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1
Messina, Miguel J. "Failed Dependency| Leadership Strategies to Prevent, Mitigate, and Heal Organizational Trauma in Behavioral Health Systems." Thesis, Ashford University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13863379.
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<p> Leaders play a crucial role in mitigating organizational trauma. Perverse and toxic leaders can disrupt the operating system, including initiating such rupturing events as closing programs or budget cuts. Other times, the disruptions are external and caused by socio-political changes, competitions, and lack of public acceptance. Behavioral health organizations by the nature of their work and the position they occupy in society are at risk of receiving the traumatizing events that change the culture and the operating systems. Leaders are responsible for managing the culture of an organization and mitigating the traumatic events that can result in mediocre services and organizational peril. Transformational leaders possess a great deal of emotional intelligence and believe in their abilities to lead in difficult times. They acknowledge the trauma or traumatizing events, and labor in transforming culture as leaders, employees, and the organization transcends through the events. A Delphi study allowed 18 experts in behavioral health organizations, to share their personal and professional experiences and to arrive at a consensus about leadership roles relating to the phenomenon of organizational trauma. Consequently, the role of leaders in preventing, mitigating, and healing organizational trauma was recognized as an essential role. Last, the experts agreed that transformational leadership styles, as well as emotional intelligence, are necessary interpersonal and professional skills to consider in training and development programs for leaders. The findings were congruent with the knowledge found in the literature review which indicates a need for ongoing study and research. </p><p>
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Parmigian, Guy Louis. "Making a Consolidated Ashtabula-Lakeside High School: Politics and Educational Leadership in Rustbelt Ohio, 1963-2006." Oxford, Ohio : Miami University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1154442600.
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Carlo, Jennifer A. "Presidential Arcs: What Institutional Histories Can Tell Us About The Office." Antioch University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1413804943.
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Walker, Kristin Marquette. "Perceptions of Leadership: Impact of Leadership Style and Gender on Employee Motivation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1945.
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Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.
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Chaves, Cátia Sofia Matos. "O impacto das mudanças organizacionais na liderança." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19199.
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Mestrado em Gestão e Estratégia Industrial<br>O propósito deste estudo é entender o conceito de liderança, analisar o estilo de liderança transformacional, liderança transacional, liderança laissez-faire e investigar o impacto das mudanças organizacionais na liderança no atual contexto organizacional.
Desta forma, escolhi o método qualitativo para recolha de dados, nomeadamente entrevistas. Foram realizadas três entrevistas a líderes de diferentes contextos (militar, desportivo e empresarial) de forma a cruzar conhecimentos, identificar tendências, perceber quais são os principais desafios da liderança e o papel das mudanças organizacionais no desempenho das suas funções.
Constatou-se que existe um grande impacto das mudanças organizacionais na liderança e uma grande preocupação com as mudanças sociais, uma vez que estas exigem novas formas de atuação dos líderes organizacionais. O mundo e as pessoas estão em constantes mudanças, com novas exigências, ambições, competências e compreender e adaptar-se a essas mudanças é a única forma de sobreviver e crescer na atualidade.<br>The purpose of this study is to understand the concept of leadership, analyze the transformational leadership style, transactional leadership, laissez-faire leadership and investigate the impact of organizational change on leadership in the current organizational context.
This way, I chose the qualitative method for data collection, in specific interviews. Three interviews were conducted with leaders from different contexts (military, sports and business) to cross knowledge, identify trends, understand what the main challenges of leadership and the role of organizational change in the performance of their functions.
It was found that is a great impact of organizational changes on leadership and a great concern about social changes, as they require new ways of acting from organizational leaders. The world and people are constantly changing, with new demands, ambitions, skills and understanding and adapting to those changes is the only way to survive and grow nowadays.<br>info:eu-repo/semantics/publishedVersion
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Antonakis, John. "The validity of the transformational, transactional, and laissez-faire leadership model as measured by the Multifactor Leadership Questionnaire (MLQ 5X)." ScholarWorks, 2001. http://scholarworks.waldenu.edu/dilley/8.
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The Multifactor Leadership Questionnaire (MLQ), the most used instrument for gauging Bass and Avolio's full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Since researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions---interpretable as moderators that bounded the theoretical model---included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings imply that a standard set of leadership behaviors is not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ's validity---and indeed that of other leadership instruments---should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed.
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Gonçalves, Maria Narcisa da Costa. "Estilos de liderança: um estudo de auto-percepção de enfermeiros gestores." Master's thesis, [s.n.], 2008. http://hdl.handle.net/10284/1063.
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Dissertação de Mestrado apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências Empresariais.<br>Esta dissertação tem como tema os estilos de liderança, tendo sido realizado um estudo
que teve como propósito principal identificar e analisar os estilos de liderança
percepcionados pelos enfermeiros gestores intermédios em ambiente hospitalar e
relacionar/analisar possíveis variáveis, tais como características sócio-demográficas
(género, idade), situação profissional (categoria profissional, experiência profissional e
experiência na área da gestão) e situação de formação (grau académico e curso de pós
licenciatura). A liderança, portanto, foi o conceito mais intensamente estudado.
O estudo foi realizado em 5 hospitais do Porto e Vale do Ave. A técnica de recolha de
dados que se utilizou foi o questionário de Bass e Avolio (1995) denominado
Multifactorial Leadership Questionaire® (MLQ) e um questionário de variáveis sóciodemográficas.
Os dados foram tratados estatisticamente, utilizando estatística descritiva
e inferencial, este estudo caracteriza-se como quantitativo, descritivo e utilizou-se o
método estatístico com testes paramétrico.
Dos resultados que se encontraram, verificou-se que a percepção dos cento e vinte cinco
(n = 125) enfermeiros gestores intermédios pesquisados, foi uma mistura do estilo de
liderança transformacional e transaccional sendo este último menos percepcionado. A
alguma distância e com um valor pouco significativo, encontra-se a liderança do estilo
laissez-faire.
Finalmente sugere-se que este tipo de investigação seja aplicada aos enfermeiros
dirigidos para poder comparar os resultados, e também a relacionar com a satisfação no
trabalho dos enfermeiros e produtividade do serviço.
This thesis is addressing the styles of leadership and was conducted a study that main
purpose was to identify the leadership styles of managers perceived by nurses in
hospitals and relate / examine possible variables, such as socio-demographic
characteristics (gender, age), Occupation (professional, professional experience and
expertise in the area of management) and state of training (academic degree and postgraduate
course). Leadership, therefore, the concept has been more intensely studied.
The study was conducted in 5 hospitals (Porto and Vale do Ave) The technique of
gathering data that was used was the questionnaire, Bass and Avolio (1995) called
Multifactorial Leadership Questionaire ® (MLQ) and a questionnaire of sociodemographic
variables. The data were treated statistically, using descriptive statistics
and inferential, this study is known as quantitative, descriptive and used as the statistical
method with parametric tests.
Among the results which met, it was found that the perception of hundred and twenty
five (n = 125) nurses interim managers surveyed, was a mixture of transformational
leadership style of transaction and the latter being less perceived. In some distance and
with a negligible value, is the leadership style of laissez-faire.
Finally it is suggested that this type of research is applied to nurses aimed to compare
the results, and also to link with the satisfaction in the work of nurses and productivity
of the service.
Cette thèse aborde les styles de leadership et il a été procédé à une étude qui a pour
principal objectif était d'identifier les styles de leadership des dirigeants est perçue par
les infirmières dans les hôpitaux et concernent / examiner les variables, comme les
caractéristiques socio-démographiques (sexe, âge), Profession (professionnel,
expérience professionnelle et une expertise dans le domaine de la gestion) et l'état de la
formation (universitaire et cours post-universitaire). Leadership, donc, le concept a été
étudié plus intensément.
L'étude a été menée dans 5 hôpitaux (Porto et Vale do Ave). La technique de collecte de
données qui a été utilisé est le questionnaire, Bass et Avolio (1995) appelle
multifactorielles leadership questionnaire ® (MLQ) et un questionnaire de variables
socio-démographiques. Les données ont été traitées statistiquement, en utilisant les
statistiques descriptives et inférentielle, cette étude est connue sous le nom de
quantitatifs, descriptif et utilisée comme méthode statistique avec des tests
paramétriques.
Parmi les résultats qui se sont réunis, il a été constaté que la perception de cent vingt
cinq (n = 125) des infirmières gestionnaires de l'enquête, a été un mélange de style de
leadership transformationnel de la transaction et ces derniers étant moins perçus. Dans
une certaine distance et avec une valeur négligeable, est le style de leadership de laissezfaire.
Enfin, il est suggéré que ce type de recherche est appliquée aux infirmières visant à
comparer les résultats, et également à établir des liens avec la satisfaction au travail des
infirmières et de la productivité du service.
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Root, David. "The Chief Justice: Democratic Leadership of the Judicial Decision-Making Process in the Hidden Branch." Thesis, University of Oregon, 2016. http://hdl.handle.net/1794/20429.
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My dissertation examines chief justice leadership of the United States Supreme Court during the judicial decision-making process. With the office steeped in secrecy, I borrow seminal concepts from the leadership literature such as autocratic, laissez-faire, and democratic leadership and adapt them to the office in order to systematically identify dominant patterns of leadership. While chief justices use different styles, the office is chiefly democratic in both structure and operation, which makes the chief justice a “first among equals” and requires him to be just as good of a political negotiator as he is a competent legal judge. This is a unique, but under appreciated, feature of the chief justice when compared to the associate justices.<br>10000-01-01
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Smith, Rachelle. "Advantages and Barriers to Transformational Leadership Implementation in a Scientific Laboratory." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/302.
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Empirical evidence suggests that transformational leadership is positively correlated with job satisfaction, job performance, organizational commitment, and survivability. Although transformational leadership has been implemented in various organizations, little research has examined the issues in implementing transformational leadership concepts within a scientific laboratory. The purpose of this exploratory, qualitative case study was to examine (a) the current leadership style of the president of a scientific laboratory from the scientists', analysts', and technicians' perspective and their preferred leadership style; (b) the president's self-perceived leadership style and perceived subordinate style preference; and (c) the employees' perceptions of advantages and challenges to applying and implementing a transformational style of leadership. The laissez-faire, transactional, and transformational leadership models of Avolio, Bass, Burns, and Kouzes and Posner provided the theoretical basis for the case study. Data were collected from the president and subordinates and responses were coded and classified according to patterns and emerging themes. Results indicated that the president's current leadership style was transactional, whereas the subordinates' preference was transformational. The president's self-assessment of current style and perceived subordinate preference was found to be transformational. Subordinates expressed ideal and effective leadership qualities and shared advantages and barriers to transformational leadership. Leaders in scientific laboratories who apply these findings and implement more effective leadership may impact social change through increased subordinate job satisfaction and performance, thereby enhancing organizational survivability and improving the status quo.
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Hyson, Craig Michael. "Relationship Between Destructive Leadership Behaviors and Employee Turnover." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2830.
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The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive-destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS), multifactor leadership questionnaire (MLQ), and the turnover intention scale (TIS-6) via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez-faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served.
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Kashubara, Pete Zachary II. "Too Big to Fail| Principal Professional Development?Perceptions of Secondary Principals." Thesis, The University of North Carolina at Greensboro, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10639801.
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<p> The purpose of this study was to examine how high school principals in a large urban district in the Southeastern United States view their professional development by gathering data on the essentials of professional development that support principals in carrying out their expanding roles, promoting the professional growth and efficacy of principals, and fostering the overall success of the schools they lead. Principal perceptions of professional development directly affect the extent to which they engage in and garner knowledge and skills from professional development activities. This semi-structured qualitative interview study asked 16 high school principals about their professional development experiences. Three major themes emerged from the data including: (a) improved outcomes and efficacy for practicing high school principals, (b) development of the characteristics desired for professional development, and (c) Adult Learning Theory correlated to preferred delivery models. Within each theme, implications of the study are discussed and recommendations for high school principal and districts are presented. </p><p>
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Pereira, Adriana Toledo. "A relação entre os estilos de liderança e a perceção da responsabilidade social empresarial." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/16670.
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Mestrado em Gestão de Recursos Humanos<br>Num contexto global caracterizado por fortes traços de competitividade, o estilo de liderança é decisivo na mudança do modelo de negócio numa perspetiva financeira para uma gestão sustentável (Veríssimo et al, 2015). A introdução de objetivos sociais e ambientalmente responsáveis por um líder facilita o desenvolvimento sustentável a longo prazo de uma empresa, equilibrando as demandas dos diversos stakeholders e a sobrevivência da empresa e, consequentemente tem um efeito positivo nos clientes e na sociedade (Fuente et al, 2017).
Neste sentido, a presente dissertação tem como objetivo avaliar os estilos de liderança (Transformacional, Transacional e Laissez-Faire) e as práticas de responsabilidade social nas organizações através das perceções dos colaboradores. Esta investigação pretende dar o contributo no aprofundamento dos níveis de conhecimento e associação que os colaboradores portugueses possuem acerca dos estilos de liderança e práticas de responsabilidade social empresarial.
De forma a responder a este mesmo objetivo realizou-se um estudo numa consultora portuguesa sediada em Lisboa, através da aplicação de um questionário individual distribuído a 250 trabalhadores, dos quais apenas 54 aceitaram participar (22%).
Os resultados permitiram verificar que o estilo de liderança transformacional, transacional e laissez-faire têm uma relação positiva ao nível da perceção da responsabilidade social empresarial. No entanto, a liderança transformacional foi a que obteve o valor médio global mais elevado.
Este estudo atende a uma necessidade identificada sobre a escassez de pesquisas relacionadas com os estilos de liderança e atividades da responsabilidade social dentro de uma organização, na perceção dos colaboradores.<br>In a global context characterized by strong competitive features, leadership style is decisive in shifting the business model from a financial perspective to a sustainable management (Veríssimo et al, 2015). The introduction of socially and environmentally responsible objectives by a leader facilitates the long-term sustainable development of a company, balancing the demands of the various stakeholders and the survival of the company and, consequently, has a positive effect on customers and society (Fuente et al, 2017).
The dissertation aims to evaluate leadership styles (Transformational, Transactional and Laissez-Faire) and the social responsibility practices in organizations through the employees' perceptions. This research intends to contribute to the deepening of the levels of knowledge and association that Portuguese employees have about leadership styles and practices of corporate social responsibility.
In order to respond to the objective, a study was carried out at a Portuguese consulting firm headquartered in Lisbon, through the application of an individual questionnaire distributed by 250 employees, of which only 54 accepted to participate (22%).
The results allowed us to verify that the transformational, transactional and laissez-faire style of leadership has a positive relationship with the perception of corporate social responsibility. However, the transformational leadership was the one that obtained the highest overall average value.
This study responds to a identified need for the lack of research related to leadership styles and corporate social responsibility activities in the perception of employees.<br>info:eu-repo/semantics/publishedVersion
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Joorst, Genevieve. "Transformational leadership : exploratory study within research and development (R&D) groups / Genevieve Joorst." Thesis, North-West University, 2009. http://hdl.handle.net/10394/4824.
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This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers.<br>Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.
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Russell, Joseph. "A Meta-analysis: The Full Range of Leadership Model Impacting Policing Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3631.
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Police leadership has traditionally been dominated by the commander style, yet the more recent generation of police officers reject this style of leadership. Little, however, is known about whether the different leadership styles of the full range of leadership model result in positive outcomes in policing organizations. The purpose of this quantitative meta-analysis study was to examine the relationship between transformational, transactional, and laissez-faire leadership styles and the leadership outcomes in a policing context, such as subordinate satisfaction, perception of leadership effectiveness, and exerting extra effort. Data for this research synthesis derived from primary research studies, which included 9 U.S. and international correlational policing studies that together comprised 1,939 police officers who completed the Multifactor Leadership Questionnaire (MLQ) instrument. The meta-analysis provided effect size estimates on the relationship between transformational, transactional, and laissez-faire leadership styles and perception of leadership effectiveness, extra effort, and subordinate satisfaction. The results of this meta-analysis indicate the transformational style has a stronger positive relationship with perception of leadership effectiveness, extra effort, and subordinate satisfaction, than the other 2 leadership styles. The positive social change implications of this study provide recommendations to police executives to include transformational leadership with contemporary law enforcement practices. The transformational style may result in improvements to police officer motivation, performance, and job satisfaction, thus offering opportunities to improve public safety outcomes.
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Gonçalves, Susana Raquel Inácio Veiga. "Relação entre os estilos de liderança e a satisfação em contexto de mudança numa instituição bancária : abordagem ao líder intermédio." Master's thesis, Instituto Superior de Economia e Gestão, 2017. http://hdl.handle.net/10400.5/14319.
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Mestrado em Gestão de Recursos Humanos<br>Desde a crise do subprime com a queda do Lehman Brothers em setembro de 2008, o setor bancário assumiu consequências e alterações ao seu funcionamento. Também a forma de estar dos clientes alterou, em Portugal com a queda do BPP e do BPN, a aquisição do Banif, a resolução do BES, leva a que hoje os clientes sejam mais exigentes, mais informados, mais complexos nas suas escolhas colocando-as em causa muitas vezes. Neste contexto adverso de fortes alterações, os líderes intermédios pelo seu posicionamento na hierarquia assumem um papel de extrema importância. São estes que têm uma posição privilegiada e consequentemente um envolvimento e uma influência junto dos colaboradores, contribuindo de forma decisiva para o sucesso da organização, pois são eles que podem ?fazer acontecer?.
A literatura reforça que a liderança transformacional é a mais eficaz em momentos de mudança e no mesmo sentido numa maior satisfação com o líder.
Tendo por base a análise dos líderes intermédios de uma instituição bancária portuguesa, os principais objetivos deste estudo são, por um lado, identificar o estilo de liderança predominante, por outro aferir se existe relação entre o estilo de liderança e a satisfação com o líder e por último analisar se os estilos de liderança se coadunam com os necessários em momentos de mudança.
Os resultados do estudo reforçam que a liderança transformacional segue na mesma direção da satisfação com o líder, havendo uma relação direta e positiva nos momentos de mudança.<br>Since the subprime mortgage crisis and the collapse of Lehman Brothers in September 2008, the banking sector as a whole, had to dealt with some consequences and changes. In Portugal, since the collapse of some national banks like BPP and BPN, the changes in BES, and the aquisition of Banif, lead to a new set of customers. Customers are more demanding, more informed and have higher expectations. In this adverse context of strong changes, intermediate leaders by their position in the hierarchy assume a very important role. Due to their privileged position, involvement and impact with their employees, intermediate leaders contribute in a decisive way to the success of the organization as they are the ones that ?can make it happen?.
Literature shows that transformational leadership is the most effective in times of change and greater satisfaction with the leader. Based on the analysis of the intermediate leaders of a Portuguese banking institution, the main objectives of this study are: to identify the predominant leadership style, and then determine the link between the leadership style and the emplooyee satisfaction with the leader. Finally, examine whether leadership styles are in line with those needed at times of change.
The results of the study support that the transformational leadership follows in the same direction of the satisfaction with the leader, having a direct and positive relation in moments of change.<br>info:eu-repo/semantics/publishedVersion
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Johansson, Oliwia, and Olsson Caroline Räihä. "Ledarskapets samband med motivation : - tvärsnittsstudie med handbolls- och fotbollsspelare." Thesis, Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-24729.
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Syftet med föreliggande studie var att inom idrottskontexten studera samband mellan idrottares upplevelser av de olika ledarskapsstilarna (1) transformativt, (2) konventionellt och (3) låt-gå med olika motivationsinriktningar inom Självbestämmandeteorin (SDT). I studien deltog 117 handbolls- och fotbollsspelare i åldrarna 16-33 år (M = 19.17, SD = 3.61). Deltagarna besvarade enkäter bestående av Sport Motivation Scale-II (SMS-II) för att mäta motivationsinriktning, Transformational Teaching Questionnaire (TTQ) för att mäta upplevt transformativt ledarskap samt delar av Developmental Leadership Questionnaire (DLQ) vilket avsåg att mäta upplevt konventionellt ledarskap och låt-gå ledarskap. Resultaten visade att det fanns statistiskt signifikant samband mellan upplevt transformativt ledarskap och inre motivation samt yttre självbestämmande motivation (identifierad reglering och integrerad reglering). Vidare visades att det fanns statistiskt signifikant samband mellan upplevt konventionellt ledarskap och ickesjälvbestämmande motivation (extern reglering och introjicerad reglering). Inget signifikant samband visades mellan upplevt låt-gå ledarskap och amotivation. Studieresultaten har diskuterats i förhållande till teorier och tidigare forskning där slutsatsen är att både transformativt och konventionellt ledarskap har samband med idrottares motivation vilket kan vara betydande kunskap för praktisk tillämpning inom idrottskontexten. Studiens resultat ligger i linje med den tidigare knapphändiga forskningen inom området men mer forskning behövs.<br>The purpose of the present study was to examine relationships between athletes' perceptions of different leadership styles and motivational orientations within the context of sports. Theoretical frameworks of transformational; conventional; and laissez-faire leadership - as well as the different motivational orientations within Self-Determination Theory (SDT) - were applied. Participants were 117 handball and soccer players aged between 16-33 years (M = 19.17, SD = 3.61). Participants completed questionnaires consisting of the Sport Motivation Scale-II (SMSII) to estimate motivational orientations; the Transformational Teaching Questionnaire (TTQ) to measure perceived transformational leadership; and parts of the Developmental Leadership Questionnaire (DLQ), which intended to measure perceived conventional leadership and perceived laissez-faire leadership. The results revealed significant correlations between both transformational leadership and intrinsic motivation as well as extrinsic self-determined motivation (identified regulation and integrated regulation). Furthermore, results showed significant correlations between conventional leadership and non-self-determined motivation (external regulation and introjected regulation). The correlation between perceived laissez-faire leadership and amotivation was not statistically significant. The results are discussed in relation to theories and previous research. Conclusions were that both transformational and conventional leadership correlate with athlete's motivation, hence the knowledge of said subjects may be meaningful for practical application. The results are in line with previous limited research however further research is needed.
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Hörlin, Lundgren Josefin, and Hana Shakib. "Det optimala ledarskapet under distansarbete : Ledarstilar och arbetstillfredsställelse under distansarbete." Thesis, Högskolan i Gävle, Avdelningen för arbetshälsovetenskap och psykologi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-36887.
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Sedan sars-cov-2 deklarerades en pandemi har arbetssituationer förändrats världen över. Studiens syfte var därför att undersöka huruvida transaktionellt, transformativt samt låt- gå ledarstil korrelerade med arbetstillfredsställelse under distansarbete samt vilken av dessa tre ledarstilar som var den starkaste prediktorn av arbetstillfredsställelse. En enkät med totalt 36 frågor utformades för att mäta arbetstagares upplevda arbetstillfredsställelse samt deras skattning av sin närmsta chefs ledarstil. Påståendena var utformade utifrån mätinstrumenten Minnesota Satisfaction Questionnaire samt Multifactor Leadership Questionnaire. Resultatet visade att transformativt ledarskap korrelerade positivt med arbetstillfredsställelse och var den starkaste prediktorn. Låt-gå ledarskap korrelerade negativt med arbetstillfredsställelse medan resultatet för det transaktionella ledarskapet inte var signifikant. Slutsatsen som kan dras är att transformativt ledarskap har en positiv inverkan på arbetstillfredsställelse under distansarbete, och att organisationer således bör bedriva ett sådant.<br>As sars-cov-2 was declared a pandemic, work situations all over the world changed. Theaim of the study was to examine whether employees’ job satisfaction was correlated with their immediate supervisor’s style of leadership during teleworking, and whichstyle of leadership predicted job satisfaction the strongest. The examined styles of leadership were transactional, transformational and laissez-faire. A survey study with 36 statements was conducted in order to measure job satisfaction and style of leadership. The questionnaire was designed using the measuring instruments Minnesota Satisfaction Questionnaire and Multifactor Leadership Questionnaire. The results showed that transformational leadership and job satisfaction are positively correlated and that it was the strongest predictor. Laissez-faire leadership, on the other hand, was negatively correlated with job satisfaction whilst the result for transactional leadership was not significant. To conclude, transformational leadership had a positive impact on job satisfaction during teleworking, and organizations should therefore manage such leadership.
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Edwards, Gareth P. "An investigation of transformational, transactional and laissez-faire leadership at different hierarchical levels in UK manufacturing companies using multiple ratings." Thesis, University of Strathclyde, 2005. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21600.
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This thesis reports an empirical investigation into the use and effectiveness of transformational, transactional and laissez-faire leadership across the whole management hierarchy (five levels) and several different time spans. In addition to effectiveness, measures of extra effort and satisfaction were employed. A 360- degree version of the Multifactor Leadership Questionnaire based on Bass and Avolio's 'Full Range Leadership' model was completed by 432 managers, and multiple responses were obtained for 367 managers from 38 organizations in the UK manufacturing sector. The results of the research suggest a distinct pattern in the use and effectiveness of transformational, transactional and laissez-faire leadership at different hierarchical levels and across different time spans. There is evidence to doubt the generalisability of the Full Range Leadership model and for differences in leadership behaviour across hierarchical levels in organizations. The thesis concludes that hierarchical level and the source of rating (self, peer, superior and subordinate) have strong moderating effects and that time span has a small moderating effect on transformational, transactional and laissez-faire leadership. Organizational size was found to have no moderating effect. The findings also suggest a new model of leadership Incorporating the elements of the Full Range Leadership model, comprising: active constructive leadership (attributed charisma, idealised influence, inspirational motivation, intellectual stimulation, individualised consideration, and contingent reward), active management-by-exception, and passive-avoidant leadership (passive management-by-exception and laissez-faire leadership). Limitations of the research, such as the focus on only one sector (manufacturing) in one country and apparent self-rating bias, are discussed. Nevertheless, this research is believed to provide a more comprehensive model of leadership than previous research relating to the Full Range model by using five hierarchical levels and data from multiple responses, in most cases 360-degree assessment. The implications for leadership and management theory and for leadership development are discussed, and recommendations for further research are made.
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Chiles, Ethel. "Expectations of Job Satisfaction Based on Three Common Leadership Styles." Thesis, Walden University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689100.
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<p> Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass's leadership theory, Herzberg's dual factor theory, and Maslow's hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas' modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors' increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers.</p>
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Pelliciari, Marcos Roberto de Mendonça. "A liderança do docente como elo integrador no processo ensino-aprendizagem baseado em problemas (Problem-Based Learning) em ambientes híbridos na engenharia." Universidade de São Paulo, 2013. http://www.teses.usp.br/teses/disponiveis/18/18157/tde-02052013-161901/.
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Muitas instituições de ensino superior (IES) buscam novas formas de aperfeiçoarem o processo ensino-aprendizagem visando adequarem as aulas tradicionais às tecnologias emergentes advindas da Web 2.0, como as mídias sociais. Nesse processo de reinvenção, o docente deve capacitar-se a ministrar aulas não apenas com o intuito de disseminar conhecimentos tácitos e explícitos, mas também de liderar os estudantes na sala de aula presencial e nos ambientes virtuais de aprendizagem, conduzindo-os a superarem suas expectativas quanto ao aprendizado. Analisando perfis de liderança existentes, a presente dissertação, focada em um Estudo de Caso, busca identificar qual o perfil ideal de liderança do docente em ambientes híbridos, utilizando-se para tal do Índice de Satisfação de Grupo, análise de gráficos e do discurso dos estudantes. O método de ensino adotado pelo docente foi o PBL (Problem Based Learning), dando-se ênfase ao desenvolvimento do pensamento critico. A pesquisa realizou-se junto a disciplinas do Departamento de Engenharia de Produção da EESC-USP, onde estudantes de graduação e pós-graduação foram desafiados pelo método PBL a pensarem de forma crítica na construção do próprio conhecimento. Os resultados obtidos por meio de questionários aplicados ao final dos semestres de 2011 e 2012 mostram que a liderança Laissez-faire não é indicada na fase de implantação do PBL, necessitando maior interferência do docente para a quebra do paradigma entre o modelo de ensino tradicional e o novo. Conclui-se que a conexão entre o processo ensino-aprendizagem tradicional e o novo possa ser feita por meio da liderança situacional, alternando a liderança transformacional e a transacional de acordo com o contexto, excluindo-se a Laissez-faire.<br>Many institutions have developed new ways to improve the teaching-learning process, trying to adequate the classes to the emerging new technologies based on Web 2.0, as in the case of social media. In this re-inventing process teachers must have the leadership skills both in classrooms and virtual learning environments, allowing the students to overcome their expectations of the learning process. This dissertation is focused on a case study that seeks to identify what is the ideal leadership profile into hybrid environments, using a group satisfaction index, graphical analysis and student speeching skills. The teaching methodology used by the teacher was the PBL (Problem-Based Learning) that emphasizes the critical mindset. The research was carried out during the disciplines into the Manufacturing Engineering graduation and post-graduation program of Universidade de São Paulo (USP) EESC department. The students were challenged by the PBL methodology to think about the best way to build their own know how. The data obtained with the application of questionaries in the 2011 and 2012 semesters showed that the \"Laissez-Faire\" leadership is not recommended during the PBL methodology implementation, requiring more interferences and attention from the teacher to break the paradigm of the traditional teaching models. The conclusion is that the connection between the traditional and the new teaching-learning processes can be built using situational leadership, alternating between transformational leadership and transactional models, contextually, excluding the Laissez-faire.
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Helander, Emma, and Therese Beckman. "Ledarskap i byggbranschen : En kvalitativ studie om hur ledarskap kan bedrivas för att främja högt medarbetarskap och därmed åstadkomma en god psykosocial arbetsmiljö och effektivare produktion." Thesis, Mittuniversitetet, Avdelningen för ekoteknik och hållbart byggande, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-40194.
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I arbetsgrupper som innehåller individer med olika beteenden kan det ibland vara svårt att veta hur ett ledarskap ska bedrivas för att det ska vara tydligt samtidigt som det är effektivt och gynnar verksamheten och dess medarbetare. Ett bra ledarskap ska generera ett medarbetarskap som gör att yrkesarbetarna känner sig delaktiga och därmed engagerar sig mer i arbetsplatsen och medarbetarna. Rapporten fokuserar på tjänstemän och yrkesarbetare i produktion samt större projekt med en stabil etablering som pågår under en längre period inom arbetsområde bygg på Peab Sverige AB. Studien har genomförts på två orter i Region Södra Norrland, Sollefteå och Östersund där forskningsfrågan har varit att ta reda på hur ett ledarskap ska bedrivas för att främja högt medarbetarskap, god psykosocial arbetsmiljö och effektiv produktion. Studien har grundat sig i två fallstudier som baseras på en kvalitativ metod i form av sex stycken intervjuer med ett slumpmässigt urval på respektive ort. Intervjuresultatet har sedan transkriberats och analyserats till en utskriven text som fokuserar på sambanden mellan arbetsplatsens ledarskap, medarbetarskap, trivsel samt effektivitet. I resultatet framkom det att respondenterna önskar ett ledarskap som främjar goda relationer, hög trivsel och effektivitet genom att ledaren är lyhörd, inkluderande samt kan planera och strukturera arbetet på ett bra sätt. Dessa beteenden går att hänföra till de struktur- och relationsorienterade ledarskapsdimensionerna och utesluter därmed den förändringsorienterade dimensionen. I slutsatsen framgår vikten av att tillämpa samtliga av de tre dimensionerna struktur, relation och förändring för att uppnå ett högt medarbetarskap, god psykosocial arbetsmiljö och effektiv produktion. Utifrån slutsatsen har sedan en praktiskt användbar ledarskapsmodell tagits fram för tjänstemän i byggproduktion. Förslag på fortsatta studier inom ämnet är att göra en bredare undersökning där studien fokuserar på såväl mindre som större byggföretag i hela Sverige för att därmed åstadkomma ett fullt generaliserbart resultat.
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Kopparmalms, Frida, and Annica Lund. "Vilken ledarstil är önskvärd ur ett medarbetarperspektiv? : En kvantitativ studie om ledarstilar." Thesis, Högskolan i Gävle, Avdelningen för socialt arbete och psykologi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19741.
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The purpose of this study was to examine the leadership style that is preferred by the employees from a psychosocial- and productive perspective. The study is based on Lewin et al´s research on the three leadership styles authoritarian, democratic and laissez-faire leader. This is a quantitative study with a questionnaires as data collection method. The sample consisted of individuals working in a municipality in one nursing unit. The data from the survey were analyzed by three separate one-way depending ANOVA in IBM statistics SPSS 22. As the leadership groups were compared with each other, the results showed, just as previous research, that the democratic leadership style was most preferable from both psychosocial and productivity perspective. The study is based on three hypotheses, hypotheses 1 and 3 was confirmed by the results while hypothesis 2 was rejected. Employees prefer a leadership style that promotes participation and collaboration that creates a foundation to work independently.<br>Syftet med studien var att undersöka vilken ledarstil som är önskvärd av medarbetarna ur ett psykosocialt- och produktivt perspektiv. Studien baseras på Lewin et al´s forskning om de tre ledarstilarna auktoritär, demokratisk samt låt-gå ledaren. Detta är en kvantitativ studie med enkäter som datainsamlingsmetod. Urvalet bestod av individer som arbetar på en kommun inom omvårdnadenheten. Datat från enkäten analyserades genom tre separata envägs-beroende ANOVA i IBM statistics SPSS 22. Då ledarstilsgrupperna jämfördes med varandra visade de på, precis som tidigare forskning, att den demokratiska ledarstilen var mest önskvärd ur både psykosocialt och produktivitetsperspektiv. Studien baseras på tre hypoteser, hypotes 1 och 3 bekräftades genom resultatet medan hypotes 2 förkastades. Medarbetarna föredrar en ledarstil som förespråkar delaktighet och samverkan som skapar en grund och trygghet för ett självständigt arbete.
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Ribeiro, Mônica de Fátima Vetromille. "Estudo de caso para ensino: deixa a vida me levar: o ônus da liderança laissez-faire no serviço público em detrimento da liderança contingencial." reponame:Repositório Institucional do FGV, 2015. http://hdl.handle.net/10438/13617.
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Previous issue date: 2015-03-26<br>This paper analyzes the use of Case Study Teaching and its general rules, such as a pedagogical tool used in courses or courses that focus on the Government, as well as for use in cases of debates in organizational working groups to decision making. Presents the creation of a case and its pedagogical notes. This event, created by the author of this work, addresses on as an area manager of Human Resources of a Federal Institution of Higher Education deals with the management of their work processes and how it relates to employees, according to your style leadership.<br>O presente trabalho faz uma análise do uso de Estudo de Caso para Ensino e suas regras gerais, como uma ferramenta pedagógica utilizada em disciplinas ou cursos que tenham como foco a Administração Pública,assim como para utilização em debates de casos em grupos de trabalho organizacionais para a tomada de decisões. Apresenta a criação de um caso e suas notas pedagógicas. Tal Caso, criado pela autora do presente trabalho, aborda sobre como um gestor da área de Recursos Humanos de uma Instituição Federal de Ensino Superior tratada gestão de seus processos de trabalho e como se relaciona com os funcionários, de acordo com o seu estilo de liderança.
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Hall, Emily M. "The Poor People's Campaign : how it operated - and ultimately failed - within the structure of a formal nonprofit." Thesis, 2012. http://hdl.handle.net/1805/7993.
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Indiana University-Purdue University Indianapolis (IUPUI)<br>This thesis shows that because the Poor People’s Campaign was created by and operated within the formal structure of the Southern Christian Leadership Conference (SCLC) - a nonprofit organization - it was unable to achieve success by almost any measure. SCLC’s organizational structure made it extremely difficult to create a national campaign from the ground up, and its leadership strategy guaranteed that it would be virtually impossible to sustain that kind of national campaign.
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Hall, Emily. "The Poor People’s Campaign: How It Operated - and Ultimately Failed - Within the Structure of a Formal Nonprofit." Thesis, 2012. http://hdl.handle.net/1805/3623.
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This thesis shows that because the Poor People’s Campaign was created by and operated within the formal structure of the Southern Christian Leadership Conference (SCLC) - a nonprofit organization - it was unable to achieve success by almost any measure. SCLC’s organizational structure made it extremely difficult to create a national campaign from the ground up, and its leadership strategy guaranteed that it would be virtually impossible to sustain that kind of national campaign.
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"Influence of transformational, autocratic, democratic, and laissez-faire leadership principles on the effectiveness of religious leaders." UNIVERSITY OF PHOENIX, 2010. http://pqdtopen.proquest.com/#viewpdf?dispub=3370948.
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Macedo, Fernanda Maria Rodrigues da Silva. "Organização escolar e sucesso educativo: Que relação? Um estudo de caso." Doctoral thesis, 2014. http://hdl.handle.net/11328/2037.
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Pillay, Maganagie. "Emotional intelligence and leadership styles in a petrochemical organisation." Diss., 2014. http://hdl.handle.net/10500/13469.
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The aim of this study was to determine the relationship between emotional intelligence and leadership styles in a petrochemical organisation (represented by transformational, transactional and laissez-faire leadership styles) and to determine if emotional intelligence can predict an effective leadership style. Leaders (N = 161) were selected from a business within a South African petrochemical organisation. Self reports from the EQ-i and the Multifactor Leadership Questionnaire (MLQ Form 5X) were analysed. Correlation analyses indicated statistically significant relationships between emotional intelligence and transformational and laissez-faire leadership. Findings indicated positive correlations between emotional intelligence (specifically adaptability) and transformational leadership. Negative correlations were obtained between emotional intelligence (specifically intrapersonal skills) and laissez-faire leadership. Theoretical implications and practical applications of these findings were discussed.<br>Psychology<br>M.A. (Industrial and Organisational Psychology)
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Elias, William, Daniel Johansson, and de Voort Oscar van. "Brace yourself, Gen Z is coming! : A qualitative study about Swedish Generation Z’s leadership preferences in entry-level jobs." Thesis, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52905.
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Background: In recent years, a new generation has rapidly entered the workforce and when this happens it is assumed that some level of disruption will come along. Since Generation Z have only been in the workforce for short amount of time, there is a lack of crucial research regarding their perceived experiences. Because different generations are assumed to have different values, a prominent challenge for organizations is how to correctly lead them. In other words, leadership preferences may differ when a new generation comes into play. Problem: As of today, there is a substantial knowledge gap regarding Generation Z preferred leadership styles among entry-level jobs. This knowledge gap can cause devastating effects for future organizations. Generation Z is a force to be reckoned with and shall soon become a prevailing member of the labor market in the near future. Purpose: The purpose of this study was to analyze the Swedish Generation Z preferred leadership styles, based on lived experiences in an entry-level job and to what extent they prefer transformational, transactional or laissez-faire leadership. The findings are expected to contribute to existing and new theoretical insights regarding Gen Z leadership preferences. Method: The research was conducted through seven qualitative semi-structured, open-ended interviews, which were analyzed using interpretive phenomenological analysis (IPA). Results: The findings described Generation Z ideal leader based on their thoughts and lived experiences. Gen Z prefers a leader that displays individual consideration, inspires followers and acts as a role model. These characteristics traits bare close resemblance of a transformational leader compared to transactional or laissez-fair leader. Acknowledging these results could contribute to a competitive advantage for organizations during their recruitment and development phase of Gen Z employees.
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Guiomar, Andreia Sofia Botelho. "Relação entre os estilos de liderança transformacional, transaccional e laissez-faire e o comprometimento organizacional." Master's thesis, 2010. http://hdl.handle.net/10400.12/4026.
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Dissertação de Mestrado apresentada ao ISPA - Instituto Universitário<br>O processo de interacção entre líderes e subordinados denomina-se por liderança, onde
um líder tenta influenciar, motivar o comportamento dos seus subordinados para realizarem os
objectivos organizacionais de forma adequada. Por sua vez, o comprometimento organizacional
pode ser concebido como um laço psicológico que caracteriza a ligação dos indivíduos à
organização e que tem implicações para a decisão de nela permanecerem.
No presente estudo analisou-se a relação existente entre os estilos de liderança e o
comprometimento organizacional, procurou-se também estudar quais os estilos de liderança que
melhor podiam predizer o comprometimento organizacional. Para tal, foram utilizadas dois
instrumentos, a adaptação portuguesa do “Modelo das três componentes do comprometimento
organizacional” de Meyer e Allen (1991) e versão portuguesa do Multifactor leadership Questionnaire -
5x (MLQ) de Bass (1997), numa amostra composta por 149 profissionais de um organismo do
estado. O estudo foi de carácter correlacional e transversal.
Em todos os testes estatísticos efectuados, o nível de significância adoptado foi α=0,05.
Os resultados obtidos relevam a existência de correlações positivas entre a liderança
transformacional e comprometimento afectivo (r=,249; p=,002); a correlação entre liderança
transaccional e o comprometimento afectivo também é positiva (r=,282; r=,000); de igual modo
a correlação entre liderança transformacional e o comprometimento normativo (r=,319; p=,000),
e liderança transaccional e comprometimento normativo (r=,361; p=,000) é positiva. Por último,
as correlações entre liderança transformacional e transaccional com o comprometimento
calculativo não são significativas (r=,034; p=,683) e (r=,090; p=,276) respectivamente. Através do
modelo de regressão linear múltipla verificamos que só a liderança transaccional é significativa a
predizer o comprometimento afectivo (β= ,423; t(146)=2,58;p=,011) e normativo (β= ,327;
t(146)=2,025;p=,045).<br>ABSTRACT: The interactive process between leaders and subordinates is called leadership, where a
leader attempts to influence and motivate the conduct of their subordinates in order to achieve,
effectively, organizational goals.
On the other hand, organizational commitment can be conceived as a psychological bond
that characterizes the connection of individuals to the organization, and that connection has
implications in their decision to remain in the organization.
The purpose of this study is to analyze the relationship between leadership styles and
organizational commitment and also study which leadership styles could better predict the
organizational commitment. For this, two instruments were used: the Portuguese adaptation of
the “Three-component Model of Organizational Commitment” of Meyer and Allen (1991) and
the Portuguese version of the Multifactor leadership Questionnaire-5x (MLQ) de Bass (1997), with a
sample of 149 professionals from a state agency. The study was correlational and cross-cutting
nature.
In all statistical tests performed, the level of significance adopted was α=0,05. The results
reveal the existence of positive correlations between transformational leadership and affective
commitment(r=,249; p=,002); the correlation between transactional leadership and affective
commitment is also positive (r=,282; p=,000); likewise is a positive the relationship between
transformational leadership and normative commitment (r=,319; p=,000), and transactional
leadership and normative commitment (r=,361; p=,000). Finally, the correlations between
transformational and transactional leadership with calculative commitment are not significant
(r=,034; p=,683) and (r=,090; p=,276) respectively. Through multiple linear regression model we
found that only the transactional leadership is significant in predicting the affective commitment
(β= ,423; t(146)=2,58;p=0,011) and normative (β= ,327; t(146)=2,025;p=,045).
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Couto, Pedro Miguel Almeida. "Estilos de Liderança: Aplicação a 360º do Modelo de Bass e Avolio a uma Empresa do Setor Industrial." Master's thesis, 2017. http://hdl.handle.net/10284/6161.
Full textAbstract:
O tema deste trabalho é a liderança e a perceção que existe da mesma, seja do ponto de vista de quem a exerce, os líderes, seja sobre quem é exercida, os subordinados. A liderança é um tema em constante metamorfose desde que começou a ser notado pelos investigadores. Com a nova e excitante revolução industrial que estamos a presenciar, torna-se interessante efetuar estudos relacionados com a liderança de forma a podermos aproveitar o que poderá ser o último século em que, efetivamente, vamos exercer uma força de trabalho em grande escala. Por isso, compreender numa base mais científica aquilo que poderá ser o epíteto do relacionamento entre líderes e subordinados torna-se um tema interessante.
Os objetivos desta dissertação são aferir os Estilos de Liderança presentes na empresa, através da auto perceção dos líderes e a perceção dos subordinados, comparar o modelo de Bass e Avolio com o dos resultados deste estudo e apurar qual a influência dos Estilos de Liderança ao nível da Satisfação, Eficácia e Esforço Extra na perceção dos subordinados. Para isso, será aplicado um modelo de Estilos de Liderança - Multifactorial Leadership Questionnaire® (MLQ) da autoria de Bass e Avolio, a uma empresa do setor industrial.
As principais conclusões apontam para uma diferenciação no que respeita à perceção de liderança entre líderes e subordinados, desigualdade entre os itens que compõem as categorias dos Estilos de Liderança do modelo e os resultados encontrados na empresa em estudo e que o estilo de Liderança Transformacional é o que produz maiores impactos na Satisfação, Eficácia e Esforço Extra.<br>The theme of this work is leadership and the perception that exists of the it, from the point of view of the one who exercises it, the leaders, or over whom it is exercised, the subordinates. Leadership has been a subject in constant metamorphosis since it began to be noticed by researchers. With the new and exciting industrial revolution we are witnessing, it is interesting to conduct leadership studies so that we can take advantage of what may be the last century in which we will effectively exercise a large-scale workforce. Therefore, understanding on a more scientific basis what might be the epithet for the relationship between leaders and subordinates becomes an interesting topic.
The objectives of this dissertation are to assess the leadership styles present in the company through the self-perception of leaders and the perception of subordinates, to compare the Bass and Avolio model with the results of this study and to determine the influence of leadership styles at the level of satisfaction, effectiveness and extra effort in the perception of subordinates. To this end, a model of leadership styles - Multifactorial Leadership Questionnaire® (MLQ) by Bass and Avolio, will be applied to a company in the industrial sector.
The main conclusions point to a differentiation in the perception of leadership between leaders and subordinates, an inequality between the items that make up the categories of leadership styles of the model and the results found in the company under study and that the transformational style of leadership is the one that produces greater impacts on satisfaction, effectiveness and extra effort.
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Beggs, Bradley D. "An Analysis of Transformational, Transactional and Laissez-Faire Leadership Styles Between Professional and Student Leaders in Collegiate Outdoor Programs." 2008. http://trace.tennessee.edu/utk_gradthes/335.
Full textAbstract:
This thesis is a quantitative research project that investigates the leadership styles of collegiate outdoor program leaders. The purpose of this study was to gain knowledge of the leadership style(s) of collegiate outdoor program leaders, particularly between student and professional leaders. A purposive sampling method was used to select outdoor programs as well as to solicit participation using an email listserv maintained by the Association for Outdoor Recreation and Education (AORE). A total of n=113 leaders responded., resulting in 80 complete sets of data. The Multifactor Leadership Questionnaire Short (MLQ5x) was used to determine leadership styles. A repeated measures ANOVA shows that collegiate outdoor student and professional leaders share the same leadership styles.
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Manda, Badnock. "A comparative study of leadership style fostering commitment to product quality in the manufacturing industry / Badnock Manda." Thesis, 2014. http://hdl.handle.net/10394/11833.
Full textAbstract:
This study was commissioned to examine the applied leadership styles that foster organisational commitment and product quality commitment levels of two groups of employees working at two different business units of same private sector steel manufacturing company in Gauteng. The samples included 226 production employees from business unit ‘A’ and 190 production employees from population ‘B’. The combined sample of 416 included 83 managers and 333 low level employees.
Leadership style data was collected through the Multi-Factor Leadership Questionnaire (MLQ) from the managers and Organisational and Product Quality data was gathered through the Employee Questionnaire (EQ). The MLQ measured nine constructs of the Full Range Leadership Theory while the EQ measured four constructs of identification, affiliation, exchange and product quality commitment levels among lower level employees. A total of 416 questionnaires were distributed and 274 were received.
The data was analysed statistically to define the leadership styles, the levels of organisational and product quality commitment and come up with correlations. It was found that transformational and transactional leadership styles were predominant at both business units. Laissez-faire style was also being used at business unit ‘A’. The leadership styles were found to be below the ideal levels for effective leadership. Leaders were perceived to be active managers and not leaders. The organisational and product quality commitment levels among employees were found to be marginal at both units. The top leadership styles and commitment levels trended the same and scored closely for both business units with small variations. The results were comparable.
Positive correlations were found between identification commitment (0.305 for ‘A’ and 0.481 for ‘B’) and product quality commitment among employees. It was concluded from the correlations that the higher the levels of organisational commitment, the higher the levels of product quality commitment among employees. By statistical averages, it was concluded that higher levels of transformational leadership fosters higher levels of identification commitment and product quality commitment among employees.
Demographics affected the way the respondents answered the questions. A leadership model complete with recommendations was proposed with the intention of increasing leadership effectiveness in order to positively impact and foster product quality commitment among employees.<br>MBA, North-West University, Potchefstroom Campus, 2014
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Góis, Carina Sequeira. "Lideranças transformacional, transacional e laissez-faire : um estudo de caso." Master's thesis, 2011. http://hdl.handle.net/10437/2675.
Full textAbstract:
Orientação: Ana Paula Silva ; co-orientação: Isaura Pedro<br>O presente trabalho é uma investigação quantitativa que se propõe relacionar vários níveis de liderança e diferentes tipos de liderança nos estabelecimentos do 1.º ciclo de um agrupamento de escolas, através do levantamento e análise das perceções dos professores que aí exercem funções.
O instrumento de recolha de dados que utilizámos foi o Multifactor Leadership Questionnaire (MLQ) da autoria de Avolio e Bass (2004). O objetivo primordial foi aferir a incidência de comportamentos de liderança transformacional, transacional e laissez-faire num agrupamento de escolas, de forma a contribuir para a discussão e reflexão acerca das lideranças em contexto escolar.
As principais conclusões que extraímos deste estudo foram que existe uma liderança vincada na nossa amostra, predominantemente Transformacional. Para além disso, verificámos que não foram percecionados nos líderes comportamentos característicos da Liderança Laissez-Faire.<br>This work is a quantitative research that aims to relate various levels and types of
leadership at four elementary schools of a certain Group, through the survey and analysis of
teachers‟ perceptions.
The data collection instrument we used was the Multifactor Leadership
Questionnaire (MLQ) by Bass and Avolio (2004). Our aim is to check the incidence of
transformational, transactional and laissez-faire leadership behaviour in a group of schools in
order to contribute to the discussion and reflection about school leadership.
The main conclusions we drew from this study is a perception of a strong leadership
in our sample, predominantly transformational. In addition, we found that the leaders‟
behaviours were not perceived as revealing Laissez-Faire leadership characteristics.
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Sayed, Habiba. "The influence of principal leadership on school performance : a case study in selected Gauteng schools." Diss., 2013. http://hdl.handle.net/10500/10494.
Full textAbstract:
This study sought to analyse the influence of principal leadership on the performance of selected schools in the Gauteng Province of South Africa. The problems addressed in the research were what leadership and leadership styles in the school context entail, concept of school performance, attributes of leadership as perceived by principals and how these attributes impact on school performance and establish whether school performance is dependent upon principal leadership and his/her leadership style. It was a qualitative study. Stakeholders of the schools were interviewed and observations were made. The relationship between leadership and leadership style, in general, and school performance were investigated. The research established that unless principals were well equipped with knowledge and skills in management and leadership, they would not be able to improve school performance.<br>Educational Leadership and Management<br>M. Ed. (Education Management)
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Dambi, Jorge Francisco. "Estilos de liderança, motivação e sistemas de recompensas para a melhoria da performance das PME's." Master's thesis, 2018. http://hdl.handle.net/10284/6976.
Full textAbstract:
Esta pesquisa tem por tema as “Estilos de Liderança, Motivação e Sistemas de
Recompensas para a Melhoria da Performance das PME's” e, em termos globais, visa
analisar os estilos de liderança adoptados pelas PME’s Angolanas, em particular na
provincia de Benguela, e qual o seu impacto nos resultados dessas organizações. O
objecto de estudo está baseado nos estilos de liderança, motivação e sistema de
recompensas.
Na democracia Angola, e na ainda recente assimilação dos princípios de economia de
mercado, a figura do líder deve abandonar os velhos paradigmas de gestão e integrar nas
suas funções os modernos princípios da gestão das organizações, não apenas
concentrado em atingir os objectivos da empresa, mas também em criar um ambiente
propício à participação e ao envolvimento dos funcionários, articulando estratégias para
que todos cresçam na e com a organização.
Deste modo, o objectivo geral da investigação é o de avaliar a percepção dos gestores
quanto ao seu estilo de liderança (transformacional, transaccional e laissez-faire) e o seu
impacto na performance da organização.
Para isso desenvolveu-se um estudo quantitativo, através de um questionário,
recorrendo, entre outras dimensões, ao Multifactorial Leadership Questionnaire (MLQ),
distribuido a uma amostra de 227 chefias.
Os dados foram analisados em SPSS, recorrendo-se a técnicas estatisticas com
frequencias, médias, desvio-padrão, teste t, ANOVA, teste de Tukey.
Os resultados evidenciam que os lideres percepcionam o seus estilod e liderança como
transformacional e reconehcem que a motivação e o sistema de recompensas tem um
forte impacto na performance da organização.<br>The theme of this reserch is " Leadership Styles , Motivation and Reward Systems for
Improved Performance of SMEs " and , overall , aims to examine the leadership styles
adopted by SMEs Angolan , particularly in the province of Benguela , and what their
impact on the results of these organizations . The object of study is based on the styles
of leadership, motivation and reward systems.
Democracy in Angola, and the recent further assimilation of the principles of market
economy, the figure of the leader must abandon old paradigms of management and
integrate their functions in the modern principles of management of organizations, not
just focused on achieving the company's objectives, but also in creating an environment
conducive to participation and employee engagement environment, articulating
strategies for all to grow in and with the organization.
Thus, the overall aim of the research is to evaluate the perception of managers regarding
their leadership style (transformational, transactional and laissez - faire) and its impact
on organizational performance.
To this end it has developed a quantitative study, using a questionnaire, using, among
other dimensions, the Multifactorial Leadership Questionnaire (MLQ), distributed to a
sample of 227 managers.
Data were analyzed using SPSS, resorting to statistics with frequencies, means, standard
deviation, T test, ANOVA, Tukey test techniques.
The results show that leaders perceive the estilod and its leadership as transformational
and reconehcem that motivation and reward systems has a strong impact on the
organization's performance.
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Demissie, Mesfin Molla. "Evaluating the perceived effectiveness of the leadership styles of deans in Ethiopian governmental technical and vocational education and training (TVET) colleges." Thesis, 2017. http://hdl.handle.net/10500/23607.
Full textAbstract:
The study evaluates the perceived effectiveness of the leadership styles of deans in Ethiopian governmental Technical and Vocational Education and Training (TVET) colleges. The study was contextualised within the domain of relevant leadership theory in chapter 2 (with specific emphasis on the Full Range Leadership model developed by Bass and Avolio), and within the field of Technical and Vocational Education and Training in chapter 3. A mixed method research methodology was employed in the empirical research. The quantitative part received the most emphasis, while a qualitative part was added to attempt to corroborate findings. Quantitative data were collected from teachers (219), student council members (65) and deans (10) in ten TVET colleges using the MLQ 5x short-form questionnaire, which is a standardised questionnaire of high repute. The quantitatively collected data were analysed and presented using both descriptive and inferential statistics. The qualitative part consisted of semi-structured interviews conducted with the ten deans and one TVET Bureau Head.
Quantitative findings indicated that the transformational and transactional leadership styles were observed far more frequently than the laissez-faire style. Perceptions regarding the effectiveness of deans, teachers’ job satisfaction and teachers’ willingness to make an extra effort were positively and statistically significantly influenced by the presence of both the transformational and the transactional leadership styles and to a slight extent, influenced negatively by the interaction effect of the two styles. Qualitative findings mostly corroborated the quantitative findings.
Recommendations emanating from the research inter alia include: Leadership training opportunities for TVET deans should be scheduled to enhance the appropriate leadership style practice of deans (especially the transformational style); resources (human, financial and materials) should be made available to TVET colleges to develop desired types of leadership in colleges; as part of the selection process when appointing new TVET deans, the leadership style/s that applicants use at that stage should be assessed; a staff-dean-team-approach will be productive if the dean practises a transformational-orientated style of leadership.<br>Educational Leadership and Management<br>D. Ed. (Educational Management)