Community Association Managers (CAMs) are managers licensed by the Department of Business and Professional Regulation to manage planned communities, such as condominiums, homeowner associations, and cooperatives. The purpose of this research focused entirely on licensed CAMs in the State of Florida. CAMs are expected to be transformational leaders of community associations amidst emotionally charged environments with judicial dictates and strict rules and regulations. The impact of emotional intelligence on transformational leadership in CAMs has been under-researched and virtually ignored despite their critical role in community management. Two main theoretic lenses were used to guide this study of CAMs, Goleman’s focus on theory of emotional intelligence and Burns’ theory of transformational leadership. / Includes bibliography. / Dissertation (PhD)--Florida Atlantic University, 2021. / FAU Electronic Theses and Dissertations Collection

This study attempts to add to the previous research conducted on the relationship between specific leadership styles and employee engagement in the workplace. There are numerous studies of factors influencing organisational and team performance and these have attempted to find relationships amongst numerous key variables in order to predict organisational success. A significant contributor towards organisational performance identified, particularly within knowledge worker companies, is the vigour dedication and absorption, otherwise defined as engagement, of the employees at work. The influence of leadership specifically is viewed as a significant determinant of employee engagement.This descriptive research therefore attempts to specifically illuminate the relationship between transformational and transactional leadership behaviours, initially articulated by Bass (1985), and employee engagement levels within a South African company of knowledge workers. Correlation and crosstabulation tables are used to identify the existence of a positive association. Key findings include a contradiction of the current literature that transformational leadership has a positive relationship with employee engagement at a statistically significant level. Transactional leadership is also shown to have higher predictive qualities than previously found. The research also adds to the case for further study of situational and cultural moderators of transformational leadership’s effectiveness in predicting employee motivation and engagement. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

This study is based on a systematic analysis to examine whether there is a connection between transformational leadership and a successful onboarding process. Previous research shows that transformational leadership has a significant role in the onboarding process. The analysis is based on six publications, all of them demonstrate the interplay between a successful onboarding process and transformational leadership. The discussion discusses the results presented by the publications and how they relate to each other. The conclusion is that a successful onboarding process seems to lead to job satisfaction, assimilation into the new organization and that the employees stay within the organization for a longer time.

The purpose of the current study was to investigate the role of transformational leadership in well performing schools in two rural secondary schools in the Eastern Cape. The poor performance of the Eastern Cape in National Senior Certificate examinations is well documented in media press and in academic publications. Yet, there are schools that, although they share much of the context and culture of other schools within the Province, perform surprisingly well. Little is known about whether such successes could be attributed to transformational leadership. As such, this study investigated the practice of transformational leadership behaviours, challenges faced by transformational leaders, strategies they engaged in to overcome challenges and successes of such transformational leadership on increased learner achievement. Case study research design was used involving semi-structured interviews to collect data from a sample of two principals and three members of the Senior Management Team. The selection of the two secondary schools was based on their rural context, poor quintile category, evidence of improvement and continued high levels of learner achievement in the National Senior Certificate examinations in the past five years. The findings have shown that the principal of the first school, after engaging in transformative strategies aimed at improvement, managed to turn itself around. On the other hand, for the second principal, no findings showed that the school had, in the past experienced poor performance, despite being rural and servicing learners coming from poor socio-economic conditions. Rather, it has a history of being a well- performing school and it was shown that the principal has managed to sustain such successes in the period under study. For future research, quantitative studies and observations could provide results for generalization to the entire region. It is time for principals committed to turning around a low-performing school to give priority to teacher growth and professional development. / Dissertation (MEd)--University of Pretoria, 2019. / Education Management and Policy Studies / MEd / Unrestricted

Managers who foster at least 65% employee engagement, based on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return to shareholders than managers who do not foster a 65% or higher employee engagement level. The purpose of this single site case study was to identify strategies that frontline managers used to build employee engagement, leading to higher organizational performance. The transformational leadership theory was used as the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 3 frontline managers at a beverage manufacturing facility in the Midwest of the United States. Data also included performance metrics from the organization to identify the leading facility within the organization. Using data triangulation and Yin's explanation building analysis method, several themes emerged, including the need for open and honest communication, setting and understanding expectations, maintaining professional relationships, and including employees as an important part of the organization. These findings may contribute to social change by enhancing the training for frontline managers. Such enhancements may build employee engagement, decrease workplace stress, and boost work-life balance and quality of life.

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Teacher burnout, absenteeism, and turnover continue to plague schools throughout the United States. Researchers have suggested that a school principal's transformational leadership may impact teacher commitment, though there are limited findings regarding the differences in commitment levels among rural and non-rural teachers. There are also limited findings regarding how the different elements of a principal's transformational leadership (idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation) impact teachers' professional and organizational commitment, if at all. The purpose of this study was to investigate potential differences in commitment levels among rural and non-rural teachers, as well as urban-rural differences in the links between principal transformational leadership (including its specific sub-domains: idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation) and teacher commitment to the profession and the organization. This quantitative study included a questionnaire that was filled out by 363 urban teachers and 460 rural teachers living throughout the state of Arizona. Statistical t-tests and regression models were used. The findings reveal that, among other things, idealized influence (attributes) consistently proves to be a predictor of professional and organizational commitment among both rural and non-rural teachers and that rural teachers experience greater levels of commitment than do urban teachers. Schools and districts may use these results in their search for hiring and training principals by searching for candidates that display characteristics in line with idealized attributes and by doing more to train current principals in behaviors tied to this element of transformational leadership. Districts and schools may also explore other ways to help non-rural teachers to feel more committed.

No / This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice. The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring "best practice" in 360-degree feedback. The paper finds that the Transformational Leadership Questionnaire (TLQ)¿, which is both gender- and ethnicity-inclusive measure of "nearby" leadership, differs fundamentally from the kind of "heroic" models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well-being at work of staff. The following needs are identified: - to adopt a model of leadership that is relevant to the needs of organisations in the twenty-first century; to embed good leadership practices at all levels; to ensure that, when 360-degree feedback is given, it is done so in a way that conforms to the principles of 'best practice'. The following model of "nearby" leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty-first century.

Thesis (MBA.) --University of Limpopo, 2017 / This study drew attention to the influential role the transformational leadership constructs can play in increasing women representation in decision making structures of the Department of Social Development (DSD). The DSD’s Sekhukhune District in Limpopo Province was used as an area of study. The aim of the study was to investigate the significance of transformational leadership in pursuing gender parity in the DSD’s Sekhukhune District. The study followed an exploratory research design and implemented a qualitative methodology. A total of 10 DSD managers were targeted. Furthermore, a purposive sampling was used and interviews were conducted as the method of data collection. The data collected had been analysed thematically. The results revealed that although there have been improvements of more appointed women managers within the organisation. There were still more women managers than men managers within the organisation. However, most men occupy senior management positions while most women occupy the lower managerial positions. Most managers were not inspired to perform more than they were expected giving the reason that, they lack resources and their efforts often go unrecognised. Most managers found political appointment discouraging towards fair promotions. Nevertheless, there were enough women who possess required leadership skills. Conversely, there were no programmes that support women participation and empowerment in issues relating to gender parity. Leadership training, transformational leadership, provision of resources and salary acceleration were common suggestions to pursue gender parity. The study recommends that the DSD Sekhukhune District leadership should adopt and implement transformational leadership, change political appointment, appoint leaders with relevant qualifications, establishing a functional gender mainstreaming office within the DSD Sekhukhune District, adequate budgetary support and specialised training of staff shall assist in closing the gender parity gap.