With the increasing role played by the females in Chinese economic development, females draw attention from the public promptly. Since Chinese female achieved legally equal rights with male recently, female are still underrepresented at higher organizational levels. The previous researches on female leadership are plentiful and covered various dimensions. In Chinese context, the female leadership is embodied with the empowerment of female entrepreneurs.  Hence, this research is concentrate the challenges facing Chinese female in their work, to meet the attention of why there are less top female leaders and why it is more difficult for female to approach higher leadership levels. The main research question of this thesis is: Why Chinese female facing more challenges/difficulties to move up in their leadership ladders compared to male? Following the qualitative research method, this thesis applies the theory of leadership, gender perspectives in leadership, and female leadership as the theoretical framework. Then, six Chinese female were interviewed for the investigation as the primary data collection. From the dedicated perspectives of the interviewees, the answers are concluded about the research question: ◆  Transformational leadership style makes female fit into male-dominant context. ◆  The gender bias and stereotypes of female still exist and played negative effects. ◆  Balancing the needs between their families and their work is a challenge for female to overcome.

<p>The purpose of this study is to examine the influence of leadership on co-workers during a re-organization. Our framing of the problem is based on a book written by Lee G. Bolman and Terrence E. Deal (2007) <em>“Reframing organizations – artistry, choice and leadership” </em>and their four perspectives on leadership. The questions that our study is based on are:</p><ul type="disc"><li>What leadership perspective was characteristic for the chief of staff during the re-organization? </li><li>How did the employees experience the leadership of the chiefs during the re-organization?</li><li>In what way do the chiefs of staff feel that their leadership affected the employees during the re-organization?</li></ul><p> </p><p>To get a deeper understanding in this subject we conducted interviews with the two chiefs of staff and their employees in a small suburb to Stockholm, Sweden. In our background we described the history of the suburb and why this re-organization is taking place. Thereafter we account for research in this area of expertise. In chapter five we account for the four perspectives and organization culture. We analyzed our interviewed material from these four perspectives and organization culture. Thereafter we conducted a conclusion based on the analyzed material. We concluded that both chiefs of staff were influenced by all four perspectives and this influence had different impacts on their employees. One chief were influenced by a Human Resource-perspective and a perspective focusing on structure. The second chief was also influenced by a perspective focusing on structure but also the perspective that focuses on politics.</p>

The purpose of this study is to examine the influence of leadership on co-workers during a re-organization. Our framing of the problem is based on a book written by Lee G. Bolman and Terrence E. Deal (2007) “Reframing organizations – artistry, choice and leadership” and their four perspectives on leadership. The questions that our study is based on are: <ul type="disc">What leadership perspective was characteristic for the chief of staff during the re-organization? How did the employees experience the leadership of the chiefs during the re-organization? In what way do the chiefs of staff feel that their leadership affected the employees during the re-organization?   To get a deeper understanding in this subject we conducted interviews with the two chiefs of staff and their employees in a small suburb to Stockholm, Sweden. In our background we described the history of the suburb and why this re-organization is taking place. Thereafter we account for research in this area of expertise. In chapter five we account for the four perspectives and organization culture. We analyzed our interviewed material from these four perspectives and organization culture. Thereafter we conducted a conclusion based on the analyzed material. We concluded that both chiefs of staff were influenced by all four perspectives and this influence had different impacts on their employees. One chief were influenced by a Human Resource-perspective and a perspective focusing on structure. The second chief was also influenced by a perspective focusing on structure but also the perspective that focuses on politics.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2019-03-19T17:48:13Z No. of bitstreams: 1 Liliane Lopes Pereira Fetzner_.pdf: 1973340 bytes, checksum: 03d525e028e6d12b72e8c0073e89762e (MD5) / Made available in DSpace on 2019-03-19T17:48:13Z (GMT). No. of bitstreams: 1 Liliane Lopes Pereira Fetzner_.pdf: 1973340 bytes, checksum: 03d525e028e6d12b72e8c0073e89762e (MD5) Previous issue date: 2018-08-22 / Nenhuma / O presente estudo busca compreender os elementos necessários para o desenvolvimento de novas perspectivas de liderança nas indústrias, com foco na prosperidade. Devido às mudanças de consciência global, novas relações de trabalho surgiram e com isso as necessidades das pessoas se transformaram, levando a uma mudança também na forma de liderar e fazer gestão nas organizações. A partir disso, entende-se como novas perspectivas de liderança o foco no coletivo / bem comum, pensando a longo prazo, tendo como objetivo produzir resultados sustentáveis para os stakeholders. Estes líderes são propulsores de mudança e transformação e tem habilidade de conectar diferentes paradigmas. Uma empresa que adota as novas perspectivas de liderança apresenta uma cultura que valoriza a inovação, a criatividade e o desencadeamento do espírito humano, ao encontro da prosperidade. Adota-se neste trabalho o conceito de prosperidade compreendido como a busca do florescimento da consciência humana, vinculado a uma visão ampla da vida. Nas indústrias, pelas linhas de produção ali instaladas focadas na produtividade, torna-se um desafio o despertar para novas maneiras de liderar focadas nas pessoas. Como apoio nas empresas, a área de gestão de pessoas exerce um papel relevante para a definição da cultura e clima organizacional. A partir disso, realizou-se uma pesquisa qualitativa baseada em um roteiro de entrevista semiestruturado, envolvendo 22 participantes de duas vertentes diferentes: pessoas que atuam em indústrias, englobando líderes de RH, líderes de áreas e liderados; e pessoas que trabalham em consultorias com processos de desenvolvimento de lideranças nas empresas. Os resultados encontrados proporcionam uma visão voltada ao entendimento do papel das lideranças e perspectivas futuras de mudança ou transformação nas indústrias. Apontam também alguns caminhos à área de gestão de pessoas para o apoio na inserção de novas formas de liderar nas organizações. E por fim são apresentados os elementos necessários para desenvolver nas indústrias, novas perspectivas de liderança com foco na prosperidade. Foram mapeados 10 elementos que podem ser desenvolvidos nas empresas visando à transformação das pessoas e/ou ambiente de trabalho, com o viés de aproximar as novas formas de olhar o indivíduo e o coletivo nos negócios da prática realizada. / The present study seeks to understand the elements necessary for the development of new perspectives of leadership in industries, with a focus on prosperity. In view of the changes in global consciousness, new working relationships have emerged and with this the needs of people have changed, leading to a change in the way of leadership and management in organizations. With this, it is understood as new leadership perspectives the focus on the collective / common good, long-term thinking, with the objective of producing sustainable results for the stakeholders. These leaders are drivers of change and transformation and have the ability to connect different paradigms. A company that adopts new leadership perspectives presents a culture that values innovation, creativity and the unleashing of the human spirit, in the face of prosperity. The concept of prosperity is understood as the search for the flowering of human consciousness, linked to a broad view of life. In industries, by production lines installed there that are focused on productivity, it becomes a challenge to awaken to new ways of leading people focused. As support in companies, the area of people management plays a relevant role in the definition of culture and organizational climate. From this, a qualitative research was carried out based on a semi-structured interview script, involving 22 participants from two different perspectives: people who work in industries, including HR leaders, area leaders and subordinates; and people who work in consultancies with processes of leadership development in companies. The results provide a vision for the understanding of the role of leadership and future perspectives of change or transformation in industries. They also point out some ways to the area of people management to support the insertion of new ways of leading in organizations. Finally, the necessary elements are presented to develop new leadership perspectives focused on prosperity in industries. Ten elements have been mapped that can be developed in companies aiming at the transformation of people and / or work environment, with the purpose of approaching the new ways of looking at the individual and the collective in the business of the accomplished practice.