<p> By the year 2020, Generation Ys (Gen Ys), born 1981&ndash;1999, will far outnumber any other generation in the workplace, making it imperative for employers to understand their needs. Thus, an organization's future vitality is dependent on its ability to work effectively with Gen Ys. Although Gen Y characteristics and needs are documented in existing literature, leadership styles and approaches that best support such needs are not clear. Therefore, this study sought to answer two questions: What are Gen Y's needs in the workplace? What type of leadership best supports these needs? Data were collected from 135 Gen Y employees working in the United States across a variety of industries, from technology to nonprofit sectors. One hundred twenty-five online surveys were completed, and 10 face-to-face interviews were conducted. Flexibility and challenging work were found to be the highest priority needs of Gen Y employees, followed by a second tier of needs: access to up-to-date technology, open communication, collaboration and teamwork, an adequate compensation package, growth and development, and a hospitable culture. It was found that Gen Ys prefer to work for someone who incorporates a participative leadership style. It was concluded that Gen Y employees have high expectations for their employers, posing a challenge for organizations to accommodate all needs. They insist on a workplace that allows for their participation. Retention will be increased by ensuring growth and development opportunities.</p>

Thesis (M.A. (Research Psychology))--University of Pretoria, 2002. / Includes bibliographical references (leave 128-133).

<p> This multiple case study research examines the personal strengths of Chief Executive Officers (CEOs) and how these strengths contribute to their success as they lead their personnel and manage psychiatric hospitals in their charge. The study provides an understanding of the role of personal strengths in the successful CEO and discusses each CEO&rsquo;s utilization and development of those strengths. The Clifton StrengthsFinder 2.0 as found in <i>StrengthsFinder 2.0</i> (Rath, 2007) instrument was employed in the study to provide a common language that facilitated the researcher&rsquo;s conversation with the participants. Used as a heuristic device, the results of the strengths identifier tool were not applied in any comparative analytical format but rather provided a common frame of reference for both the researcher and the participant. The experience of responding to the strengths identifier tool provided a starting point for an interview that allowed the participants to talk about their strengths, their development, and the contribution of their strengths to their success. The theme of self-awareness emerged as an important component of their success, common to all of the participants in the study. Secondary themes of courage and humility, connected to self-awareness, contributed to understanding how the participants utilized their signature strengths to engage in a successful career leading psychiatric hospitals. The participants were able to describe their capacities, strengths, and how they used their abilities in unique ways while leading their hospitals.</p>

<p> The purpose of the quasi-experimental study was to determine the effectiveness of Solution-Focused Brief Coaching as a specific intervention in executive coaching. The study used a pretest-posttest design with an experimental group and a control group. Six executives received six coaching sessions during this study. Twelve executives, serving as control subjects, did not receive coaching by any method. Measurement tools (the Working Alliance Inventory, the Goal Attainment Survey and the Satisfaction With Life Scale) provided quantitative outcome data to determine behavior, performance, and emotional change associated with use of SFBC (the independent variable). These measurement tools (the dependent variables) were administered to both groups before and after the 6-week coaching intervention. The WAI &ndash; C pretest showed significant differences between the groups suggesting that coaches perceived the working alliance of coached participants to increase to a significantly larger degree than the noncoached group. The SWLS pretest showed significant differences between the groups suggesting that the group that sought coaching had a lower satisfaction with life than the control group at the beginning of the coaching engagement. While the GAS did not produce statistically significant results there was a large effect size suggesting that a very clear difference exists between the two groups. The results of the study provided preliminary empirical support for use of SFBC as an executive-coaching intervention. Recommendations based on the study&rsquo;s results include replication of the study with a larger sample, additional studies reflective of more rigorous research designs, and use of professional coaches in research studies.</p>

<p> Historically, love is not been specifically mentioned within the context of the study of leadership, yet there seems to be some intersection between the two. They seem to have similar roots; strong relationships, trust, integrity, charisma, character, taking care of others, but where exactly is the intersection? Several leadership theories allude to a dimension of leadership and the leader follower relationship that is seemingly unexplainable or unquantifiable.</p><p> The purpose of this exploratory study was to tie together the psychology of love and leadership behavior to potentially change the way we approach the field of leadership, leadership assessment, and leader development. More specifically, it examined love as represented by intimacy, passion, and commitment, and leadership as represented by the common components of the theories contained in the neocharismatic leadership body of literature. These components include character, courage, integrity, selflessness, empathy, collaboration, and reflection. It is significant because up to this point there has not been any scholarly research published that ties together love and leadership.</p><p> The study was conducted by administering an online survey followed by quantitative research/analysis via multiple linear regressions. The results, <i> r</i>(237) = .795, <i>p</i> &lt; .01, demonstrated that it can be determined that a significant positive correlation exists between the follower&rsquo;s perceived degree of love displayed (by their leader) and follower&rsquo;s perceived leadership.</p><p> Keywords: <i>Leadership, Love, Neocharismatic Leadership, Character-based Leadership, Transformational Leadership. Authentic Leadership, Servant Leadership </i></p>

The purpose of this thesis is to evaluate by critical consideration the suitability of various approaches of inquiry for exploring and enhancing motivation intervention in contemporary organisations; in particular, to spell out the need for a critical systemic approach of inquiry in relation to a social context based on critical systems thinking ideas. The thesis explores the question concerning the inducements associated with motivation (to work) and what this may mean in different organisational contexts, while taking into consideration cultural differences that affect the way that motivation is addressed. Furthermore, it raises questions, about power relations in terms of processes involved in developing motivation. It also poses questions about ideological differences in the way that performance orientations may affect general lifestyles and ways of working. It is suggested in the thesis that it is important to consider motivation by looking at a diversity of motivation approaches and by seeing what can be learnt from each, and how each can be developed. It is shown how critical systemic learning can be advanced as a way of encouraging learning by means of ideology-critique. The need for a critical systemic approach to motivation is also shown by drawing on aspects of critical systems thinking and extending such thinking to cover motivation explicitly.

<p> This research investigated the correlation between leadership behavior and its impact upon, supervisors, coworkers, and organizational leaders in generating knowledge usage. A quantitative approach was utilized and correlational statistical analyses were performed to examine the relationships among the variables of interest. The sample frame was the population of local, state, and federal government workers within the United States. Data was collected using an existing validated survey instrument. The instrument was managed by the research service company SurveyMonkey and yielded 413 completed surveys. The Pearson correlation was selected to analyze the survey data. Other demographic and background information collected was analyzed using descriptive statistics. This study confirmed that leader behaviors and actions are critical in eliciting knowledge within an organization.</p>

Thesis (Ph.D.)--Indiana University, School of Education, 2007. / Source: Dissertation Abstracts International, Volume: 68-09, Section: B, page: 6322. Adviser: Rex Stockton. Title from dissertation home page (viewed May 9, 2008).

Thesis (Ph. D.)--School of Psychology, Faculty of Science, University of Sydney, 2007. / Includes tables. Includes 2 published papers co-authored Cavanagh and Grant. Title from title screen (viewed June 12, 2008). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the School of Psychology, Faculty of Science. Degree awarded 2007; thesis submitted 2006. Bibliography: leaves 268-297. Also available in print form.

Thesis (Ph.D.)--Indiana University, Dept. of Counseling and Educational Psychology, 2008. / Title from PDF t.p. (viewed on May 8, 2009). Source: Dissertation Abstracts International, Volume: 69-07, Section: B, page: 4431. Adviser: Rex Stockton.