This study was concerned with analyzing selected Texas school administrators in an attempt to locate intrapersonal patterns of (1) values, (2) leadership traits, (3) personality traits, (4) critical thinking ability, (5) perception, and authoritarianism. A second aspect was correlating these profiles with each other. The study had a threefold purpose. The first was to perform a detailed analysis of school administrators to determine selected intrapersonal patterns. The second was to determine possible relationships between these selected profiles. The third was to generate plausible hypotheses for testing the intrapersonal patterns found and for determining the magnitude of any existing relationships. The case studies revealed the uniqueness of each participant in this study. With the possible exception of one individual, certain weaknesses were evident in each of the participants. Canonical correlation and the Pearson correlation of D matrices determined that a relationship existed between many of the profiles. Eight hypotheses were presented at the close of the study as guides for additional research. The results of this study indicated that further research was justified in these particular areas. The results of this study indicated that intrapersonal patterns existed within school administrators and that these patterns or profiles are related. However, the determination of the magnitude of these relationships was left to additional research.

With the rise of new technologies, geographical and political boundaries between companies are disappearing. Managers within multinational organizations are faced with the challenge of adapting to new paradigms of leadership while leading employees who may share different backgrounds. With businesses becoming more globalized, it is important to know and understand how to lead and interact with people from other cultures. The purpose of the study is to explore and describe similarities or differences with managers from the United States and managers from Taiwan in relation to the 29 leadership traits overall as well as at individual management levels. As a result, this study also offers practical recommendations for managers of all levels and backgrounds to grow their international business opportunities through deeper knowledge of themselves and their international business partners.

Kontor på arbetsplatser har sedan länge sett väldigt lika ut och därmed format ett arbetssätt som inte varierar tillräckligt mycket. Detta arbetssätt håller i dagsläget på att ändras till ett aktivitetsbaserat arbetssätt, vilket innebär att den anställde till större del själv kan bestämma var denne ska utföra sitt arbete. Arbetsplatsen ger då ett val att variera arbetsmiljön beroende på arbetsuppgift och situation. Denna typ av förändring av både arbetssätt och kontor ska genomföras i stadshuset i Skellefteå kommun, där förvaltningen ”Support och Lokaler” ska utföra en pilotversion. Syftet med denna studie var att undersöka hur ledarskapet kan förväntas förändras och bäst utövas då Skellefteå kommun byter till en aktivitetsbaserad arbetsplats och vilka för- och nackdelar detta kan medföra. För att ta reda på detta har information samlats från tio chefer från olika arbetsplatser i Sverige som i nuläget aktivt arbetar med en aktivitetsbaserad arbetsplats. Metoden som har använts i denna studie är kvalitativ då syftet var att få en förståelse hur en ledare arbetar och beter sig i ett aktivitetsbaserat arbetssätt. Enligt de chefer som har intervjuats har de kommit närmare sina medarbetare i det aktivitetsbaserade arbetssättet. Tillgänglighet och närvaro är två egenskaper som cheferna ansåg vara viktiga när de arbetar aktivitetsbaserat. Ingen av cheferna som har intervjuats vill byta tillbaka till det traditionella kontoret som de tidigare arbetat på vilket tyder på att deras upplevelse av det aktivitetsbaserade arbetssättet är positiv. / For a long time, offices have been constructed in similar ways and thus formed a way of working that may not vary enough. This approach is however about to change into an activity-based approach, which means that the employee can decide where to perform his or her assignments. The workplace then provides an option for the employee to vary the work environment depending on the task and situation. This type of change in work methods and offices will be implemented in the town hall in the municipality of Skellefteå, and the administration called “Support and Facilities” was chosen to do a pilot project. The purpose of this study was to investigate how leadership can be expected to change and exercised when Skellefteå municipality switches to an activity-based workplace and what advantages and disadvantages this may involve. Information has been gathered from ten managers from different workplaces in Sweden, who currently work in activity-based workplaces. The method used in this study is qualitative, as the aim was to gain an understanding of how leaders work and behave in an activity-based approach. According to the managers who were interviewed they have come closer to their employees in the activity-based approach. Availability and presence are two qualities that managers considered to be important in this type of approach. The results demonstrate that the managers who were interviewed do not want to switch back to the traditional office that they used to work in, indicating that their experience of the activity-based workplace is positive.

The purpose of this quantitative study was to explore the leadership traits of the school health coordinators (SHCs) for the state of Tennessee and to determine if self-perceptions of the SHC leadership traits coincide with supervisor and colleague perceptions of SHC leadership traits. The health challenges facing young Americans today are different from those of past decades and child health is a major federal and state policy platform. SHCs work at the nexus of 2 highly regulated and political entities: healthcare and education. Thus, it is critical for SHCs to possess strong leadership traits to navigate through the issues and politics that are inherent in this challenging career. By obtaining information regarding the leadership traits of current SHCs, this research provides insight into best practices and continuing education for current and future leaders. The study population consisted of all SHCs, superintendents, principals, and Healthy School Council members in the state of Tennessee, totaling approximately 3,900. Thirty-nine districts out of 221 provided full responses where the SHC, at least one supervisor, and at least 1 colleague responded to the Leadership Traits Questionnaire (LTQ). Permission to use the LTQ was granted by Peter Northouse, the developer of the questionnaire (Appendix A). Findings indicated that SHC self-reported perceptions of the leadership traits were significantly higher than colleagues' perceptions of the SHCs leadership traits. There were no significant differences between SHCs' perceptions and supervisors' perceptions of the SHC leadership traits. Lastly, within the SHC group only there were no significant differences in the perceptions of self-reported leadership traits between city and county SHCs, years of experience, or number of memberships in professional organizations.

The focus of this study was a comparison between the perceptions of school culture characteristics as measured by the TELL Tennessee Survey taken by school-based licensed educators in Tennessee and each school’s overall composite TVAAS score. 9 factor variables were discussed in the literature review. This dissertation was a quantitative study of teachers' perceptions of school culture and TVAAS composite scores. A one-way analysis of variance (ANOVA) was conducted to evaluate the relationships among overall school culture as measured by the TELL Tennessee survey and individual effects on TVAAS composite scores. The dependent variable was the response to the TELL Tennessee survey questions by Tennessee licensed school-based educators. The exploratory question that originated from this study was: Is there a significant difference in teacher perceptions in the 9 areas (Community Engagement, Teacher Leadership, School Leadership, Managing Student Conduct, Use of Time, Professional Development, Facilities and Resources, Instructional Practices and Support, and New Teacher Support) measured by the TELL Tennessee Survey among schools that received a 1, 2, 3, 4, or 5 on their overall TVAAS score in 2013? In an attempt to answer this question, means were calculated using the TELL Tennessee survey responses for each of the 9 variables. This purposeful sample represents 164 elementary schools in East Tennessee. An ANOVA test was used to determine if a correlation existed between teacher perceptions in the 9 areas measured by the TELL Tennessee Survey and schools that received a 1, 2, 3, 4, or 5 on their overall TVAAS score in 2013. The results showed no significant difference in the teachers' perceptions of their school’s administrator, culture, and overall composite TVAAS data score. The null hypotheses were retained in all 9 survey areas.

Att anställa fel ledare kan få stora negativa effekter på produktivitet, konkurrensfördelar och en organisations budget. Därmed är det essentiellt för organisationer att rekrytera rätt individ för att leda en grupp eller en hel verksamhet. Rekryteringsprocessen är en tidskrävande uppgift med utmaningar för organisationer i form av att hitta, attrahera och behålla framgångsrika ledare. Denna studie syftar till att undersöka om de ledaregenskaper som beskrivs i jobbannonser är effektiva och överensstämmer med befintlig litteratur inom ledarskap och ledarbeteende. Specifikt kommer tjänster utannonserade inom bankbranschen för ledande positioner att studeras. Detta har genomförts genom en kvalitativ innehållsanalys av 110 arbetsannonser från totalt 13 olika banker. Syftet med studien är att studera vilka ledaregenskaper som efterfrågas för ledande befattningar inom bankbranschen. Studiens resultat ska vidare prövas mot tidigare forskning och teorier om ledaregenskaper i rekryteringsannonser. För att genomföra studiens syfte har tidigare forskning inom rekrytering och tidigare studier om ledaregenskaper inom arbetsannonser selekterats. Dessutom har teorier om ledaregenskaper, ledarskapsbeteende samt den transformella och transaktionella referensramen valts ut för att besvara studiens frågeställningar. Studiens resultat visade att ledaregenskaper som var flest förekommande i rekryteringsannonserna för chefspositioner inom bankbranschen var Samarbetsförmåga, Ansvarstagande, Ledarskapsförmåga, Kommunikativ, Stödjande, Serviceinriktad, Relationsskapande, Utvecklande, Analytisk och Aktiv. Vidare kan resultaten tolkas som att ledaregenskaperna presenterade i annonserna återspeglade samtliga teorier och tidigare forskning. Ingen teori kunde dock återge någon heltäckande förklaring av samtliga efterfrågade ledaregenskaper i bankernas rekryteringsannonser. / Recruiting the wrong leaders can have major negative effects on productivity, competitive advantage, and an organization's budget. Thus, it is essential for organizations to recruit the right individual to lead a group or an entire organization. The recruitment process is not only a time- consuming task but also a challenge for organizations to find, attract and retain successful leaders. This study aims to investigate whether the leadership traits described in job advertisements are efficient and consistent with existing literature in leadership and leadership behaviors. Specifically, positions advertised in the banking industry for leading positions will be studied. This has been carried out through a qualitative content analysis of 110 job ads from a total of 13 different banks. The purpose of the study is to study what leadership traits are in demand for leader positions in the banking industry. The results of the study will also be tested against previous research and theories of leadership traits in recruitment advertisements. To carry out the purpose of the study, previous research in recruitment and previous studies on leadership traits in job advertisements have been selected. In addition, theories of leadership characteristics, leadership behaviors and the transformal and transactional frame of reference have been selected to answer the study's questions. The results of the study showed that leadership traits that were most common in the recruitment ads for managerial positions in the banking industry were Collaborative skills, Accountability, Leadership skills, Communicative, Supportive, Service-oriented, Relationship-building, Developing, Analytical and Active. Furthermore, the results can be interpreted as that the leadership qualities presented in the advertisements reflected all theories and previous research. However, no theory was able to provide a comprehensive explanation of all the required leadership traits in the bank’s recruitment advertisements.

The primary aim of this study is to discover how leadership competencies affect the perceived effectiveness of crisis management. Leadership skills exhibited by public managers in crisis times may help eliminate panic and help victims recover from the difficult situation as soon as possible. The existence of effective leadership in a crisis is one of the most important inputs in order to diminish the harmful effects of crises and disasters. The absence of effective leadership in times of crisis may be one of the most significant problems in the public administration because it may result in loss of human life and property. By answering the following research questions this study provides useable knowledge for public managers and leaders during crises: Are there any different leadership features or characteristics for effective leadership at time of crises than the leadership in normal time? What is the role of effective leadership in managing crises and disasters (natural or man-made)? How do a public administrator's leadership traits and skills impact the effectiveness of crisis leadership? How do a public administrator's leadership behaviors (task-, people-, and organization-oriented behaviors) influence the effectiveness of a crisis leadership? With the aim of revealing these relations, a self-reported survey was sent to 2,095 current and former Turkish public security network managers. The study found that the core leadership competencies (decisiveness, flexibility, communication, problem solving, managing innovation and creativity, team building, managing and organizing personnel, motivating, networking and partnering, decision making, scanning the environment, and strategic planning) have a positive relationship with the effectiveness of crisis leadership. Among three categories of leadership behaviors, task-oriented leadership behaviors were found with the highest level of impact on the effectiveness of crisis leadership. The study indicated the importance of the core leadership competencies in the effectiveness of crisis leadership. According to the results, the hypothesis testing with the covariance structure model supported the positive impact of the core leadership competencies on the effectiveness of crisis leadership. This study contributes to the literature on leadership during crisis situations, and also provides proposals for public managers and practitioners in order to increase their effectiveness in leading their organizations during a crisis situation.

Due to the fact that the environment in which companies in 'South Africa are operating is constantly changing, these companies are undergoing a process of transformation. Organisations that intend competing successfully within this changing environment will have to have the right kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at all levels to successfully navigate these troubled waters. Much of leadership has to do with the way in which leaders motivate their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers. Another factor, equally important, is the concept of locus of control. Research has also shown that people perceive differently, that which controls their destiny. Does the leader feel that he/she is controlled by this constantly changing environment in which he/she has to lead, or is he/she as the leader of an organisation in control of him-herself and his/her actions, and therefore also in control of the company itself? The question that inevitably arises is the following: is there any relationship between the style of leadership and the locus of control of the leader, and if so, what is the nature of this relationship? A quantitative design (two test survey design on a large population) was used to take the measurements on the style of leadership and the locus of control of the leaders. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then carried out in order to determine the relationship that exists between the two measurements, as well as the nature of the relationship. There were 221 respondents from organisations in South Africa, most of whom were in a middle level of leadership. The results showed that an internal locus of control and a disposition towards autonomy were associated with a laissez-faire leadership style as well as a transformational leadership style. It also showed that an external locus of control was associated with a laissez-faire leadership style. Recommendations for organisations and for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Due to the fact that the environment in which companies in 'South Africa are operating is constantly changing, these companies are undergoing a process of transformation. Organisations that intend competing successfully within this changing environment will have to have the right kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at all levels to successfully navigate these troubled waters. Much of leadership has to do with the way in which leaders motivate their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers. Another factor, equally important, is the concept of locus of control. Research has also shown that people perceive differently, that which controls their destiny. Does the leader feel that he/she is controlled by this constantly changing environment in which he/she has to lead, or is he/she as the leader of an organisation in control of him-herself and his/her actions, and therefore also in control of the company itself? The question that inevitably arises is the following: is there any relationship between the style of leadership and the locus of control of the leader, and if so, what is the nature of this relationship? A quantitative design (two test survey design on a large population) was used to take the measurements on the style of leadership and the locus of control of the leaders. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then carried out in order to determine the relationship that exists between the two measurements, as well as the nature of the relationship. There were 221 respondents from organisations in South Africa, most of whom were in a middle level of leadership. The results showed that an internal locus of control and a disposition towards autonomy were associated with a laissez-faire leadership style as well as a transformational leadership style. It also showed that an external locus of control was associated with a laissez-faire leadership style. Recommendations for organisations and for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Purpose: The population of Sweden is steadily increasing, which raises the need for new infrastructure and new buildings. To meet these demands the construction industry must become more efficient. According to several researchers, better leadership can be a part of accomplishing this. Discussions regarding leadership are mostly from the leaders’ perspective and usually the decisions about what kind of leadership is needed is made by the leaders themselves. Not very often do the followers get a chance to share their thoughts on what they need to become more efficient. Earlier research shows a correlation between motivation and efficiency. Therefore, this study attempt to find out what motivates construction workers. This study intended to examine what type of leadership construction workers think they need to become more efficient. The study’s aim was to contribute knowledge about how leadership can increase the efficiency on the construction site. Method: Two methods for data collection were used. A literary review based on effective leadership and interviews with construction workers about their thoughts on what type of leadership would increase their motivation and efficiency. Findings: This study has, by answering the research questions, contributed knowledge about how leadership can increase the efficiency on the construction site. The construction workers are of the opinion that their leaders have a big impact on their efficiency. The leaders’ knowledge and experience of the production phase as well as their ability to communicate and plan ahead were all seen as factor that affect their efficiency. The literary review for this study found 23 effective leadership traits. According to the construction workers the leadership skills that contribute the most to their motivation and efficiency are humility, relationship-management, and self-awareness. Connecting the construction workers responses to the efficient leadership theories showed that the most relevant theories for increasing the workers motivation and efficiency are Transformational and Servant Theory. The theory of Servant is the most relevant since it focuses on the followers. Implications: To increase the efficiency one must focus on the people in the industry. By changing the leadership based on the construction workers' opinions their efficiency can be increased. Therefore, it is recommended that leaders on the construction site work with the leadership theories Transformational and Servant and that they develop the effective leadership traits, especially the traits the construction workers find most important. Limitations: This study was limited to the leadership from the site supervisor to the construction workers. The focus was on what type of leadership the construction workers wanted to become more motivated and efficient. Furthermore, the study was limited to four leadership theories and effective leadership traits. Keywords: Efficiency, motivation, effective leadership traits, Contingency Theory, Transformational Theory, Transactional Theory, and Servant Theory. / Syfte: Sveriges befolkning växer stadigt vilket medför en ökad efterfrågan på nya bostäder och ny infrastruktur. För att tillgodose denna ökade efterfrågan behöver byggbranschen bli effektivare. Enligt flera forskare kan effektiviteten delvis ökas genom bättre ledarskap. Diskussioner om ledarskap utgår nästan enbart från ledarnas perspektiv och det är vanligt att ledarna bestämmer vilken typ av ledare som behövs. Det är sällan följarna får chansen att framföra åsikter sina om vad de behöver för att bli mer effektiva. Tidigare forskning har också visat att det finns ett samband mellan motivation och effektivitet. Därför undersöktes även vad som motiverar yrkesarbetarna. Denna undersökning avsåg att ta reda på vad yrkesarbetarna anser sig behöva för ledarskap för att bli mer motiverade och effektivare. Målet med undersökningen var att bidra med kunskap kring hur ledarskap kan öka effektiviteten i byggproduktionen. Metod: I undersökningen användes två metoder för datainsamling. En litteraturstudie med utgångspunkt i effektivt ledarskap samt intervjuer med yrkesarbetare om deras syn på vilket ledarskap som skulle öka deras motivation och effektivitet. Resultat: Genom att svara på frågeställningarna har undersökningen bidragit med kunskap kring hur ledarskap kan öka effektiviteten i byggproduktionen. Yrkesarbetarna anser att produktionsledaren har stor inverkan på deras effektiviteten. Det som påverkar är produktionsledarens kunskap och erfarenhet om produktionen samt deras förmåga att kommunicera och planera arbetet. Under litteraturstudien påträffades 23 effektiva ledaregenskaper. Enligt yrkesarbetarna är det egenskaperna ödmjukhet, relationshantering och självkännedom som bidrar mest till att öka deras motivation och effektivitet. Genom att koppla yrkesarbetarnas svar till de effektiva ledarskapsteorierna har det visat sig att Transformational och Servant Theory är de mest relevanta teorierna för att öka yrkesarbetarnas motivation och effektivitet. Eftersom Servant Theory fokuserar på följarna anses den mest relevant. Konsekvenser: För ökad effektivitet ska fokus läggas på de människor som branschen består av. Genom att anpassa ledarskapet efter yrkesarbetarnas åsikter kan deras effektivitet öka. Med anledning av detta rekommenderas det att ledare i byggproduktion arbetar med ledarskapsteorierna Transformational och Servant, samt att ledaren utvecklar de effektiva ledaregenskaperna, framförallt de egenskaperna som yrkesarbetarna efterfrågade. Begränsningar: Undersökningen behandlade endast ledarskapet mellan produktionsledaren och yrkesarbetarna. Fokus låg på vilket ledarskap yrkesarbetarna ville ha för att bli motiverade och effektiva. Vidare begränsningar var att enbart undersöka fyra ledarskapsteorier samt de effektiva ledaregenskaperna. Nyckelord: Effektivitet, motivation, effektiva ledaregenskaper, Contingency Theory, Transformational Theory, Transactional Theory, och Servant Theory.