can adopt to increase emotional intelligence, which will aid them in remaining in business beyond the first 5 years. The central research question focused on common understandings of the strategies African-American entrepreneurs in Houston, TX, adopt to increase their emotional intelligence such that it contributes to them remaining in business beyond the initial 5 years. The conceptual framework that grounded the study was the emotional intelligence theory. Data were collected from semi-structured interviews with a purposeful sample consisting of 15 African American entrepreneurs from Houston, TX who have been in business for a minimum of 5 years. The interviews consisted of open-ended questions. A thematic analysis was conducted on 15 interviews. Eight themes were developed from the data analysis: emotional intelligence, leadership styles, emotional reactions, maturity level, training, business sustainability, communication, and flexibility. Consistent emotional intelligence training emerged as useful in African American entrepreneurs' business sustainability. The potential implications for positive social change stem from African American entrepreneurs developing more sustainable organizations. The findings of this study may be used by stakeholders and organizational leaders to provide the opportunity to build more emotionally intelligent organization.

Police leadership has traditionally been dominated by the commander style, yet the more recent generation of police officers reject this style of leadership. Little, however, is known about whether the different leadership styles of the full range of leadership model result in positive outcomes in policing organizations. The purpose of this quantitative meta-analysis study was to examine the relationship between transformational, transactional, and laissez-faire leadership styles and the leadership outcomes in a policing context, such as subordinate satisfaction, perception of leadership effectiveness, and exerting extra effort. Data for this research synthesis derived from primary research studies, which included 9 U.S. and international correlational policing studies that together comprised 1,939 police officers who completed the Multifactor Leadership Questionnaire (MLQ) instrument. The meta-analysis provided effect size estimates on the relationship between transformational, transactional, and laissez-faire leadership styles and perception of leadership effectiveness, extra effort, and subordinate satisfaction. The results of this meta-analysis indicate the transformational style has a stronger positive relationship with perception of leadership effectiveness, extra effort, and subordinate satisfaction, than the other 2 leadership styles. The positive social change implications of this study provide recommendations to police executives to include transformational leadership with contemporary law enforcement practices. The transformational style may result in improvements to police officer motivation, performance, and job satisfaction, thus offering opportunities to improve public safety outcomes.

School-aged children’s health needs have changed over the last several decades to the present day population of many overweight and obese children with health complications (Centers for Disease Control & Prevention, 2015). Tennessee has implemented the Centers for Disease Control and Prevention’s (CDC) model for Coordinated School Health (CSH) in all public schools. Leading each school district’s program is a CSH Coordinator. The role of CSH Coordinators is to provide leadership to district and school administrators while effectively and efficiently implementing the CSH program (Wechsler, 2012). The purpose of this quantitative study was to explore the self-perceived leadership styles and practices of Tennessee CSH Coordinators. The focus of many public health initiatives in America is childhood health. Research conducted by the CDC has shown that school health interventions have been effective in improving physical activity, comprehensive health education, and nutrition. Good health is essential for academic success (McKenzie & Richmond, 1998). CSH Coordinators are the leaders of health for school systems (Wechsler, 2012). How these individuals implement the CDC model for CSH varies based on leadership style and practices. Many studies exist on the topic of CSH but few consider the people leading the program (Strickland, 2012). By obtaining information regarding the leadership style of current CSH Coordinators, this research provides insight into best practices and continuing education for current and future leaders. The study population consisted of all 137 Tennessee CSH Coordinators. Seventy (51.1%) CSH Coordinators participated in the demographic, best practices, and Multifactor Leadership Questionnaire (Appendix A). Findings indicated that all of the CSH Coordinators self-reported leadership style was transformational. There were no significant differences reported between the degree to which CSH Coordinator identified as transformational leaders compared by years of experience, gender, school district size, education level, and number of best practices implemented.

The purpose of this study was to identify factors that influence leadership and its distribution in the Arab Bureau of Education for the Gulf States (ABEGS) Saudi Arabia. The research was undertaken in the ABEGS as a case study and its two initiatives, the Gulf Arab States Educational Research Centre (GASERC) Kuwait, and the Arab Educational Training Centre for Gulf States (AETCGS) Qatar respectively. The findings of this study reveal that the leadership in this interorganizational environment is distributed within the four levels of organizational structures. The visionary leadership comes from the inner most core political level that has its influence and direction at the strategic, managerial, and operational levels of the organization. . Based on extensive research of Leithwood and his colleagues, this study will integrate four leadership functions of setting directions, structuring the organization, developing capacity, and managing the (partnership) program into the analysis of interorganizational partnerships. The study also examined ‘securing accountability’ as another important leadership function in the partnership environment. I learnt that multiple factors influence leadership and enable different individuals and groups to perform these functions at the strategic, managerial and operational levels of the interorganizational structures. However, the major influence on leadership that weaves through the strategic level to the grassroots levels is the consultative process embedded in the organizational structures of the Arab Bureau. Some other prominent factors that influence leadership found in the study are positional power in the hierarchy, experience and knowledge, and dedication and commitment. Researchers like Benson, Mawhiney, Kickert, Proven, and Rodríguez, explored interorganizational partnerships and view the structures of leadership either vertically centralized or horizontally distributive. I argue that interorganizational leadership works horizontally at each level of the partnership i.e. strategic, managerial, and operational and vertically between these levels in the ABEGS partnership as shown in the ‘Circular Model of Interorganizational Leadership’ of this study. The leaders at various levels in the Arab Bureau from the member states function as equals. However, firm vertical hierarchy exists between various levels in the structures of the ABEGS. It is therefore established that horizontal and vertical leadership work simultaneously in interorganizational partnership environments as found in the case study of the Arab Bureau.

The purpose of this study was to identify factors that influence leadership and its distribution in the Arab Bureau of Education for the Gulf States (ABEGS) Saudi Arabia. The research was undertaken in the ABEGS as a case study and its two initiatives, the Gulf Arab States Educational Research Centre (GASERC) Kuwait, and the Arab Educational Training Centre for Gulf States (AETCGS) Qatar respectively. The findings of this study reveal that the leadership in this interorganizational environment is distributed within the four levels of organizational structures. The visionary leadership comes from the inner most core political level that has its influence and direction at the strategic, managerial, and operational levels of the organization. . Based on extensive research of Leithwood and his colleagues, this study will integrate four leadership functions of setting directions, structuring the organization, developing capacity, and managing the (partnership) program into the analysis of interorganizational partnerships. The study also examined ‘securing accountability’ as another important leadership function in the partnership environment. I learnt that multiple factors influence leadership and enable different individuals and groups to perform these functions at the strategic, managerial and operational levels of the interorganizational structures. However, the major influence on leadership that weaves through the strategic level to the grassroots levels is the consultative process embedded in the organizational structures of the Arab Bureau. Some other prominent factors that influence leadership found in the study are positional power in the hierarchy, experience and knowledge, and dedication and commitment. Researchers like Benson, Mawhiney, Kickert, Proven, and Rodríguez, explored interorganizational partnerships and view the structures of leadership either vertically centralized or horizontally distributive. I argue that interorganizational leadership works horizontally at each level of the partnership i.e. strategic, managerial, and operational and vertically between these levels in the ABEGS partnership as shown in the ‘Circular Model of Interorganizational Leadership’ of this study. The leaders at various levels in the Arab Bureau from the member states function as equals. However, firm vertical hierarchy exists between various levels in the structures of the ABEGS. It is therefore established that horizontal and vertical leadership work simultaneously in interorganizational partnership environments as found in the case study of the Arab Bureau.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.