願景是壹個組織未來的、理想的目標。在願景的文獻中，對驅動人們追求願景的內部動力知之甚少。這篇論文提出，願景激情是人們追求願景的內部動力。通過兩個研究，這篇論文對願景激情進行了定義，開發了測量工具，並且探索了願景激情和變革型領導的關系。 / 基於態度的三維模型和行動識別理論，願景激情被定義為壹種關於組織未來、理想目標的強烈、積極的態度。願景激情表現為態度、認知和動機三個成分。通過研究壹中的驗證性因素分析，假設的願景激情的結構得到了證實。願景激情和積極情緒、工作滿意度也得到了實證上的區分。研究二重復驗證了研究壹中關於願景激情結構的發現。研究二還探索了願景激情和變革型領導的關系。結果顯示，領導的願景激情和變革型領導行為正向相關。但是，假設的自我概念層次對願景激情和變革型領導關系的調節作用沒有得到支持。假設的願景激情對大五人格和變革型領導關系的調節作用也沒有得到支持。 / 這篇論文從提出願景激情的概念和探索願景激情和變革型領導的關系兩個方面對願景的文獻做出貢獻。願景激情解釋了人們追求願景的內部動力。這篇文獻確認願景激情為變革型領導的壹個前因變量，對變革型領導的文獻也有所貢獻。最後，對論文的局限和未來的研究方向進行了探討。 / Vision refers to the future, ideal goal of an organization. In the literature of vision, individuals’ internal driving force for vision has not received enough attention. The dissertation proposes that passion for vision is individuals’ internal driving force for vision. Through two studies, the dissertation conceptualizes passion for vision, develops a scale for measuring it, and explores the relationship between leaders’ passion for vision and transformational leadership. / Drawing from the tripartite model of attitude and the theory of action identification, passion for vision is conceptualized as a strong, positive attitude towards the future, ideal goal of an organization. Passion for vision is manifested as affective, cognitive and motivational components. The confirmatory factor analysis contained in Study 1 supported the proposed structure of passion for vision. Passion for vision was empirically shown to be distinct from positive emotions and job satisfaction. Study 2 replicated the findings on the structure of passion in Study 1. Study 2 also explored the relationship between leaders’ passion for vision and transformational leadership. Results showed that leaders’ passion for vision was positively related to transformational leadership. However, the proposed moderating effects of levels of self-concept on the relationship between passion for vision and transformational leadership were not significant. Neither were postulated moderating effects of leaders’ passion for vision on the relationships between Big Five personality factors and transformational leadership. / The dissertation contributes to the literature on vision by conceptualizing passion for vision and exploring its relationship with transformational leadership. Passion for vision explains why individuals are internally driven towards the vision. The notion also extends the literature on transformational leadership by identifying it as an antecedent of transformational leadership. Finally, the limitations and future directions of the dissertation are discussed. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Qin, Yi. / Thesis (Ph.D.) Chinese University of Hong Kong, 2014. / Includes bibliographical references (leaves 116-131). / Abstracts also in Chinese.

To date there is no comprehensive understanding of what leadership is, nor is there an agreement among different theorists on what a good or effective leader should be. The purpose of this dissertation is to examine the theoretical and empirical similarities and differences of two styles of leadership – transformational and authentic leadership. Follower outcomes, as well as, the effects of trust and psychological capital within these paradigms are of particular interest. Although theoretical differences are proposed for the leadership style, the extent of overlap suggests the need to more closely examine each theory. Pilot studies were created to validate original scenarios created for the study as well as to examine the validity and reliability of new measurement instruments. The dissertation is designed to determine whether the relationships between authentic leadership and a variety of follower outcomes including performance, affective commitment, satisfaction, trust, and organizational citizenship behavior are similar to those between transformational leadership and these outcomes. In addition, variables more unique to authentic leadership research including psychological capital and follower well-being were examined within both paradigms to determine whether their relationships are similar to each type of leadership style. An experimental study using Qualtrics was used to collect the data with the expectation that there would be significant differences in the two styles of leadership such that each explains unique variance in follower behavior. The results of this dissertation support the lack of perceptual difference between the two theories of leadership. The results of this experiment do not come completely unexpected because of the ethical overlap between the two styles of leadership. Although subjects in the experiment could differentiate authentic leadership from transformational leadership based on the manipulations, authentic leadership effects were not significantly different when compared to transformational leadership effects. As a result, analyses in my research do not support previous theoretical development of authentic leadership as a separate theory from transformational leadership. Consequently, lack of support for my hypotheses actually provides valuable information to the study of leadership and calls into question the continued pursuit of research on authentic leadership. Although this dissertation was constructed to investigate the differences between authentic leadership and transformational leadership relative to follower outcomes, results found for gender differences may highlight an additional component to these leadership paradigms not previously considered.

Le leadership est un enjeu majeur pour l’organisation policière. Cette recherche vise à analyser les effets du leadership transformationnel sur les individus et les équipes dans le contexte de la police française au travers du rôle médiateur de l’engagement au travail. Les résultats de notre étude longitudinale en multiniveaux, menée auprès de 1520 policiers répartis dans 144 équipes, sur une période de 8 mois, indiquent que le leadership transformationnel a des effets directs et indirects sur différentes variables de performance opérationnelle au niveau individuel et de l’équipe. Plus précisément, au travers de la théorie des demandes et des ressources de l’emploi (Demerouti et al., 2001), nous montrons que le leadership transformationnel agit comme une ressource qui va inciter les subordonnés à s’engager davantage dans leur travail ce qui va se traduire par une amélioration de la performance des policiers. Nos résultats participent ainsi à éclairer la « boite noire » du leadership transformationnel (Jung et Avolio, 2000) en expliquant le « comment » et le « pourquoi », au travers de l’engagement au travail, le leadership transformationnel agit sur la performance. Aussi, sur la base de la théorie de l’échange social (Blau, 1964), nous montrons l’émergence de relations similaires au niveau collectif via l’existence de climats de travail comme le climat de leadership transformationnel ou le climat d’engagement au travail qui agissent à la fois sur la performance opérationnelle aux différents niveaux. Les contributions théoriques de cette recherche, les implications managériales pour l’organisation policière ainsi que les voies futures de recherches sont discutées. / Leadership is a major challenge for the police organization. This research aims to understand the effects of transformational leadership on individuals and teams within the context of the French police through the mediating role of work engagement. The results of our multilevel and longitudinal study conducted among 1,520 policemen in 144 teams, over a period of 8 months, indicate that transformational leadership has direct and indirect effects on different outcomes at the individual and the team level. More specifically, through the lens of job demands and resources theory (Demerouti et al., 2001), we show that transformational leadership acts as a resource that encourages the subordinates to become more engaged in their work that in turn improved performance. Our results thus help to illuminate the "black box" of transformational leadership (Jung and Avolio, 2000) explaining "how" and "why" through work engagement, transformational leadership enhances performance at work. Also, based on the theory of social exchange (Blau, 1964), we show the emergence of similar relationships at the collective level through the existence of work environments such as transformational leadership climate or work engagement climate which have effects on outcomes at different levels. The theoretical contributions of this research, the managerial implications for police organization as well as avenues for future research are discussed.

Transformational leadership is characterized by service-oriented and interactive behavior. The objective of the study is to examine the importance of transformational leadership in organizational preparedness in policing by assessing the transformational leadership components. Organizational preparedness is seen by how the leaders are efficient in managing other staff and ensuring they are ready for deployment. The study found a positive correlation between idealized influence, intellectual stimulation, individual consideration, and inspirational motivation and organizational preparedness. Regression analysis showed that intellectual stimulation and inspirational motivation were statistically significant in influencing organizational preparedness while idealized influence and individual consideration were found to not to be statistically significant. The research established that there is a mixed effect of transformational leadership on organizational preparedness. The research recommends that in policing, a transformational leadership style can be adopted as it influences organizational preparedness positively.

The major purpose of this study was to assess the impact of leadership style on service quality in intercollegiate athletics. Specifically, the study examined the relationship between the athletic directors'€™ transformational leadership and service quality as perceived by the student athletes via the organizational outcomes including organizational citizenship behavior, organizational commitment, and job satisfaction. To accomplish this purpose, two web-based surveys were utilized to collect data from 927 head coaches and 1,064 student athletes from 53 institutions of the major five conferences in the NCAA during the 2005-06 academic year. The final response rate from the head coaches was 19% (175/927), and from the student athletes was 25% (271/1064). The instrument included basic demographic information, a nine-item to measure the athletic directors'€™ transformational leadership (Bass, 1985a), a twelve-item measure to assess head coaches'€™ organizational citizenship behavior (Smith, Organ, & Near, 1983), a six-item measure to capture head coaches' affective commitment (Meyer & Allen, 1997), a three-item measure to assess head coaches'€™ overall job satisfaction (Cammann, Fichman, Jenkins, & Klesh, 1983), and a fourteen-item measure to assess student athletes' perceived service quality (Harris, 2002). The descriptive data revealed that the athletic directors' charismatic leadership, one dimension of transformational leadership, was the prominent factor, as perceived by the head coaches. Further, the student athletes perceived responsiveness and empathy as the prominent dimensions of service quality. Results from the SEM indicated that the overall athletic directors' transformational leadership was correlated to all organizational outcomes. In the relationship between the transformational leadership and service quality via the organizational outcomes, generalized compliance mediated the relationship between the transformational leadership and service quality.

After the genocide of 1994, Rwanda was left in a state of chaos. With reconciliation as a national priority, Christian faith-based organizations have risen to the challenge of providing religious reconciliation training. Prison Fellowship Rwanda and Youth With A Mission Rwanda are two local organizations that have been active in Kigali since 1994 and will form the basis of this case study. Bryant Myers’ (1999, 2011) Transformational Development framework will be explored and considered as a possible theoretical framework from which to investigate Christian study populations.

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Thesis (M.S. in Management)--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Powley, Edward H. Second Reader: Crawford, Alice M. "March 2010." Description based on title screen as viewed on April 21, 2010. Author(s) subject terms: Empathetic Leadership, Trauma, Crisis, Values Based Leadership, Spiritual Leadership, Transformational Leadership, Servant Leadership. Includes bibliographical references (p. 55-59). Also available in print.

Senior management positions at a South African-based logistics company Logistic (Pty) Ltd (pseudonym) are predominantly occupied by males which led to the primary question: why are females not better represented at senior levels within the organisation and why do promotion into these senior managerial positions appears difficult? The objective of this study was to determine factors impacting female advancement and to develop strategies based on identified influencing factors. Based on an interpretivist paradigm, the study used a phenomenological approach which was based on an appreciative enquiry research to understand experiences perceived and interpreted by individuals within the organisation. Various findings emerged in terms of the research questions of how management perceive and support female advancement, the perception of barriers experienced by females and the perception of the potential of the organisation promoting females in terms of providing an enabling environment. Findings which were not conducive to female advancement were identified as non-supporting organisational culture due to the inherent history of the organisation, tokenism by trying to rectify the phenomenon, transparent barriers experienced by females trying to ascend the corporate ladder and the lack of a pool of suitable candidates in the junior levels of the organisation which could be caused by the industry in which the organisation does business. Conclusions surrounding organisational intentions and actions were reached, which included recommendations for progressing towards the goals as agreed by the Commission for Employment Equity (CEE) and its strategic and sectoral stakeholders.

No description available.