All executives strive for better results in their organisations. They are always dependent on others to achieve these results and this dependency is particularly evident in large organisations. This thesis is concerned with the ways in which these better results might be achieved and the role senior executives might play in this process. The traditional view is that senior executives design and control the way their organisations function and better results therefore depend upon getting the design and the controls ‘right’. My personal experience, supported by many authors, is that this view is often far from reality. In this thesis I therefore draw on an alternative view of how organisations function, namely, the theory of complex responsive processes, in order to explore how senior executives can be more effective given their very limited ability to design and control their organisations. From a complex responsive processes perspective (Stacey, Griffin and Shaw, 2000; Stacey, 2003a), an organisation is understood, by analogy with the complexity sciences, to be processes of self-organising interaction between agents. The abstract analogy from the complexity sciences is interpreted in the case of human interaction according to the thinking of the American pragmatist G. H. Mead (1934). Mead explains the simultaneous emergence of mind and society in terms of the social act in which one person gestures to another and in doing so calls forth a response from that other in ongoing conversational processes in which patterns of communication (meaning) emerge across the organisational population. Work in organisations is accomplished in these conversational processes. In their conscious, self-conscious and responsive interaction, human agents depend on each other; according to the process sociologist N. Elias (1978), this means that all human relating is simultaneously constraining and enabling. Elias defines power as these enabling constraints between people, so that power is an aspect of all human relating. According to Elias, values, norms and ideology are the basis of power. Human choice and intention influence the shifting of power balances in which conflict, as a normal aspect of human interaction, plays an important role. Power, ideology and identity are then seen as central aspects of organisations. 4 People only interact locally with a small proportion of the total population they are part of, and do so on the basis of their own local organising principles (communication, power and choice) rather than simply obeying centrally set rules. This can be understood as self-organisation. The global patterns of communicative interaction and power relations across the organisation emerge in these local interactions rather than following a specific plan, programme or blueprint. The global patterns are unpredictable and are not under the control of any member of the organisation. Global – that is, company-wide – results are thus not directly determined by global design or control, but emerge in this local interaction. This approach means re-thinking what is involved in leadership and the roles of senior executives. From this perspective, senior executives are paradoxically in control and not in control at the same time (Streatfield, 2001). In this thesis I draw on my own personal experience over the past three years as a senior executive in a large services and transport company to identify the role a senior executive can actively play in potentially achieving better results despite not being fully in control. I emphasise the active contribution of senior executives in many local interactions in which global company-wide results emerge. Through the manner in which they participate in, and inspire, the development of local conversational interaction, senior executives can actively encourage front-line staff to take local responsibility for contributing to global, company-wide improvement of results. During these local interactions a chain reaction of local responsibilities can emerge that can contribute to the improvement of global company-wide performance. It is the responsibility of senior executives to communicate clearly in the organisation about demands on performance and results by customers and stakeholders in the market, and to encourage the taking of local responsibility for them. From a complexity view, the impact of leaders on the organisation is not less but different, with potentially better results.

This study is a reflective analysis of the perceptions of senior executives in family businesses that relate to their personal experiences of having been mentored. The study presents an overview of the topic of mentoring, defines key terms, and identifies questions addressed in the research. The rationale for this study rested on two facts. First, mentoring in non-family businesses constitutes the majority of the literature. That literature supports the importance of mentoring. Secondly, mentoring in family businesses has not been researched.

In 2014, less than 16% of executive leaders in U.S. corporations were women and less than 5.3% of executive leaders in U.S. corporations were African American women. The purpose of this phenomenological study was to explore the experiences of 20 African American women in senior executive positions in the Southeastern region of the United States. The goal of this study was to provide business leaders with information to recognize the value of diversity and equality in the workplace. Participants were recruited using snowball sampling. The conceptual framework incorporated general systems theory, which highlights the bidirectionality between an individual and his or her environment. Data were gathered from audio-recorded semistructured interviews that were transcribed and coded for emergent themes. The findings revealed several strategies for success among African American women, such as tolerating opposition in a male-dominated work environment, and overcoming barriers such as race and gender discrimination. These findings have implications of positive social change by increasing awareness among business leaders of racial inequalities in the workplace. Such awareness may, in turn, decrease workplace discrimination to foster a more conducive environment to promote African American women into executive leadership positions. By making the issues of inequalities for African American women more visible, this research opens the opportunity to discuss the topic and seek resolutions across all organizations.

The healthcare industry evolved on March 23, 2010, when the Affordable Care Act (ACA) was signed into law. The general problem prompting the need for this study was that healthcare workers are affected by patient and family anxiety, evolving evidence based practices and treatments, and regulatory complexities. Outdated managerial skills with leaders lacking emotional intelligence may produce employee dissatisfaction, and satisfied workers may influence the quality of care and patient satisfaction. The purpose of this study was to examine the relationship between senior healthcare leaders' EI and employee satisfaction. EI theory was the conceptual foundation for this research. This quantitative study used a survey to collect EI scores from 25 senior healthcare executives using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) and employee satisfaction scores from the Press Ganey Employee Voice Solution Survey collected by their organizations. Data were analysed using Pearson correlations, independent sample t tests, and ANOVAs to test the variables of EI and employee satisfaction. Assumptions of the t test and ANOVA were met to ensure the sample size was sufficient. The results of the Pearson correlation indicated that employee satisfaction percentile and score were not related to EI within the sample. No differences were found in EI by age, gender, years of experience, or educational level. The changes in healthcare require focusing on social change as it relates to service behaviors by all individuals who have any impact on the patient-care experience.

The healthcare industry evolved on March 23, 2010, when the Affordable Care Act (ACA) was signed into law. The general problem prompting the need for this study was that healthcare workers are affected by patient and family anxiety, evolving evidencebased practices and treatments, and regulatory complexities. Outdated managerial skills with leaders lacking emotional intelligence may produce employee dissatisfaction, and satisfied workers may influence the quality of care and patient satisfaction. The purpose of this study was to examine the relationship between senior healthcare leaders' EI and employee satisfaction. EI theory was the conceptual foundation for this research. This quantitative study used a survey to collect EI scores from 25 senior healthcare executives using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) and employee satisfaction scores from the Press Ganey Employee Voice Solution Survey collected by their organizations. Data were analysed using Pearson correlations, independent sample t tests, and ANOVAs to test the variables of EI and employee satisfaction. Assumptions of the t test and ANOVA were met to ensure the sample size was sufficient. The results of the Pearson correlation indicated that employee satisfaction percentile and score were not related to EI within the sample. No differences were found in EI by age, gender, years of experience, or educational level. The changes in healthcare require focusing on social change as it relates to service behaviors by all individuals who have any impact on the patient-care experience.

Large organizations in the United States endure a 30%-50% failure to achieve profitability. Senior executives' lack of strategies to ensure profitability diminish performance and economic growth. The purpose of this qualitative single case study was to explore strategies senior executives use to ensure profitability in large tax preparation organizations. The conceptual framework for this study was the resource-based view theory. The sample consisted of 2 board members and 3 senior leaders from a large tax preparation organization located in the United States. Study site participants had at least 15 years of experience in enhancing organizational profitability and 5 years of experience using strategies to ensure profitability in tax preparation organizations. Data were collected using semistructured interviews and organizational documents. Data were analyzed using a thematic analysis. Five themes emerged, including effective planning, risk management, the use of unique resources, development of training and skill for strategic leaders, and organizational performance. Findings derived from this study may contribute to social change as senior executives use efficient strategies to increase economic viability and employment opportunities through improved business growth while ensuring profitability.

1980年代以來先進國家所進行之政府再造，其外在環境背景因素中，主因是企業部門面對經濟全球化（globalization）競爭壓力，轉為政府層次的國家競爭力，以及資訊及通信技術之急速變遷，衝擊政府運作方式，此一趨勢驅使政府職能因應轉換，也導致政府必須就其組織重新設計或調整並加速改革步伐。經濟合作暨發展組織（Organization for Economic and Development，以下簡稱OECD）會員國為應此趨勢，紛紛建構獨立的高級文官制度以為因應。至於我國除以行政院組織改造為主軸，打造精簡、彈性、有效能的政府外；考試院則提出「建構高階主管特別管理制度」規劃，參採OECD國家建構高級文官制度經驗，希望建立有別於現行一般公務人員之特別管理制度，以系統化延攬及培育推動國家政務主幹之高階常任文官，藉以回應外界之要求。 我高階主管制度應採何種取才途徑，一直是規劃過程中之重點，因以何種取才途徑為設計基礎，影響後續配套措施，諸如俸給、考核、訓練及退離機制等規劃。換言之，取才途徑之選擇，關乎整個特別管理制度之規劃。本研究認為確立對外開放競爭取才之政策目標，始能導引高階主管制度整體規劃方向。至於對外開放競爭取才相關配套如高階主管職務範圍及其外補比例，宜細緻化及彈性化。推動上需漸進並建構合理有效之誘因體系；亦應強化政策溝通及研訂外部人才培育計畫，以爭取高階文官對於政策之認同。未來則應以對外開放競爭取才為前提，重行檢視並研究各議題之妥適性，俾使我國高階主管制度更為妥善可行，更於制度實施後，能提升國家之競爭力。 / Since 1980, government reformed in advanced countries because the external environment background and factors. Due to corporates were facing competitive pressure of economic globalization which turned the competition to the level of government, as well as rapid changes in information and communication technology that impact government’s operation. Hence government functions need to be converted and the structure need to be redesigned or reformed as soon as possible. The member of OECD (Organization for Economic and Development) built an independent senior civil service to respond these trends. In Taiwan, the main target is to redevelop Executive Yuan’s organization as well as create a retrench, flexible, and efficiency government. Furthermore, Examination Yuan planned “Building Senior Executives Administration System” based on OECD member’s experience of senior civil service in past years. The goal was to establish a special administration system other than the current one and to recruit and train senior civil service systemically as well as in response to public concern. Which recruiting method and devise basis should our senior executive service use was always our main concern because different method and measurement will effect stipend, assessment, training, and retirement etc. as planned. In other words, each method we take will result different administration system. It is suggested in the research that setting the goal of opening to external competition in government will lead the scheme for our senior executive service. Supplementary regulations for senior executive service need to be meticulous and flexible for open competition. Reasonable administration system should be built before moving to next step, as well as enhance communication policy and set up a training plan for external talent people to strive for senior civil service system identification. In the future, our government need to be focused on opening competition as a premise, and revise all the issues that might happen; this will result our senior executive service administration system more appropriate and make our country competitive worldwide after implementation.

Bakgrund och problem: Bakgrunden till denna studie ligger i bristen av mångfald i svenska företagsledningar. För att skapa en större förståelse för rekryteringen av individer till företagsledningen, kan det således vara av betydelse att studera de individer som tillsätter ledningen, det vill säga vd, styrelseordförande och styrelsen. Dessa ledande positioner förväntas påverkas av betydande händelser och erfarenheter i deras formativa år, och således bilda unika värderingar vilket kan påverka deras val av individer till företagsledningen. Det är därmed intressant att förstå om och i så fall hur ledande positioners generationstillhörighet kan förklara mångfalden i företagsledningen. Syfte: Studiens syfte är att förklara om och hur ledande positioner såsom vd:s, styrelseordförandens samt styrelseledamöters generationstillhörighet kan förklara mångfalden i företagsledningen.    Metod: Undersökningen utgår från befintlig teori och har en deduktiv ansats, med en teoretisk grund utifrån gruppkonfliktsteorin, sociala identitetsteorin, homosocial reproduktion, legitimitetsteorin och institutionella teorin. Hypoteser formuleras utifrån vd:s, styrelseordförandens och styrelsens generationstillhörighet för att studera om olika generationer har skilda värderingar som i sin tur kan förklara mångfalden i företagsledningen. Uppsatsen är kvantitativ och studerar samtliga svenska börsnoterade företag på large-, mid- och small cap för åren 2007 respektive 2017.    Resultat och slutsats: Det kan konstateras att ledande positioners generationstillhörighet inte kan förklara mångfalden i företagsledningen. Denna studie ser istället tendenser av homosocial reproduktion vid rekrytering av individer till företagsledningen. / Background and problem: The background to this study lies in the lack of diversity in Swedish top management teams. In order to create a greater understanding of the recruitment of individuals to the top management team, it can thus be of importance to study the individuals who appoint the management, that is, the CEO, the chairman of the board and the board. These leading positions are expected to be influenced by significant events and experiences in their formative years, thus forming unique values which can affect their choice of individuals to the top management team. It is therefore interesting to understand whether and, if so, how leading positions' generation affiliation can explain the diversity in top management teams.  Purpose: Our purpose is to explain whether and how leading positions such as the CEO's, the Chairman’s of the Board and the Board of Directors generation affiliation can explain the diversity in top management teams.   Method: The study is based on existing theory and has a deductive approach, with a theoretical basis based on group conflict theory, social identity theory, homosocial reproduction, legitimacy theory and institutional theory. Hypotheses are formulated on the basis of the CEO's, the Chairman's and the Board's generation affiliation in order to study whether different generations have different values which in turn can explain the diversity of the top management team. The thesis is quantitative and studies all Swedish listed companies on large, mid and small cap for the years 2007 and 2017.    Results and conclusion: It can be concluded that the leading positions generation affiliation can not explain the diversity in top management teams. Instead, this study sees tendencies of homosocial reproduction when recruiting individuals to top management teams.

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