This quantitative research study was designed and conducted to determine if the situational leadership model could be used successfully for teacher classroom management. This study drew from Hersey and Blanchard's (1982) Situational Leadership Model and Babkie's (2006) outline for proactive management of classroom behavior. The study was conducted with sixteen teachers employed at six public schools serving grades 6-8 in traditional regular education classrooms within Region #30 in the State of Illinois. Three data collection instruments were utilized in this study. Subjects' mean scores from the Leadership Style Assessment for Classroom Teachers - Self (Hayden, 1982) and Other were compared with mean scores attained on the Classroom Behavior Management Checklist. Findings revealed that a positive correlation was achieved between the Leadership Style Assessment for Classroom Teachers and the Classroom Behavior Management Checklist beyond the predetermined level of significance (Olds, 1938 and Fisher & Yates, 1963).

<p>Palabras claves: liderazgo, cultura española y sueca, liderazgo situacional</p><p>Durante las últimas décadas, la globalización se ha extendido a todo el mundo. El desarrollo de nuevas tecnologías ha evolucionado rápido y nos ha dado posibilidades para enfrentar nuevos mercados más fácilmente que antes. Las condiciones para las empresas han cambiado y hoy en día no compiten solamente en su mercado local si no también con empresas en todo el mundo. Las empresas que entran en nuevos mercados se vuelven internacionales y diferentes culturas se mezclan en la organización. Esto a menudo es un problema ya que diferentes culturas utilizan distintos tipos de liderazgo. Qué pasa cuando una empresa española entra en el mercado sueco?</p><p>Hemos realizado esta investigación con el propósito de ver si una organización española, con un liderazgo centralizado, que entra en un mercado sueco, debe adaptarse a las diferencias culturales o puede seguir con la misma estructura de la organización que en el país de origen.</p><p>Resultado</p><p>En conclusión hemos notado que pueda haber grandes diferencias entre dos países europeos y que la ignorancia de estas diferencias pueden resultar en grandes problemas y malentendidos para las empresas. Las empresas españolas que abren sucursales en Suecia a menudo se encuentran en problemas en las siguientes situaciones:</p><p>· El trabajo esta por sobre el bienestar del trabajador.</p><p>· Un empleado es nombrado en un cargo por sobre otro aunque tenga menos experiencia.</p><p>· Los empleados son controlados y no pueden tomar iniciativas por el diseño estricto de la tarea del trabajo.</p><p>· Cuando existe una grán distancía entre jefes y empleados.</p><p>Esto lo podemos resumir en que las empresas españolas no han implementado un liderazgo situacional, en el que la empresa se adapta a la cultura, al abrir sus sucursales en Suecia. La adaptación del liderazgo ha sido minima y forzada por las experiencias que las empresas han vivido durante su estancia.</p><p>En conclusión una empresa, aunque tenga el poder centralizado en el país de origen, tiene que adaptarse y conocer hasta cierto punto la cultura del país de destino para tener éxito en el nuevo mercado.</p> / <p>During the last decades the globalization has spread and is now a concern for the entire world. The technological development has exploded and has given us new possibilities and access to information that make it possible to meet new markets. The conditions have changed and the companies not only compete with their closest competitors on the local market but also with everyone in the same business over the world. Companies go abroad with different entry modes to get new market shares and this results in a more international and multicultural organization. This is not always without problems since the companies are confronted with different types of cultures that are reflected in the organization and its work. Different kinds of leadership are used in different kinds of cultures but what happens when two cultures meet?</p><p>For example in Swedish culture hierarchy and power distance are distant ideas unlike the Spanish culture where it is to a great extent frequent.</p><p>After finishing the investigation it turned out that the cultural differences inside an organisation between two European countries can be big although in the beginning it’s not noticed. The ignorance of knowledge about the culture in the country of destination, from the employers, often contributes to a lot of problems and misunderstandings. We found that Spanish companies who open branches in Sweden often come across problems in following situations:</p><p>· When the work task is given priority to the wellbeing of the employees.</p><p>· When a less experienced person is given a position ahead of a more experienced employee.</p><p>· When the staff is controlled and can’t take their own initiative or haven’t the possibility to be flexible because of the strictly designed work task.</p><p>· When big differences in power distance between employer and employee are expressed.</p><p>We can establish that the implementation of the situational leadership has been rather absent in the beginning when opening in Sweden. The adjustment has come gradually and was strained because of the knowledge the Spanish companies acquired regarding Swedish employees and their culture. The companies were forced to adapt some of their leadership to the Swedish culture to be able to succeed on the Swedish market. The conclusion we come to is that a certain amount of situational adjustment is necessary even for the centralised governed company when opening branches in other countries.</p>

Projects have become a key strategic working form and it has been shown that all industries can benefit from project-based working. Each project is unique and present different challenges to managers, which requires good project management skills in order to face these chal-lenges. These skills are referred to as the science and art of project management. The science consists of skills in using different tools and techniques and the artistry refers to skills in practising leadership, which some researchers argue is the most important quality for manag-ers to posses. Since each project is a new situation, project manager s needs to be able to adapt their leadership style to the unique situation of the project. This way of exploring leadership has been done in the Situational Leadership Model originally developed by Paul Hersey and Kenneth Blanchard. The interaction between a leader’s behaviour and the situational factors, ability and willingness, of the members are em-phasized. The purpose of this study is to study project management from a situ-ational leadership perspective, using the Situational Leadership Model. The empirical research was conducted through interviews made with representatives from four different companies located in or just outside the city of Jönköping. The representatives included one project leader from each company as well as one or two project members. The study showed that the Situational Leadership Model was able to predict the appropriate leadership behavior to adopt. Even though it was able to predict the appropriate behavior, it was not adopted in all projects. Two of the five project members were confronted with a faulty leadership behavior.

This study aims at exploring the applicability of ¡¥Situational Leadership Theory¡¦ Hersey & Blanchard, 1993) for leadership of task force between chief purser leadership style and readiness of cabin crew. The survey method was used in the present study. Three questionnaires were used: ¡¥Leader Effectiveness and Adaptability Description¡¦ (LEAD), ¡¥Readiness Scale¡¦, and ¡¥Performance Effectiveness Scale¡¦. Subjects were from public Eva and Uni airline. Valid sample included 40 chief purser and 123 cabin crew. The conclusions are as the following: 1. The readiness of cabin crew was affected by their work experience and job level; work experience, and school region; it was not correlated with age, gender and educational background. 2. Leadership effectiveness of cabin crew was significantly correlated with work experience¡Beducational background and job level ; It was not correlated with age, and gender. 3. Leader¡¦s leadership style there was significantly correlated with age¡Bgender and educational background; It was not correlated with work experience. 4. It was no significant difference found between leadership styles and leadership effectiveness of chief purser. 5. There was significantly correlation between cabin crew¡¦s job performance and readiness. 6. The relationship between chief purser leadership style and readiness of cabin crew had no significant impact on leadership style effectiveness beside notification style. So the findings did partly support ¡¥Situational Leadership Theory¡¦.

<p>Projects have become a key strategic working form and it has been shown that all industries can benefit from project-based working. Each project is unique and present different challenges to managers, which requires good project management skills in order to face these chal-lenges. These skills are referred to as the science and art of project management. The science consists of skills in using different tools and techniques and the artistry refers to skills in practising leadership, which some researchers argue is the most important quality for manag-ers to posses. Since each project is a new situation, project manager s needs to be able to adapt their leadership style to the unique situation of the project. This way of exploring leadership has been done in the Situational Leadership Model originally developed by Paul Hersey and Kenneth Blanchard. The interaction between a leader’s behaviour and the situational factors, ability and willingness, of the members are em-phasized.</p><p>The purpose of this study is to study project management from a situ-ational leadership perspective, using the Situational Leadership Model.</p><p>The empirical research was conducted through interviews made with representatives from four different companies located in or just outside the city of Jönköping. The representatives included one project leader from each company as well as one or two project members.</p><p>The study showed that the Situational Leadership Model was able to predict the appropriate leadership behavior to adopt. Even though it was able to predict the appropriate behavior, it was not adopted in all projects. Two of the five project members were confronted with a faulty leadership behavior.</p>

Palabras claves: liderazgo, cultura española y sueca, liderazgo situacional Durante las últimas décadas, la globalización se ha extendido a todo el mundo. El desarrollo de nuevas tecnologías ha evolucionado rápido y nos ha dado posibilidades para enfrentar nuevos mercados más fácilmente que antes. Las condiciones para las empresas han cambiado y hoy en día no compiten solamente en su mercado local si no también con empresas en todo el mundo. Las empresas que entran en nuevos mercados se vuelven internacionales y diferentes culturas se mezclan en la organización. Esto a menudo es un problema ya que diferentes culturas utilizan distintos tipos de liderazgo. Qué pasa cuando una empresa española entra en el mercado sueco? Hemos realizado esta investigación con el propósito de ver si una organización española, con un liderazgo centralizado, que entra en un mercado sueco, debe adaptarse a las diferencias culturales o puede seguir con la misma estructura de la organización que en el país de origen. Resultado En conclusión hemos notado que pueda haber grandes diferencias entre dos países europeos y que la ignorancia de estas diferencias pueden resultar en grandes problemas y malentendidos para las empresas. Las empresas españolas que abren sucursales en Suecia a menudo se encuentran en problemas en las siguientes situaciones: · El trabajo esta por sobre el bienestar del trabajador. · Un empleado es nombrado en un cargo por sobre otro aunque tenga menos experiencia. · Los empleados son controlados y no pueden tomar iniciativas por el diseño estricto de la tarea del trabajo. · Cuando existe una grán distancía entre jefes y empleados. Esto lo podemos resumir en que las empresas españolas no han implementado un liderazgo situacional, en el que la empresa se adapta a la cultura, al abrir sus sucursales en Suecia. La adaptación del liderazgo ha sido minima y forzada por las experiencias que las empresas han vivido durante su estancia. En conclusión una empresa, aunque tenga el poder centralizado en el país de origen, tiene que adaptarse y conocer hasta cierto punto la cultura del país de destino para tener éxito en el nuevo mercado. / During the last decades the globalization has spread and is now a concern for the entire world. The technological development has exploded and has given us new possibilities and access to information that make it possible to meet new markets. The conditions have changed and the companies not only compete with their closest competitors on the local market but also with everyone in the same business over the world. Companies go abroad with different entry modes to get new market shares and this results in a more international and multicultural organization. This is not always without problems since the companies are confronted with different types of cultures that are reflected in the organization and its work. Different kinds of leadership are used in different kinds of cultures but what happens when two cultures meet? For example in Swedish culture hierarchy and power distance are distant ideas unlike the Spanish culture where it is to a great extent frequent. After finishing the investigation it turned out that the cultural differences inside an organisation between two European countries can be big although in the beginning it’s not noticed. The ignorance of knowledge about the culture in the country of destination, from the employers, often contributes to a lot of problems and misunderstandings. We found that Spanish companies who open branches in Sweden often come across problems in following situations: · When the work task is given priority to the wellbeing of the employees. · When a less experienced person is given a position ahead of a more experienced employee. · When the staff is controlled and can’t take their own initiative or haven’t the possibility to be flexible because of the strictly designed work task. · When big differences in power distance between employer and employee are expressed. We can establish that the implementation of the situational leadership has been rather absent in the beginning when opening in Sweden. The adjustment has come gradually and was strained because of the knowledge the Spanish companies acquired regarding Swedish employees and their culture. The companies were forced to adapt some of their leadership to the Swedish culture to be able to succeed on the Swedish market. The conclusion we come to is that a certain amount of situational adjustment is necessary even for the centralised governed company when opening branches in other countries.

Luossavaara-Kiirunavaara AB (LKAB) är ett statligt industriföretag som verkar inom gruvbranschen. Företaget arbetar i dagsläget aktivt i syfte att förebygga ohälsa på arbetsplatsen.Trots detta proaktiva arbete är både fysisk och psykisk ohälsa på arbetsplatsen ofrånkomligt och det är därmed viktigt att utveckla en väl fungerande rehabiliteringsprocess. En arbetslivsinriktad rehabiliteringsprocess innefattar arbetsträning, anpassning av arbetsplatsen samt förändrande arbetsuppgifter eller utbildning. I denna process har individens närmaste chef en central roll. Studien syftar därför till att förmedla de ansvariga chefernas uppfattningar och upplevelser av företagets rehabiliteringsprocess. Insamlingen av datamaterial har utförts genom tolv kvalitativa semistrukturerade intervjuer och bearbetningen genomfördes därefter utifrån en fenomenografisk analysmetod. Forskningsfrågorna behandlade chefernas uppfattningar och upplevelser av den nuvarande processen samt deras roll och ledarskap. Vidare undersöktes även de förbättringsområden som kunde identifieras. Studiens huvudresultat visade både likheter och skillnader mellan chefernas uppfattningar och upplevelser. Flertalet chefer upplevde den nuvarande rehabiliteringsprocessen som fungerande medan andra chefer upplevde att den fungerande mindre bra. Flera förbättringsområden identifierades där önskan om tydligare struktur genomsyrade samtliga förslag. Studiens resultat visade även likheter och skillnader i chefernas ledarskap. Analysen av chefernas uttalanden genererade två ledarprofiler där de tillhörde antingen en ledarprofil som karaktäriserades av stödjande egenskaper eller en profil som karaktäriserades av både stödjande och delegerande egenskaper. De chefer som tillhörde den sistnämnda profilen tenderade att anpassa sin ledarstil efter individ och situation. Detta flexibla arbetssätt kunde kopplas till situationsbaserat ledarskap vilket utifrån tidigare forskning  visat sig leda till goda resultat.

One aspect of leadership strategy is the need to account for the core values of the organization. The purpose of this case study was to explore the perceptions of tribal gaming leader strategies toward sustainability, an action that leads to tribal economic development and stability. The conceptual framework of situational leadership theory was used to guide the scope and analysis of this study. Six tribal gaming leaders from Oklahoma participated in a focus group session; 7 additional tribal gaming leaders from the same gaming organization participated in individual interview sessions. Member checking was used to strengthen the credibility and trustworthiness of the interpretation of the participants' responses. Additionally, company documents were reviewed to triangulate the data. Four emergent themes were identified after data analysis: business value, which was attributed to tribal leaders' alignment to their mission; strategic vision, which included their marketing and overall business environment; collaboration, which was evident wherein the tribal gaming leaders utilized internal and external partnerships to improve local communities and maintain competitive advantage; and communication, which was emphasized for its importance as a daily skill for information sharing. This research explored the strategies necessary for tribal gaming leader choices that could have a significant influence on social progress between the organization and society, environmental protection for the surrounding community, and economic growth for the local economy. The findings from this study may contribute to social change by aiding in the organizational strategy to forecasting; these findings may also aid in the overall business value, prosperity of employees, and the local economy.

One aspect of leadership strategy is the need to account for the core values of the organization. The purpose of this case study was to explore the perceptions of tribal gaming leader strategies toward sustainability, an action that leads to tribal economic development and stability. The conceptual framework of situational leadership theory was used to guide the scope and analysis of this study. Six tribal gaming leaders from Oklahoma participated in a focus group session; 7 additional tribal gaming leaders from the same gaming organization participated in individual interview sessions. Member checking was used to strengthen the credibility and trustworthiness of the interpretation of the participants' responses. Additionally, company documents were reviewed to triangulate the data. Four emergent themes were identified after data analysis: business value, which was attributed to tribal leaders' alignment to their mission; strategic vision, which included their marketing and overall business environment; collaboration, which was evident wherein the tribal gaming leaders utilized internal and external partnerships to improve local communities and maintain competitive advantage; and communication, which was emphasized for its importance as a daily skill for information sharing. This research explored the strategies necessary for tribal gaming leader choices that could have a significant influence on social progress between the organization and society, environmental protection for the surrounding community, and economic growth for the local economy. The findings from this study may contribute to social change by aiding in the organizational strategy to forecasting; these findings may also aid in the overall business value, prosperity of employees, and the local economy.

<p>In my essay I have examined how teachers look upon their role as leader in the classroom. I have interviewed six teachers, senior level ones and teachers from the upper secondary school, about how they look upon tasks that involve planning, control, motivation, groups, and individuals. Based on their answers, I have analyzed if there is anything that can be related to a common leader competence within their profession and, in that case, how it will appear.</p><p>The result that I have found has been that it exists a common leadership style that teachers are more or less conscious of. The teachers decide on what level the classes or the pupils are and</p><p>after that decision they plan their education. The leadership in the classroom can be of different kinds depending on the situation. The leadership is then a situational leadership which means that at one point the teacher tells the pupils exactly what to do. After they have</p><p>learnt more the teacher tells the pupils what to do, but also why they must do it. Next step is that the teacher only tells the pupils why they must do it. The final step is when the pupils themselves know what to do and why they must do it.</p>