This dissertation examines key characteristics and factors shaping the leadership style of Swedish Prime Ministers (PMs). Based on the research of the American presidency, an interactionist framework is developed which draws upon institutional theory and political psychological theory. The analysis is advanced by exploring multiple sources and is based on four cases of leadership styles:  two single party Social Democratic PMs, Ingvar Carlsson and Göran Persson, as well as two center/right coalition PMs, Thorbjörn Fälldin and Carl Bildt. Leadership style is studied through a focused comparison of the PMs’ performance of four functions. Thus, the four PMs are studied as staffers and organizers of the cabinet and the Government Offices, decision makers, communicators and crisis managers. The results indicate that the office of the PM is elastic, accommodating a wide-ranging variation of leadership styles. The Social Democratic PMs display the most uniform leadership styles, but, rather surprisingly, they also have the most dissimilar leadership styles among the four cases. The center/right PMs’ approaches differ to a great extent from one another, displaying mixed forms of leadership styles. The analysis explains how the PMs’ leadership styles are shaped based on the interaction between their distinct personal characteristics and surrounding institutions. Thus, the dissertation concludes that leadership theories developed in a presidential setting are largely applicable in a parliamentary setting and that political behavior is not dictated by institutions such as formal structures or norms. The results encourage a reassessment of how personality, as an explanatory factor, is applied in mainstream political science. Furthermore, the analysis highlights the need for reconsidering the presidentialisation thesis and the notion of dominant leadership as there are alternative pathways to prime ministerial influence which are disregarded in the debate.

The problem for women in the labour market has been and is still being widely treated from different disciplines, there are still many gaps linked to it. Although the equality between genders has simultaneously risen, gender inequality becomes especially evident in top management positions. This fact attracted our attention and motivated us to analyse the women’s situation in the management in Spanish companies. The masculine man has developed different theories linked to organizations. But when the society and the organization change, that man discovers that his recipe book is not worth nothing anymore. For instance, values like hierarchical organization, aggressiveness, competitively, individualism, etc. In brief, all attributes that women called: “macho man”. This paper investigates the barriers that women have to overcome in order to achieve the senior positions, as well as, the identification of the traditional leadership style to the masculine stereotype. As consequence, we have had in mind the progressive implantation of a new organizational culture, the values that belong to the feminine stereotype (group orientation, emotion, cooperation, etc). Therefore, the success leadership is no longer linked to the masculine stereotype. The practical method involves the development of semi structure interviews to men and women in top managerial positions in order to analyse if both men and women follow their gender stereotypes, and therefore, they have different leadership styles according to gender. Due to this fact, companies should adapt the idea of a pluricultural style in order to get organizational culture more flexible.

As global competition becomes more fierce each day, in order for many corporations and organizations to respond to competitive pressures or technological advancements, they are forced to reduce costs or promote efficiency through downsizing, restructuring or merger. These organization changes result in involuntary modification of employee¡¦s jobs, which violates the psychological contracts between organization and the employee, causing employees to loose their sense of security. In recent years, new battleships have joined service in the navy. The Policy of Abridgement together with the policy of national defense procuring from the private sectors are also being enforced. These movements required the logistic capabilities of the defense logistics shipyard unit to implement restructuring and adjustment of human resources so as to meet the new mission requirements. Yet, being part of an organizations undergoing change, lack of job security becomes the atmosphere among employees, which is exacerbated by retirements reaching its peak in the next 3 years. This has been a great impact on the logistics organization of the navy. Therefore, it is imperative that the mechanisms by which job insecurity affects occupational stress, organizational commitment and employee responsive behavior be identified. Moreover, there is need to establish what leadership styles will effectively reduce the negative impacts of job insecurity, occupational stress and promote employee commitments to the organization, so as to lead a positive course of response from employees. Based on the above motivation and research objectives, in this study, maintenance staff of the defense logistics shipyard unit was investigated through a questionnaire survey. 482 questionnaires were returned from the 500 questionnaires distributed, from which 371 responses are valid, representing a 74.2% response rate. The survey data was analyzed by multivariate analysis using SPSS v.10 statistical software. The major results are as follows: 1. Job insecurity, as moderated by occupational stress, reduces the effect of emotions on employee responsive behavior. 2. Leadership styles with high relationship and high task, high relationship and low task, and, low relationship and low task, bear significant interfering effects on the relationship between job insecurity and employee responsive behavior toward problems. 3. Leadership styles with high relationship and high task, and, low relationship and low task, bear significant interfering effects on the relationship between occupational stress and employee responsive behavior toward problems.

Leadership style builds up the organizational culture while the organizational culture develops the leader ship style. The great organizational culture and fit leadership style for business environment and future development can improve employee job efficiency and encourage employees put efforts to achieve the organization goal. In this study, we would like to understand the relationship between leadership style, organizational culture, personal characteristics and performance to provide some suggestions for organization on consideration of employee performance improvement. The analysis result of this study states as follows: 1.Manager leadership has positive influence to organizational culture. The result implies that the transformational leadership has strongest influence on organizational culture development while transactional leadership is associated with hierarchy culture and market culture. 2.Organizational culture has positive influence to employee job performance. The result indicates the adhocracy culture has the strongest influence on contextual performance while hierarchy culture has the strongest influence on task performance. 3.The manager leadership style has positive influence to employee job performance. The result suggests that the transformational leadership has stronger influence on contextual performance then transactional leadership. 4.Organizational culture has mediating effect on the relationship between the manager leadership style and job performance. The result states that the adhocracy and hierarchy culture have absolute mediating effect on the relationship between transformational leadership and job performance. 5Personal characteristics have positive influence to job performance. The result indicates that employees with the internal locus of control have higher job performance. 6.Personal characteristics have no moderating effect on the relationship between manager leadership style and job performance. 7.The analysis result of respondents¡¦ background variables shows that the employees¡¦ position influences the job performance and the managers¡¦ tenure influences the transformational leadership which indicates the longer the managers stay in the organization, the stronger influence shows on the association with transformation leadership. 8.The industrial analyses implies that employees who work under transformational leadership with hierarchy culture in digital industries , under transformational leadership with adhocracy culture in other industries and under transactional leadership with adhocracy culture in other industries have higher job performance.

In Sweden the latest curriculum, Lpo 94 was released in 1994. This document revolutionized the teaching profession. The school system was changed from a governmental control into a communal control. The earlier curriculums were controlled by rules; Lpo 94 is controlled by aims. This has led to a big spectrum of teaching styles which all of them agrees with the Lpo 94. Our purpose with this report is to illustrate two different leadershipstyles regarding the subject Swedish. We also want to illustrate how the individual teacher motivates their choice of leadership. The report takes place in three questions at issue: · What teaching style agrees best with the Lpo 94? · How do the two teachers understand their leadership styles? · What are the pupils’ opinions of the leadership styles? Our final conclusion is that the pupils prefer the traditional teacher who dictates the terms in the classroom, teaching as well as work procedures. However, the curriculum is relatively modern and the school as an institution has not been able to catch up with the Lpo 94.

Introduction: Companies today are forced to function in a world full of change and complexity, and it is more important than ever to have the right employees in order to survive the surrounding competition. It is a fact that a too high turnover rate affects companies in a negative way and retention strategies should therefore be high on the agenda. When looking at this problem area we found that there may be actions and tools that companies could use to come to terms with this problem. Research told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere is important for job satisfaction and retention. Object: The main objective is to increase the understanding regarding employee’s retention in relation to leadership style, remuneration and elements such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere in the Swedish financial sector. Method: We wanted to investigate how employee of the Swedish financial sector prefers to be retained, and how they consider and react to the chosen areas. The survey has a quantitative approach with a web based questionnaire and includes 129 respondents from banks, insurance and finance companies. The theoretical framework includes leadership and leadership style, financial as well as non-financial remuneration and research done in later years regarding participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere connected to retention. Conclusion: The result shows that regarding leadership the respondents prefer leadership based on relations were they feel appreciation. Both appreciations from the closest manager as well as the company management influences employee job satisfaction in a positive way. More money was the most common reason for wanting to change jobs, and when asking how the remuneration system should be designed, base pay with additional bonus and benefits were preferred. But also non financial factors such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere must be taken in consideration to satisfy since they seem to increase employees’ willingness to stay in the company.

Facing ecological credit shortage, eco-awareness all over the world, entrepreneurs should make ¡§greening¡¨ the crucial mission, and take its development as a competitive advantage. Briefly, entrepreneurs have to behalf as corporate citizens and work on social responsibility. Connecting the environment protection with business profit increases the value of stockholders and creates the value of stakeholders as well. This research focus on how the practice of greening creates business sustainable value, the effects from executives¡¦ attitude and leadership style on business greening and how the human resource department participate greening. Case study method was using in this research. By taking with 7 entrepreneurs remarkable in greening, after analysis, there are 7 issues found in this study. 1.Four business greening strategies: there are energy saving and carbon emission reduction strategy, innovative strategy, stakeholders response strategy and blue ocean strategy to create business sustainable value. 2.The executives¡¦environmental attitudes have the positive effects on business greening strategy and sustainable value. 3.The leadership style of CEO effects business sustainable value. 4.Under the strategy of energy saving and carbon emission reduction, the policies of human resource are encouraging all employees take part and building the mechanism of employees participate, combining with rewarding system. These give the positive effects on business sustainable value. 5.Under the strategy of innovation, human resource policies are emphasizing on recruitment and training, creating an innovative atmosphere in organization and inspiring innovation by team work. These give the positive effects on business sustainable value. 6.Under the stakeholder response strategy, human resource policies are stressing on fairness, building up a tight relationship between employers and employees and setting up bi-directional communication. These give the positive effects on business sustainable value. 7.Under the blue ocean strategy, human resource policies should emphasize on investing critical technological talents and obtaining. These give the positive effects on business sustainable value.

Abstract Mergers and acquisitions usually imply enormous impact on corporate culture, which usually results in the failure of expected goal of M&A. As a saying goes, ¡§falling in love is easy, staying together is difficult¡¨, the mergers and acquisitions between corporations is just like the union between a man and a woman. Due to the differences between two corporate cultures, the managing method after the mergers and acquisitions of an enterprise might as small as causing conflicts or friction, otherwise, could be as serious as mutually wounded. To fulfill the strategy of mergers and acquisitions of an enterprise, it has to rely on the integration after the mergers and acquisitions (the Post-M&A integration) of a company. The fusion of original corporate cultures is the key to a successful integration. This study is an empirical investigation on relationships between company variables, personal variables and corporate culture toward mergers and acquisitions. 300 questionnaires were handed out and 161 valid ones were retrieved for statistic analysis. As to the finding, with the typical model independence sample t test, both company and personal variables have significant differences in corporate rules and leadership style of corporate culture; by using the two-way ANOVA of independent sample to analyze how the company and the service dep¡¦t variables influence the relation of corporate cultures. This study also found that the different company and personal variables have obvious difference to the factors, such as the regulation system and the leadership style in the corporate culture. IST, the dominated company in M & A has a better and healthier corporate rules and leading style than that of the Megics. It was recommended that the dominated company of M & A should have a well prepared integration plan, with the consideration of the condition of the merged company. Therefore, it could be twice the result with half the effort. On the other hand, the regulation system and enterprise image of a company has positive correlation. Since the employees of the original two companies have poor perception to their companies¡¦ enterprise image, it is important to improve the quality of management, the quality of product and services, and to strengthen the system of rewards and pension. Then the ability to attract and to keep talented people would be increased and the overall enterprise image will be promoted. It is suggested that the interested researchers can make a further study on post- integration performance of the object of this study after the integration have done. It then will make this research more complete. Key words: merges and acquisitions, corporate culture, regulation system, leadership style, enterprise image, values of corporate culture

The aim of the present study was to investigate both antecedents and follower outcomes of leader group prototypicality as well as followers&rsquo / social identification with the group in two theoretical models guided by the propositions of social identity theory (SIT / Hogg, 1996) of leadership. The first model suggested that specific leadership styles (i.e., paternalistic, relationship-oriented, and task-oriented) predicted perceived leader group prototypicality and followers&rsquo / social identification depending on certain follower characteristics (i.e., cultural orientations and motivational tendencies). In the second model, proximal and distal follower outcomes of leader group prototypicality and the moderating role of follower social identification in these relationships were investigated. The findings revealed that followers&rsquo / individualism orientation moderated the link between task-oriented leadership and leader group prototypicality whereas both collectivism and individualism moderated the relationship between paternalistic v leadership and leader group prototypicality. The effects of task-oriented leadership on followers&rsquo / identification with the work group was enhanced by followers&rsquo / need for affiliation. Leader group prototypicality was positively associated with job satisfaction through its positive effects on personal attraction towards the leader, and followers&rsquo / leadership effectiveness perceptions and trust as well as its negative effects on social attraction and responsibility attributions for negative leader behaviors. The results are discussed in terms of theoretical and practical implications along with suggestions for future research.

<p>Introduction: Companies today are forced to function in a world full of change and complexity, and it is more important than ever to have the right employees in order to survive the surrounding competition. It is a fact that a too high turnover rate affects companies in a negative way and retention strategies should therefore be high on the agenda. When looking at this problem area we found that there may be actions and tools that companies could use to come to terms with this problem. Research told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere is important for job satisfaction and retention.</p><p>Object: The main objective is to increase the understanding regarding employee’s retention in relation to leadership style, remuneration and elements such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere in the Swedish financial sector.</p><p>Method: We wanted to investigate how employee of the Swedish financial sector prefers to be retained, and how they consider and react to the chosen areas. The survey has a quantitative approach with a web based questionnaire and includes 129 respondents from banks, insurance and finance companies. The theoretical framework includes leadership and leadership style, financial as well as non-financial remuneration and research done in later years regarding participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere connected to retention.</p><p>Conclusion: The result shows that regarding leadership the respondents prefer leadership based on relations were they feel appreciation. Both appreciations from the closest manager as well as the company management influences employee job satisfaction in a positive way. More money was the most common reason for wanting to change jobs, and when asking how the remuneration system should be designed, base pay with additional bonus and benefits were preferred. But also non financial factors such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere must be taken in consideration to satisfy since they seem to increase employees’ willingness to stay in the company.</p>