Datum: 2024-05-29  Nivå: Kandidatuppsats i Företagsekonomi, 15 hp   Institution: Akademin för Ekonomi, Samhälle och Teknik, Mälardalens Universitet  Författare: Jennifer Lundquist (00/08/24)     Josefine Linder (96/07/31)                         Titel: Konflikthantering på arbetsplatsen: En studie om gruppchefers ledarskaps- och konflikthanteringsstilar Handledare: Magnus Hoppe Nyckelord: Konflikt, Konflikthantering, Ledarskapsstil, Gruppchefer, Bass-modellen, Thomas-Kilmanns konflikthanteringsmodell Forskningsfrågor:   Hur påverkar gruppchefers ledarskapsstil deras tillvägagångssätt vid konflikthantering på arbetsplatsen?    Hur upplever gruppchefer konflikthantering i praktiken? Syfte: Syftet med studien är att öka förståelsen för hur gruppchefer hanterar konflikter på arbetsplatsen samt hur det kan relateras till etablerade modeller för ledarskap och konflikthantering.  Metod: Studien är genomförd som en kvalitativ fallstudie där det empiriska materialet samlats in genom semistrukturerade intervjuer med fem gruppchefer. Studien innefattar ett växelspel mellan deduktiv och induktiv ansats.  Slutsats: Resultatet i studien visar att den transformationella samt den transaktionella ledarstilen är dominerande. Sett till konflikthantering är den samarbetande stilen mest framträdande. Det går att se ett samband mellan det transformationella ledarskapet och den samarbetande konflikthanteringsstilen men i övrigt går det inte att fastställa några tydliga samband. Studien betonar konflikthanteringens komplexitet, påverkad av olika faktorer, där kommunikation utgör en central roll. Sammantaget bidrar studien till en ökad förståelse och till att fylla ett kunskapsglapp inom området. / Date: 2024-05-29 Level: Bachelor thesis in Business Administration, 15 cr   Institution: School of Business, Society and Engineering, Mälardalen University  Authors: Jennifer Lundquist (00/08/24)     Josefine Linder (96/07/31)                                                                                                                         Title: Conflict Management in the Workplace: A study of Leadership and Conflict Management Styles among group managers  Supervisor: Magnus Hoppe Keywords: Conflict, Conflict management, Leadership style, Group managers, The Bass model, Thomas-Kilmann conflict model Research questions:   How does the leadership style of group managers influence their approach to conflict resolution in the workplace?   How do group managers experience conflict management in practice?   Purpose: The purpose of the study is to enhance the understanding of how group managers handle conflict in the workplace and how it can be applicable to established models of leadership and conflict management.  Method: The study is conducted as a qualitative case study, where the empirical data was collected through semi-structured interviews with five group managers. The study involves an interplay between deductive and inductive approaches.  Conclusion: The results of the study indicate that the transformational and transactional leadership styles are predominant. As for conflict management, the collaborative style is most prominent. There is a connection between transformational leadership and the collaborative conflict management style, other than this, no clear correlations can be established. The study emphasizes the complexity of conflict management, influenced by various factors, where communication plays a central role. Overall, the study contributes to an enhanced understanding and fills a knowledge gap in the field.

Leadership style can have major consequences for the employees’ work environment and well-being. There are several theories that focus on the positive aspects of leadership styles, such as transformative, coaching, and situational leadership, which constitute the theoretical frameworks for the present study. It has also been recognized that destructive leadership behaviors can have a negative impact on the employees and the organization. The purpose of the present study was to investigate what, according to managers, characterizes constructive leadership and destructive leadership, and whether these characteristics originate in individual or organizational factors. Four managers working in private companies in Stockholm with varying backgrounds and industries were found through snowball selection and were interviewed. Data were analyzed using thematic analysis. The result showed that managers characterize constructive leadership as motivation, communication, self-efficacy, coaching approach, situational adjustment, development opportunities, recruitment, and participation. Destructive leadership was characterized as inefficiency, lack of experience, authority-related issues, micro-management lack of time, and organizational culture. These characteristics were further categorized as follows. The individual factors that were identified for constructive leadership were motivation, communication, self-efficacy, coaching approach, situational adjustment and for destructive leadership are inefficiency, lack of experience, authority-related issues and micro-leadership. The organizational factors that were identified for constructive leadership were development opportunities, recruitment, participation, and for destructive leadership the factors were lack of time and organizational culture. The analysis illustrates leadership as a complex process where knowledge about leadership styles gives great possibility to practicing constructive leadership. At the same time, it must be noted that organizational factors have a major impact on the leaders' ability to apply constructive leadership and, in the worst-case scenario, can result in behaviors leading to destructive leadership. The study is very limited in terms of representativeness since the population was very small and the purpose was explorative. / Ledarskapets utformning kan innebära stora konsekvenser för de anställdas arbetsmiljö och välmående. Det finns flera teorier om ledarskapsstilar som fokuserar på de positiva aspekterna av ledarskap, såsom transformativt, coachande och situationsanpassat ledarskapsstil, vilka utgör teoretisk ram för denna uppsats. Det har även uppmärksammats att destruktiva ledarbeteenden kan ha en negativ inverkan på de anställda och organisationen. Syftet med denna studie var att undersöka vad chefer anser orsakar ett konstruktivt respektive destruktivt ledarskap samt vilka av dessa orsaker anser chefer härstammar i individuella respektive organisatoriska faktorer. Första frågeställningen var; vad anser chefer kännetecknar ett konstruktivt respektive destruktivt ledarskap? Den andra frågeställningen var; vilka av dessa kännetecken anser chefer härstammar i individuella respektive organisatoriska faktorer? Fyra stycken chefer inom privata företag i Stockholm med varierande bakgrund och bransch hittades genom snöbollsurval och intervjuades. Data analyserades med tematisk analys. Resultatet visade att chefer anser att konstruktivt ledarskap kännetecknas av motivation, kommunikation, självbestämmelse, coachande förhållningssätt, situationsanpassning, utvecklingsmöjligheter, rekrytering, delaktighet och destruktivt ledarskap kännetecknas av ineffektivitet, erfarenhetsbrist, auktoritetsproblematik, mikroledarskap tidsbrist och bristande organisationskultur. Dessa faktorer delas upp i individuella och organisatoriska faktorer enligt följande. Individuella faktorer som identifierades för konstruktivt ledarskap var motivation, kommunikation, självbestämmelse, coachande förhållningssätt och situationsanpassning. För destruktivt ledarskap identifierades ineffektivitet, erfarenhetsbrist, auktoritetsproblematik och mikroledarskap som individuella faktorer. De organisatoriska faktorer som identifierades för konstruktivt ledarskap var utvecklingsmöjligheter, rekrytering, delaktighet och för destruktivt ledarskap identifierades faktorerna tidsbrist och organisationskultur. Analysen åskådliggör ledarskapet som en komplex process där kunskap kring ledarskapsstilar ger stor fördel för tillämpning av ett konstruktivt ledarskap. Samtidigt måste det uppmärksammas att organisatoriska faktorer har storpåverkan på ledarnas möjlighet till tillämpning av ett konstruktivt ledarskap och kan i värsta fall resultera i beteenden som leder till destruktivt ledarskap. Studien är kraftigt begränsat i termer av representativitet då urvalet var mycket litet och syftet var explorativt.

Denna studie analyserar sambanden mellan transformativ ledarskapsstil, arbetsmiljö och studenters motivation samt dess relation till organisatorisk commitment, med fokus på studenter med en anställning. Studien undersöker även bakgrundsvariablerna program, ålder, kön och tid på arbetsplatsen och dess betydelse för organisatorisk commitment och motivation. Data samlades in via en enkät som distribuerades via e-post till Mittuniversitetets ekonom- och civilekonomstudenter i Sundsvall och Östersund. Efter att en påminnelse skickats ut erhölls totalt 102 svar. Därefter utfördes multivariata regressionsanalyser i datorprogrammet SPSS, samt för en utförligare analys av studiens analysmodell tillämpades SmartPLS. Denna data möjliggjorde därefter bekräftandet eller förkastandet av studiens fyra hypoteser. Den första hypotesen analyserar sambandet mellan inre motivation och organisatorisk commitment, vilket denna studie bekräftar och överensstämmer med tidigare forskning. Vidare analyseras sambandet mellan yttre motivation och organisatorisk commitment, där hypotesen förkastas, i linje med tidigare forskning som visar på en svag relation. Studien analyserar även sambandet mellan transformativ ledarskapsstil och organisatorisk commitment genom inre motivation, vilket också bekräftas och överensstämmer med tidigare forskning. Slutligen analyserar studien sambandet mellan arbetsmiljö och organisatorisk commitment genom yttre motivation, vilket utgör den fjärde hypotesen och även den bekräftas, i linje med tidigare forskning. / This study analyzes the relationships between transformational leadership style, work environment, and students´ motivation, and their relation to organizational commitment, with a focus on employed students. The study also examines background variables such as program, age, gender, and time at workplace and their significance for organizational commitment and motivation. Data was collected through a survey distributed via e-mail to business- and business economics students at Mid Sweden University in Sundsvall and Östersund. Following a reminder, a total of 102 responses were received. Multivariate regression analyses were then conducted using SPSS software, and SmartPLS was used for a more detailed analysis of the study’s analysis model. This data enabled the confirmation or rejection of the study’s four hypotheses. The first hypothesis examines the relationship between intrinsic motivation and organizational commitment, which this study confirms, aligning with previous research. Furthermore, the study also examines the relationship between extrinsic motivation and organizational commitment, where the hypothesis is rejected, in line with previous research of a weak connection. Additionally, the study examines the relationship between transformational leadership style and organizational commitment through intrinsic motivation, which is likewise confirmed, aligning with previous research. Finally, the study analyzes the relationship between work environment and organizational commitment through extrinsic motivation. This fourth hypothesis is also confirmed, in line with previous research.

Datum: 2024-05-29  Nivå: Kandidatuppsats i Företagsekonomi, 15 hp  Institution: Akademin för Ekonomi, Samhälle och Teknik, Mälardalens Universitet  Författare: Valeria Calles    Selma Migchelsen     Emilia Shafipour            (00/08/30)         (01/09/05)                    (02/10/27) Titel: Skillnader i Ledarskapsstilar mellan Manliga och Kvinnliga Ledare inom Organisationer: En kvalitativ studie som kartlägger ledares självuppfattningar Handledare: Konstantin Lampou  Nyckelord: Ledarskapsstilar, autokratiskt ledarskap, demokratiskt ledarskap, könsstereotyper gällande ledarskapsstilar  Forskningsfråga: Hur skiljer sig ledarskapsstilar mellan könen inom organisationer? Syfte: Syftet med vårt projekt är att undersöka om det finns några skillnader mellan kvinnliga och manliga ledare, utifrån ledarnas egna perspektiv och uppfattningar. Vi vill ta reda på om det finns vissa ledarskapsstilar som är vanligare hos män än hos kvinnor och vice versa.  Metod: En kvalitativ studie har utförts där en abduktiv ansats har använts. För att samla in empiri har semistrukturerade intervjuer genomförts via Zoom och därefter har sekundärkällor och vetenskapliga artiklar använts för att stärka studiens empiri och slutsats.  Slutsats: Slutsatsen som går att dra efter att ha undersökt ledarskapet mellan fem kvinnor och fem män är att det inte finns stora skillnader mellan kvinnligt och manligt ledarskap. Vår forskning har visat att både män och kvinnor generellt föredrar den demokratiska ledarskapsstilen mer än den autokratiska, men både männen och kvinnorna hade åtminstone en autokratisk egenskap. Detta visar att den autokratiska ledarskapsstilen inte är tillhörande det manliga könet och att den demokratiska ledarskapsstilen inte är tillhörande det kvinnliga könet. / Date: 2024-05-29  Level: Bachelor thesis in Business Administration, 15 hp  Institution: School of Business, Society and Engineering, Mälardalen University  Authors: Valeria Calles       Selma Migchelsen        Emilia Shafipour         (00/08/30)                (01/09/05)                 (02/10/27) Title: Differences in Leadership Styles between Male and Female Leaders in Organizations: A qualitative study that identifies leaders self-perceptions  Supervisor: Konstantin Lampou  Keywords: Leadership styles, autocratic leadership, democratic leadership, gender stereotypes on leadership style Research question: How do the leadership styles differ between genders within organizations?   Purpose: The purpose of this study is to investigate whether there are any differences between female and male leaders, based on the leaders' own perspectives and perceptions. We want to find out if there are certain leadership styles that are more common in men than in women and vice versa. Method: A qualitative study has been made by using an abductive approach. In order to collect empirical data, semi-structured interviews have been conducted via Zoom. Secondary sources and scientific articles have been used to strengthen the study's empirical data and conclusion. Conclusion: The conclusion that can be drawn after examining the leadership between five women and five men is that there are no major differences between female and male leadership. Our research has shown that both men and women generally prefer the democratic leadership style more than the autocratic, but both men and women had at least one autocratic trait. This shows that the autocratic leadership style does not belong to the male gender and that the democratic leadership style does not belong to the female gender.

Το περιεχόμενο της εργασίας χωρίζεται σε τρία μέρη. Στο πρώτο μέρος γίνεται η παραίτητη Θεωρητική Επισκόπηση. Σκοπός της Θεωρητικής Επισκόπησης είναι η γνωριμία με το θέμα της εργασίας καθώς επίσης και η κατατόπιση με το αντικείμενο της Ηγεσίας αλλά και της Παρακίνησης των Εργαζομένων. Στο δεύτερο μέρος, γίνεται η παρουσίαση της Μεθοδολογίας Έρευνας που ακολουθήσαμε στην εργασία μας. Παρουσιάζεται η σχετική θεωρία γίνονται οι απαραίτητες αποδοχές, επιλέγεται το δείγμα και περιγράφεται το ερωτηματολόγιο, ανοικτού τύπου που χρησιμοποιήθηκε για τη συλλογή των πληροφοριών. Στο τρίτο μέρος, γίνεται η εμπειρική έρευνα όπου έχουμε την συγκριτική ανάλυση της Αγροτικής Τράπεζας με τη Τράπεζα Κύπρου και έπειτα ακολουθούν τα συμπεράσματα της ανάλυσης. Το ζήτημα της ηγεσίας έχει συζητηθεί στη παγκόσμια βιβλιογραφία μέσα από πολλούς προσδιορισμούς, όπως κλασσική ηγεσία, ηγεσία, οραματική, καινοτομική, εφευρετική, δημιουργική, εμπνευσμένη, ηθική, μεταμορφωσιακή, αναδυόμενη, ηγεσία με ρίσκο, αβεβαιότητα ή στην άκρη του χάους, ηγεσία που υπηρετεί, αυτοηγεσία κλπ. Όλοι όμως οι ερευνητές και μελετητές συμφωνούν στη διάκριση μεταξύ διευθυντών (managers) και ηγετών (leaders). Οι πρώτοι εμπλέκονται στην επίλυση οργανωσιακών προβλημάτων, ενώ οι δεύτεροι αναζητούν τις δυνατότητες υπέρβασής τους. Φυσικά σημαντικό ρόλο στις Επιχειρήσεις- Οργανισμούς παίζει η παρακίνηση των ανθρώπων γενικότερα (ανθρώπινες ανάγκες και κίνητρα) και ειδικότερα σε αυτή την εργασία παρουσιάζονται οι πιο σημαντικές θεωρίες ή υποδείγματα παρακίνησης των εργαζομένων. Είναι η τέχνη της παρακίνησης των υφισταμένων για την εκτέλεση των καθηκόντων τους με ζήλο και εμπιστοσύνη, συνεισφέροντας έτσι στους οργανωσιακούς – επιχειρησιακούς σκοπούς και στόχους, το μέγιστο δυναμικό τους. Είναι ακόμη η ικανότητα να βλέπει και να χρησιμοποιεί τα κατάλληλα κίνητρα για τον καθένα και τη καθεμιά και η ικανότητα να εμπνέει. / The scope of work is divided into three parts. The first part is the Theoretical Overview. The purpose of the theoretical review is to familiarize the subject of work as well as the subject of leadership and of motivation. The second part, we present the Research Methodology followed in our work. Presents the relevant theory are necessary salaries, choosing a sample and described the questionnaire used open-ended collection of information. The third part is an empirical investigation where we have the comparative analysis of the Agricultural Bank of Bank of Cyprus and then follow the conclusions of the analysis. The issue of leadership has been discussed in world literature through many determinations as traditional leaders, leadership, visionary, innovative, inventive, creative, inspirational, moral, emerging, led by risk, uncertainty or the edge of chaos, leadership that serves. But all researchers and scholars agree on the distinction between directors (managers) and leaders (leaders). The first involved in solving organizational problems, and the second looking for opportunities to overcome them. Naturally an important role in Business Organizations, plays motivate people in general (human needs and motivation) and especially in this project the most important theories and models of employee motivation. It is the art of motivation existing for the performance of their duties with zeal and confidence, thus contributing to organizational - operational goals and objectives, its maximum potential. It is still the ability to see and use the right incentives for everyone and each and the ability to inspire.

No description available.

Text in English / The field of neuroscience is increasingly gaining exposure in the leadership domain, where it is now beginning to contribute to research and development. In this study an exploratory investigation of leadership development was undertaken with four primary aims. Firstly, to find out whether exposing participants in managerial positions to cognitive neuroscience knowledge contributes to their development as leaders. Secondly, to explore and illuminate the underlying processes that support such behavioural change. Thirdly, to investigate how behaviour changes in leaders exposed to social cognitive neuroscience knowledge are manifested within an organisational setting. Fourthly, to determine what the perceived impact on the leaders and others are regarding such behaviour changes in a specific organisational context, namely a retail environment. In the study, leaders were exposed to a social cognitive neuroscience workshop over a 5-month period. They were provided with foundational knowledge of social cognitive neuroscience in workshops with two objectives. Firstly, the workshops were intended to enhance their understanding of the brain and cognitive systems underlying thinking and behaviour of the self and others. Secondly, in the workshops the complex interaction between brain systems and subsystems such as the executive and emotional systems were shown to mirror, in a metaphorical way, some of the complex interactions between structures in business organisations. Semi-structured interviews were conducted with a purposive sample of 16 participants, as well as with some their line managers and direct reports. Data were qualitatively analysed by means of content analysis. Findings support the view that gaining social cognitive neuroscience knowledge led to increased self-awareness and an understanding of others. Implicit behavioural change resulted from cognitive and affective changes. Explicit behaviour changes were the result of conscious choice and were supported by both personal and organisational motivational drives. Leaders made behaviour changes at both personal and interactive levels based on their understanding of social cognitive neuroscience. Behaviour changes related to increased emotional regulation, a change in leadership style, an inclusive communication style, cultivating relationships, recognition strategies and strengthening trust. The implemented behaviour changes had a positive impact on participants and their direct reports and related mostly to positive affective changes, growth and development, improved relationships, personal effectiveness and team dynamics. / Psychology / D. Phil. (Consulting Psychology)

Summaries in English and Afrikaans / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses meet dryf en dat die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat verandering vanwee eksterne invloede wel voorkom. Verwarring ten opsigte van wie die rol en verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit toeganklikheid en objektiwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit organisation. A literature and empirical study were conducted. Literature indicated that change in organisations is a reality and that organisations need to appoint change agents in order to facilitate the change process. Research has shown that change in noHor-profit organisation was caused by external influences and indicated that confusion exists as to whom the role and responsibility of change agent belongs to. Respondents indicated that they were generally positive about the frequency and way in which change was communicated but they indicated both positive and negative behavioral reactions to change. The transformational leadership style is highlighted as the best leadership style to manage change. The transformational leadership style with leadership behavior such as integrity, approachability and objectivity motivates respondents to participate in the change process. Research also indicated that respondents have leadership potential and have a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation.

Submitted by Thiago Pereira de Sousa Lepinski (thiago.lepinski@gmail.com) on 2018-01-02T15:30:08Z No. of bitstreams: 1 Dissertação MPA - Versão revisada final.pdf: 996119 bytes, checksum: 90fc29a68b3bd247bd5fd11308c97792 (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-01-02T17:59:56Z (GMT) No. of bitstreams: 1 Dissertação MPA - Versão revisada final.pdf: 996119 bytes, checksum: 90fc29a68b3bd247bd5fd11308c97792 (MD5) / Made available in DSpace on 2018-01-04T19:38:22Z (GMT). No. of bitstreams: 1 Dissertação MPA - Versão revisada final.pdf: 996119 bytes, checksum: 90fc29a68b3bd247bd5fd11308c97792 (MD5) Previous issue date: 2017-12-01 / Com o desenvolvimento da teoria da liderança, uma questão que tem sido largamente estudada é como os gestores podem obter melhor desempenho de suas equipes e quais fatores estão relacionados à pessoa do líder. A teoria do estilo de liderança busca identificar esses elementos e tem proposto o modelo de líder transformacional como um elemento chave para que as organizações tenham melhores resultados. Muitos estudos aplicados têm proposto diferentes soluções e discutido qual estilo de gestão seria mais eficaz para que as organizações obtenham os melhores resultados. Neste trabalho, analisamos a percepção dos empregados de uma grande empresa com cerca de cem mil colaboradores a respeito do processo de adoção de um modelo transformacional de liderança e seu processo de avaliação de estilo de gestão e liderança aplicado aos seus gestores como forma de modificar uma cultura organizacional para torná-la mais produtiva e eficaz. Nosso objetivo foi pesquisar evidências da efetividade do processo de transformação de estilo de liderança pela percepção dos empregados da empresa. O estudo foi feito pela análise do caso concreto vivido por essa empresa por meio de coletas de dados qualitativos com entrevistas. Foram realizadas treze entrevistas, sendo quatro com gerentes gerais de unidades e nove com gerentes de contas e demais liderados. A partir dos dados coletados, foi feita análise visando a identificar os elementos e evidências da efetividade do processo e entender a experiência da empresa, com seus desafios, contradições e resultados, no processo de transformação para ajustar o comportamento de liderança de seus gestores. Ao final, identificamos pontos de atenção do processo, principalmente as divergências e contradições do processo conduzido pela empresa com a sua prática gerencial, e propusemos algumas melhorias práticas, que poderão ser aplicadas pela organização. / With the development of leadership theory, one issue that has been widely studied is how managers can get better performance from their teams and what factors are related to the leader's person. Leadership style theory seeks to identify these elements and has proposed the transformational leader model as a key element for organizations to perform better. Many applied studies have proposed different solutions and discussed which style of management would be the most effective for organizations to get the best results. In this work, we analyze the perception of the employees of a large company with about one hundred thousand employees regarding the process of adopting a transformational model of leadership and its process of evaluation of management style and leadership applied to their managers as a way to modify an organizational culture to make it more productive and effective. Our objective was to investigate evidences of the effectiveness of the transformation process of leadership style by the perception of the employees of the company. The study was done by the analysis of the concrete case lived by this company through qualitative data collections with interviews. Thirteen interviews were carried out, four with general managers of units and nine with managers of accounts and other employees. Based on the collected data, an analysis was made to identify the elements and evidences of the effectiveness of the process and to understand the company's experience, with its challenges, contradictions and results, in the transformation process to adjust the leadership behavior of its managers. In the end, we identified points of attention of the process, mainly the divergences and contradictions of the process conducted by the company with its managerial practice, and we proposed some practical improvements that could be applied by the organization.

The aim of this study was to find the relationships between leadership style, organisational culture and organisational performance and subsequently develop a conceptual framework for enhancing Organisational Performance through the linkage between Leadership style and Organisational Culture in the public sector, in the South African Police Service (SAPS). Many of the previous studies have explored the direct relationship between specific culture domains and a specific performance measure and researchers have paid attention to mediators and moderators of the link between organisational culture and performance only in private sectors. According to the literature, leadership style and organisational culture have been independently linked to organisational performance (Ogbonna & Harris, 2000; Denison & Mishra, 1995; Xenikou & Simosi, 2006; Cameron & Quinn, 2011). All these authors focused on the effect of organisational culture and leadership style on organisational performance in the private sector. In order to achieve the research aim and objectives extensive an intensive literature review of the relevant and current literature was done. The mixed methods approach was applied. Data was collected by the use of self-administered questionnaires for the quantitative data and in-depth interviews and observations for the qualitative data. Regression analysis was used to investigate the relationships between the key study variables and more importantly the mediating and moderating effect on the effect of leadership style on organisational performance. The results of this study indicated that the transformational leadership style does not have a direct effect on organisational performance but rather through organisational culture as a mediating and moderating variable. It was also found that transformational leadership style and organisational culture affect each other. The implication was that leaders should cultivate an organisational culture which is conducive to work in order to enhance organisational performance. / Business Management / D.B.L.