Syftet med studien är att se hur det kreativa arbetsklimatet ser ut på två avdelningar inom en offentlig sektor och jämföra dessa samt se om det finns något samband med ett utvecklande ledarskap. Vi använde oss av en metodkombination för vår undersökning och inledde med att genomföra en kvantitativ datainsamling med hjälp av en enkät och därefter genomföra en kvalitativ datainsamling i form av fyra intervjuer där vi intervjuade både chefer och medarbetare för att se frågan från båda perspektiven. Vi kan utifrån resultaten av vår studie se att det kreativa klimatet är bättre på den avdelningen där det finns ett utvecklande ledarskap men att det också finns andra organisatoriska faktorer som påverkar detta.

Community college boards of trustees are faced with the awesome responsibility of governing complex systems and responding to conventional organizational challenges. One Texas board of trustees was faced with the inconceivable challenge of regaining the trust of its district and the community after questionable circumstances surrounding the resignation of the chancellor, indictments of two board members and the former chairman of the board, and other behavior that although not illegal, was unethical and morally corrupt. This study looks at the transformation of a community college board over a two-year period, from a state of organizational disarray to seeking community support for a $450 million bond package. The research chronicles the transition by comparing and contrasting the accounts of what transpired, with the principles of chaos theory, transformational leadership and the John Carver Policy Governance® Model. For an entity in organizational chaos, a commitment to transform is needed to ultimately reach the point where it can adopt governance principles to provide the foundation for effective leadership, such as those espoused by the Carver model. Change must occur and the success or failure of an organization or system depends on how effective the leadership is at identifying challenges and working with them to create opportunities. When an organization approaches chaos and the need for changes with trepidation, progress and success are improbable. It is the understanding that order emerges from chaos that leads to a renewed mindset; a mindset that looks beyond traditional structures and embraces flexibility, innovation and creativity. The resolve of the trustees to regain public trust and support has served as the impetus to implement the changes needed to govern the district effectively. / text

Σκοπός της παρούσας εργασίας είναι η διερεύνηση και η μελέτη της μετασχηματιστικής ηγεσίας (Transformational Leadership) των σύγχρονων managers, τους τρόπους με τους οποίους εφαρμόζεται, καθώς επίσης και τα αποτελέσματα που μπορεί να έχει στην απόδοση των εργαζομένων. Επίσης, μελετά την σχέση του σύγχρονου αυτού τρόπου διοίκησης με τις διαπροσωπικές και επιχειρηματικές σχέσεις. Στο [Κεφάλαιο 1] δίνεται ο ορισμός της ηγεσίας ως «μία διαδικασία επηρεασμού των δράσεων μιας ομάδας ατόμων με σκοπό την επίτευξη στόχων», ενώ μία σημαντική διαφορά του ηγέτη από τον μάνατζερ είναι ότι ο ηγέτης δημιουργεί οράματα στους ανθρώπους και τους εμπνέει, ενώ ο μάνατζερ επικεντρώνεται σε διαδικασίες, συστήματα και στη λογική. Από όλες τις θεωρίες ηγεσίας που παρουσιάζονται στη συνέχεια, ιδιαίτερη έμφαση δίνεται στη Μετασχηματιστική Ηγεσία μέσω της οποίας μετασχηματίζονται οι προσδοκίες, οι αντιλήψεις και τα κίνητρα των εργαζομένων προς ένα κοινό στόχο. Στο [Κεφάλαιο 2] αναλύονται οι σχέσεις των εργαζομένων μιας επιχείρησης και ο βαθμός ικανοποίησης τους στο χώρο εργασίας. Για το λόγο αυτό εισάγεται η έννοια του «εσωτερικού μάρκετινγκ» μία πτυχή της οποία είναι η αλληλεπίδραση προϊσταμένων-υφισταμένων. Η σχέση αυτή συνοψίζεται στο ότι «δεν μπορείς να έχεις ευτυχισμένους πελάτες αν δεν έχεις ευτυχισμένο προσωπικό». Στο [Κεφάλαιο 3] αναπτύσσεται η έννοια του Σχεσιακού Μάρκετινγκ ως ένα είδος στρατηγικής που έχει στόχο την ανάπτυξη και διατήρηση μόνιμων σχέσεων μεταξύ των επιχειρήσεων και των πελατών τους. Στο [Κεφάλαιο 4] παρουσιάζεται η ερευνητική μεθοδολογία που ακολουθήθηκε, ενώ στο [Κεφάλαιο 5] οι στατιστικές αναλύσεις των δεδομένων από τα ερωτηματολόγια σε πίνακες ή γραφήματα. Στο τελευταίο κεφάλαιο συνοψίζονται τα [Συμπεράσματα] και διερευνάται η δυνατότητα επέκτασης της έρευνας σε μία ευρύτερη περιοχή και σύγκρισή της με ευρωπαϊκά δεδομένα. / The purpose of this thesis is to investigate and study the Transformational Leadership of modern managers, the ways in which it is applied, and the results it has on employee performance. Also, the relationship of modern management with interpersonal and business relationships is studied.In In [Chapter 1] the definition of leadership is given as "a process of influencing the actions of a group of people to achieve goals", while a significant difference of the leader vs. manager is that the leader creates visions to people and inspires them, while the manager focuses in processes, systems and logic. Of all the leadership theories presented below, particular emphasis is placed on Transformational Leadership through which transformed expectations, perceptions and motivations of employees towards a common goal.In [Chapter 2] the relationships of employees of a company and the level of satisfaction in the workplace is analyzed. For this reason the concept of an "internal marketing" is introduced one aspect of which is the heads-current interaction. The Relationship is summarized in that "you can not have happy customers unless you have happy staff." [Chapter 3] follows the concept of Relational Marketing as a kind of strategy that aims to develop and maintain sustainable relationships between businesses and their customers. In [Chapter 4] the research methodology is presented, while in [Chapter 5] the statistical analisis of the data from the questionnaires is visualized in tables and graphs. The last chapter summarizes the [Conclusions] and investigates the possibility of extending the research to a wider area comparing it with European standards.

The present study attempts to extend leader-member exchange theory to the team-level by including team social cohesion and two team-level exchange relationship constructs (i.e., team-level leader-member exchange [LMX] and team-member exchange [TMX]) simultaneously, and by examining antecedents and outcomes associated with these variables. The research model includes transformational leadership and team-members' individualism-collectivism as antecedents of the team relational environment and both team performance and team viability as effectiveness measures. Survey data were collected for a field sample of 89 Airborne Special Operations (ASO) teams in the Korean Army. Each team's effectiveness was rated by three different sources: team members (N=823, 7~11 people per team; M=9.4), regional unit (RU) peers (31~42 peers for each team; M=37.2), and RU commanders (N=17). The hypothesized model and several alternative models were tested three times, using team effectiveness measures from each of the three sources in a separate model. Overall, results from path analyses conducted using EQS were consistent with the hypotheses. Specifically, both team-level LMX and TMX were positively affected by transformational leadership and team members' collectivism. TMX showed a stronger positive association with team social cohesion than did team-level LMX. Team performance was positively affected by TMX, team social cohesion, and transformational leadership in the model that employed team members' ratings as team effectiveness measures. However, when the ratings from RU peers were used as team outcome measures, the path from team social cohesion to team performance remained significant, but the other two paths became non-significant. None of the three variables significantly predicted team performance as rated by RU commanders. When viewed in terms of team viability, team social cohesion showed a significant association with team viability across all three models. Although TMX predicted team viability when team members' ratings were used in the model, it did not predict team viability when the ratings were from either RU peers or RU commanders. Finally, transformational leadership showed a significant positive and negative relationship with the number of collectivists and individualists within a team, respectively, across all three models. The limitations of the present study and recommendations for future research are presented.

The business climate of today demands high flexibility and quick responsiveness from suppliers. It has become essential for organizations to have effective leaders in all hierarchal levels, which understand and are able to work under these conditions. As the market requirements have changed, a new paradigm of leadership has evolved (Bryman, 1992). This paradigm puts more focus on charisma and how to motivate followers, which is the essential part of transformational leadership. According to Burns (1978), transformational leadership is a process between leader and follower rather than exchanges. This leads to the question of what effective leadership is and if it can be measured in some way. One method is the use of the Multifactor leadership questionnaire, the MLQ-test, developed by Bass 1985 from the full range model. The conducted research for this thesis is done at PaperPak Sweden AB, a manufacturer of disposable incontinence products located in Aneby, Småland. The purpose of this thesis is to evaluate if any differences and/or similarities in leadership can be found between or within the hierarchical levels. The intent with the report is also to investigate those variances and if they are positive or negative for an organization. A theoretical framework focusing on leadership has been collected, to enable the fulfillment of the thesis purpose. This framework will act as support for the analysis of the quantitative investigation, based on the MLQ-test. From this analysis, the authors have made conclusions and recommendations. The degree of transformational, transactional and laissez- faire leadership has been measured for the three leadership levels top, middle and low management. It could be argued that the top management should show the highest degree of transformational leadership, and low management the least, due to their positions and work tasks. The result of the analysis supported that theory to a large extent. However, lower management showed a significantly higher degree of transformational leadership than middle management. One explanation could be that middle management lives in a more stressful situation, working between top and low management, compared to the other two, which is supported by Grout (1994). Since the theoretical findings mean that leadership can be learnt and developed, the authors suggest that organizations always have to follow up and try to develop their leaders and managers towards higher degrees of transformational leadership. Finally the authors suggest that further studies of the MLQ-test should investigate the possibilities to include measurements of the technical side of leadership, since the test currently does not take those factors into consideration.

In the rapidly changing school environment effective principals are needed to make necessary changes while also developing a culture of shared responsibility and community (Hallinger & Heck, 1998; Leithwood & Jantzi, 1999). The correlation between transformational leadership and emotional intelligence was investigated in this quantitative study of school principals. Also included in the research was the investigation of the relationship between each construct and effectiveness as perceived by their teachers. The research sample was composed of 30 elementary, middle, and high school principals and five to seven teachers who worked with each principal from schools within the United States. An emotional intelligence score for the principals was obtained by administering the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). Teachers who worked with each principal completed the rater form of the Multi-Factor Leadership Questionnaire (MLQ-5X). This yielded a mean transformational score, a leader effectiveness score, and scores for other non-transformational leadership styles. Correlations were analyzed to conclude that there is a positive relationship between emotional intelligence and transformational leadership, Pearson’s r(30) = .37, p < .05. A positive correlational relationship between effectiveness and both emotional intelligence, Pearson’s r(30) = .38, p < .05, and transformational leadership, Pearson’s r(30) = .90, p < .01, was also evident. Analyzing the relationship between emotional intelligence and different non-transformational leadership styles yielded mixed results. Findings indicate a relationship exists between emotional intelligence and contingent reward leadership, Pearson’s r(30) = .38 , p < .05, while no significant relationship was evident between emotional intelligence and other leadership styles. Based on the results of the study, it was concluded that principals and future principals could better develop effective leadership skills by becoming more aware of their strengths and weakness in the area of emotional intelligence, along with improving their transformational leadership behaviors.

Darbe buvo siekiama atskleisti darbuotojų įsipareigojimo, etinio klimato organizacijoje ir transformacinio vadovavimo stiliaus sąsajų ypatumus. Tyrime dalyvavo 208 įvairiose organizacijose dirbantys tiriamieji (71 vyras ir 136 moterys). Įsipareigojimas organizacijai buvo vertinamas R. T. Mowday, R. M. Steers ir L. W. Porter (1979) įsipareigojimo organizacijai klausimynu, vadovavimo stilius - GTL skale (autoriai Carless, Wearing ir Mann, 2000) bei etinis klimatas – Etiniu klimato klausimynu, sudarytu B. Victor ir J. B. Cullen (1987, 1988). Rezultatai parodė, jog vienintelis sociodemografinis veiksnys, kuriuo galima būtų prognozuoti darbuotojų įsipareigojimą organizacijai, yra darbuotojo pareigos. Nustatyta, kad vadovaujantį darbą dirbantys asmenys yra labiau įsipareigoję organizacijai bei savo vadovo stilių suvokia kaip labiau transformacinį nei nevadovaujantį darbą dirbantys darbuotojai. Tyrimo rezultatai neatskleidė kitų individualių sociodemografinių veiksnių (amžiaus, lyties, šeimyninės padėties, darbo stažo) ir organizacinių veiksnių (organizacijos dydžio, organizacijos darbo srities, viešo/ privataus organizacijos sektoriaus) ryšių su įsipareigojimu organizacijai bei suvokiamu transformaciniu vadovavimo stiliumi. Nustatyta, jog organizacijoje, kurioje vyrauja globos etinis klimatas, darbuotojai yra labiau įsipareigoję organizacijai negu organizacijoje, kurioje vyrauja instrumentinis etinis klimatas ar taisyklėmis, įstatymais ir profesiniais kodeksais paremtas etinis... [toliau žr. visą tekstą] / The purpose of the research was to reveal the linkage between the employees’ commitment towards the organization, ethical climate and transformational leadership style. 208 employees from different organizations participated in the research (71 male and 136 female). The organizational commitment was measured by Mowday, Steers and Porter (1979) Organizational Commitment Questionnaire, the transformational leadership style was assessed using GTL scale developed by Carless, Wearing and Mann (2000). Ethical Climate Questionnaire, constructed by Victor and Cullen (1987, 1988) was used to assess ethical climate. The results revealed that the only predictive socio-demographic factor of the organizational commitment was the position of the employee. It was found that leading employees were more committed to their organizations and assessed the style of their leader as more transformational than non-leading employees. The results did not reveal any other socio demographic factors (such as gender, age, marital status, experience) and organizational factors (such as size and type of organization, public/private sector within the organization operates) relationships with organizational commitment and transformational leadership. It was identified that the employees are more committed to the organization containing care ethical climate than to the organization containing instrumental ethical climate or climate based on rules, law and codes. The more employees perceive their leaders as... [to full text]

This study examines the relationship between supervisors’ transformational leadership behaviors and their work groups’ subsequent affective well-being and job satisfaction under specific moderating conditions (collective efficacy and perceptions of meaningful work). Longitudinal data from 42 work groups in a Canadian government organization was used to test the proposed relationships. Work groups’ collective efficacy has a significant moderating effect on the relationship between transformational leadership and positive group affective well-being. Specifically, groups with lower levels of collective efficacy exhibit a stronger relationship between transformational leadership behaviours and both affective well-being and job satisfaction.

The purpose of this study is to determine if transformational leadership styles of agriculture teachers in Jessamine County has an impact on successful transitions of program completers. To be more specific, the focus was to look at agriculture teachers at Jessamine Career and Technology Center (JCTC) to see if they exhibit components of transformational leadership. If so, does transformational leadership of those teachers assist students with successful transitions after graduation? Successful transition is deemed by the Kentucky Department of Education as students that seek post-secondary education, employed full-time or enlist in a branch of armed services. The population for this study consists of graduates from Jessamine County between the years of 2010-2012. All participants were program completers in the agriculture career major. All participants also meet the criteria of successfully transitioning. The participants in the study indicated agriculture teachers at JCTC did exhibit all components of transformational leadership. Participants also indicated transformational leadership utilized by the agriculture teachers assisted them in successfully transitioning after high school. Relationships between participants and agriculture teachers at JCTC were an indicator of why transformational leadership was a successful leadership style of the agriculture teachers.

Syfte: Verksamheten har ställda mål som de inte uppnår, därför har en omorganisation genomförts. Syftet med undersökningen är att få kunskap om hur mellancheferna beskriver sitt arbetssätt med att utveckla sin personal och hur omorganisationen har påverkat mellanchefernas arbete. Frågeställningar: Hur beskriver mellancheferna sitt arbete med att utveckla sin personal mot övergångar? Hur upplever mellancheferna implementeringen av omorganisationen och dess påverkan på övergångsarbetet? Metod: I vår studie används främst teorier som berör ledarskap och förändring. Vi har utgått från ett fenomenologiskt perspektiv och en kvalitativ metod med en abduktiv ansats. Sammanlagt har tretton intervjuer genomförts. Vi har utgått från semistrukturerade intervjuer med öppna frågor, med en intervjuguide som grund. Huvudresultat: Undersökningen har visat att individer vågar ta steget ut på arbetsmarknaden genom att de upplever egenmakt. Chefer behöver dock tid och resurser för att de skall kunna arbeta för att skapa egenmakt bland personalen. För att få motiverade medarbetare krävs det av ledarna att ha tydliga mål och uppmuntra. Genom delegering av makt till driftledare utvecklas individer i sin arbetsroll och tid frigörs. För att en omorganisation skall implementeras fullt ut krävs målstyrning, där ledning och mellanchefer tillsammans definierar de nya rollerna. / Purpose: The organization do not achieve the goals, therefore, a reorganization has taken place. Our purpose with this survey is to gain knowledge about how the managers describe their approach to developing the staff to venture out onto the labor market and how the reorganization has affected their work. Questions: How do you describe the managers' efforts to develop their staff to leave the organization? How managers experience the implementation of the reorganization and its impact on the transition process? Method: We ́ve used theories that involve leadership and change. We have used a phenomenological perspective and a qualitative method with an abductive approach. Thirteen interviews has been conducted. We have used semi-structured interviews with an interview guide as a basis. Results: Individuals venture out onto the labor market when they feel empowered, but managers need time for it to be possible. To get motivated employees, leaders need to encourage and have clear goals. By delegation of authority to employees, individuals develop in their role and time is released. Management by objectives is required for a reorganization to be fully implemented, where managers and middle managers together define the new roles.