Dissertations / Theses on the topic 'Organization culture and leadership'

CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior
The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.
O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.

Today’s organizations must meet the external and internal challenges of continuous change. Most traditional organizational models, however, are designed for stability, including forms of leadership that use top-down, command-and-control hierarchy to steer direction and work. This study explores an alternative phenomenon observed in practice, collaborative leadership culture (CLC). In CLC, organizations determine where they are going, coordinate work, and sustain commitment through broad participation, collaborative practices, and emergence. Scholars study similar phenomena using different names, including in the emerging area of relational leadership and in constructive-developmental theory, a stage theory of adult development. What has not been well researched is how these forms of leadership develop. The research that does exist emphasizes senior leaders as participants versus taking a whole systems approach. This study explores how CLC develops in organizations, aiming for a multi-level, systemic collection of data.

This research is a single case study that uses critical incident interviews (CIIs) to understand how a 100-person catering company in suburban Chicago, Tasty Catering, developed CLC. The study draws on CIIs with 30 members representing diverse company areas and roles. All participants completed the Leadership Maturity Assessment (MAP), a measure of human development. Participants also completed a preliminary Direction, Alignment and Commitment (DAC) survey intended to understand the extent to which participants perceive leadership outcomes are produced by their current form of leadership. Study findings were captured in a proposed conceptual model of how CLC develops. The conceptual model includes individual behaviors, or levers, that contribute to six organizational drivers that create the conditions for CLC. The data also indicate that complex individual development of members and/or formal authority holders as measured by the MAP is not a prerequisite for developing CLC in an organization. The study presents practical implications for organizations, leaders, teams, and leadership educators, as well as recommendations for future research.

This study is a comparative investigation of organizational leadership internationally in Australia, Singapore and Malaysia. The thesis developed is largely based on the "PM" (Performance/Maintenance) model of leadership developed by Misumi over the last three or four decades in Japan.The Misumi model sets a precedent interesting for its Eastern juxtaposition with Hofstede and for the tension it recognizes between behaviours general to all situations of organizational leadership and those which are context-specific. In addition to the focus on this theory in particular, the study examines the relationship of national and personal values to perceptions and interpretation of organizational leadership behaviour. The underlying purpose is to increase understanding of cross-cultural variables in the field of organizational leadership.For its premise, the research undertaken makes the suggestion that leadership behaviours are influenced by national cultural variables and therefore national similarities or differences are, at least to some extent, culturally determined. It is the scope of this cultural imperative which becomes the focus for the thesis. Hypotheses developed, and the data gathered to test them, centre on the perceptions of consistency between organizational leadership in Australia, Singapore and Malaysia.

The purpose of this quantitative study was to examine teachers' perceptions of an association between principal leadership and their leadership competencies on a schools' culture. This paper explored teachers' perceptions of principal leadership and the health of the school culture. In a Southern California school district 835 teachers were e-mailed 2 surveys for a quantitative study, 68 participants completed the surveys. The first survey focused on teachers' perceptions of principal leadership competencies, which were identified in the literature. The other survey from Dr. Christopher Wagner (2006) focused on the health of the school culture. The survey included 4 teacher demographic variables: years of experience, gender, years at current school, and age. This study found a significant connection between teachers' perceptions of principal leadership and school culture using a Pearson correlation test. This study adds to the existing body of knowledge for education, and this paper focuses on teachers' perceptions of principal leadership.

This thesis explores the theme of leadership in the NHS, specifically focusing on nursing. Leadership has become an important area in recent years, particularly in relatiion to improving efficiency, effectiveness and quality of services. As nurses provide 80% of care in the NHS, their role is pivotal in achieving any change. Despite the importance placed on leadership in the NHS, literature shows little is known about perceptions of leadership, how leaders function or what importance staff place on the culture and context in which they work. This study is based on the findings of 28 qualitative interviews with leaders in two health boards in Scotland. Through the presentation of informants' perceptions, beliefs and collective accounts, the study illustrates how staff view leadership in the NHS and provides some significant results. Firstly, it proposes that leadership is comprised of two elements; one relating to individuals and one relating to how individuals function in organisations. Secondly, it indicates three models of leadership are particularly relevant and how these differ according to role and hierarchy. Thirdly, it reveals leadership and management as disticnct components. In nursing a number of complexities make these roles challenging, and the culture and context of health borads influence how these fundtion in practice. Finally, this research concludes that staff value a clear set of characteristics, styles and behaviours not related to vision and change but which centre on character, values, integrity and engagement. The study has considerable impolication for emerging work on leadership in the NHS and for the future development of leadership roles in nursing.

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Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.

This project proposes is focus on having diversity in workforces of different cultures within theglobalized world that we live in. It is not enough to be perceived as effective in a singleorganization or by one nation. Leaders must look to understand how this can create acompetitive advantage and really should have skills that are perceived as effective by manydifferent people, despite cultural differences.The aim of this research is to have a better knowledge of how a leader can be perceived aseffective in a diverse workforce in Swedish and Thai context. And we also would like to knowthe employees’ expectation toward their future manager.To figure out the employees’ expectation, we conduct a questionnaire which was send to ourrespondents in both Thailand and Sweden. We are choosing currently workforce and futureworkforce of both countries to be our respondents. We also interview manager who have beenworked in multinational company about their experience of working in internationalenvironment.

Child and family nonprofit organizations are essential for the implementation of United States public policy in their role as service providers. Human service nonprofit organizations held approximately 20,000 government contracts, totaling more than $100 billion in 2009 (Boris, deLeon, Roeger, & Nikolva, 2010). Almost 33,000 human service nonprofit organizations contract with the government to deliver services (Boris, et al., 2010). The services provided by these organizations are critical to the lives of vulnerable American citizens. These organizations depend on committed employees to serve this group, carry out the mission, and reach organizational goals. Employees are nonprofit organizations’ greatest resource, investment, and also expense (Rutowski, Guiler, & Schimmel, 2009), thus turnover is considered a critical problem facing the nonprofit sector (Salamon, 2012). Retaining highly committed employees in this important work has been of interest to those studying the nonprofit sector because it is a significant problem particularly in the area of human services (Mor Barak, Levin, Nissly, & Lane, 2006). This study asks if leadership and organizational culture have an impact on nonprofit employees’ commitment to their workplace. This quantitative research uses a quota sample of 103 nonprofit employees to understand the relationships between their perceptions of their managers’ transformational leadership, their perceptions of their organizations’ culture types (clan, adhocracy, hierarchy, market) and two important and distinct employee outcomes, affective commitment and turnover intention. The findings indicate that perceived transformational leadership matters to nonprofit employees as it positively predicts their affective commitment and negatively predicts their turnover intentions. The majority of respondents reported that they perceived their organizations as clan cultures, which are known to be friendly, personal places where belonging and connectedness is high. The findings also reveal that hierarchical cultures play a role in this predictive relationship, having a moderating effect on the relationship between transformational leadership and affective commitment. In contrast, the findings reveal that compared to clan cultures, hierarchical and market cultures may be problematic in that they positively predict employees’ turnover intentions. Further, perceived hierarchical cultures negatively predict the employees’ affective commitment.

- Summary -

- Is it possible to find an ideal leader that would be perceived as effective in four different countries? -

- What characteristics would this ideal leader have if taking the cultures and the countries’ different perspectives of effective leadership into consideration? -

The purpose with this thesis is to find an ideal leader that would be perceived as effective in four countries; Sweden, Great Britain, France and Germany. Due to the globalization of today it is not enough to be perceived as effective in one company or by one nation. An effective manager must have skills that are perceived as effective by many different people, despite cultural differences.

In order to find characteristics for this ideal leader our focus have been on finding similarities within the four countries and to determine what effectiveness means in each country. A questionnaire containing 41 questions about leadership effectiveness was formed and sent out to approximately 200-300 employees within the private sector in each country, whereas they needed to answer the questions with their current manager in mind. The result of this was 58 respondents from Sweden, 35 from Great Britain, 53 from France and 77 from Germany. To be able to develop this questionnaire and include as many aspects of leadership effectiveness as possible, three theories about leadership effectiveness were used as a ground base. A fourth theory represents cultural dimensions and thereby characteristics of the four countries, together with a general description of the stereotypical characteristic in each country. When the answers from the questionnaire were compiled, the theory and the descriptions concerning the cultural aspects were used as a comparison to the answers in order to get as legitimate facts as possible about the characteristics from each country.

The analysis mainly focus on correlations between certain questions, as this provide us with a better understanding of what aspects are important in relation to whether the manager is perceived as effective or not. The last question in the questionnaire, Q 41 if the manager is perceived as effective by others in the organization, has been seen as the most important question in relation to our topic and therefore it has been correlated with the rest of the questions (except for one question). The questions have been placed in different categories depending on what aspects they concern, and also in relation to what similarities the questions have, and this resulted in 13 indicators. Another group was added, which contained of three questions that did not fit anywhere in the 13 indicators. These indicators includes, among other things, charisma, structuring, communication skills, participation etc. In order to understand what aspects that were important in each country, correlations between Q 41 and the indicators where made and thereby a clearer picture appeared to us, about what characteristics the ideal leader should have.

After analyzing back and forth, three aspects/indicators were concluded to be the most important for a leader to be perceived as effective in all the four countries. These aspects concern the human aspect as well as concern for task, and an ability to lead the followers in a way that make them perform their best. The final characteristics that our ideal leader must have, among others, is to lead by setting an example, be optimistic, create team spirit and communicate information in an understandable way. We believe this information and the results from this thesis will provide us with useful and valuable knowledge in our future working life. However, the journey has been though and we have met several set-backs on the route. The hardest thing has been to get in contact with companies in the different countries and even harder to get the employees to answer our questionnaire. Still, we consider that the amount of respondents from each country have been enough to regard our results as valid.

- An ideal leader must, in order to be perceived as effective in the four different countries, be charismatic, have good communications skills, and put emphasis on team building among her or his employees. -

This qualitative study focuses on looking at how GirlVentures’—a non-profit with the purpose of empowering adolescent girls to develop self confidence and leadership skills—women of color experience support within and from the organization. An analysis of the organization’s overall history, functioning, culture, and aspects of experience for participants and employees of color will be obtained from interviews, coupled with my personal experience within the organization. An analysis of strengths and areas of growth for the organization will be worked in through out the study. This study hopes to assess and contribute to a higher quality of support for women of color involved with this organization in the future.

Although there is an inexhaustible interest in leadership, research continues to escalate. One arena of study which has been neglected is leadership in the nonprofit sector. The intent of this dissertation is to see how the leader influences the effectiveness of his organization. Also, organizational culture and socialization will be examined to see if these elements are at the disposal of the leader of this community-based, nonprofit organization to enhance organizational effectiveness. The site for this study is the community-based, nonprofit organization known as Total Action Against Poverty of Roanoke, Virginia (TAP), a Community Action Agency. The Executive Director's role is examined to see how his leadership maintains and enhances this effective nonprofit organization. Whether his leadership nurtures a synergy among the leaders via his influence upon the organizational culture and socialization processes is of particular interest to this study. The question is whether there can be found any conscious recognition of a specific or unified organizational culture and process of socialization, and further, whether there is any evidence that either is intentionally influenced by the leadership. The research design follows the case study methodology. Archival records are reviewed, and qualitative data are gathered from interviews with TAP leadership personnel and individuals who volunteer their services to the organization. The interview questions relate to: leadership influence, the organizational culture and socializtion. Other related data used for further documentation are promotional publications written by the organization's staff and local newspaper articles about the organization. Speeches and writings by the core leaders of TAP are also reviewed. These data provide a vital resource of comparison among the primary actors of the TAP organization, For analysis of data, the computer software program, WordCruncher, is used.
Ph. D.

Abstract Title: The Relationship between Leadership and Organizational Culture Level: Master Degree in Business Administration  Authors: Al Hareere, Rafeh and Bekic, Kenan Supervisor: Maria Fregidou- Malama  Examiner: Ehsanul Huda Chowdhury Date: 2018-10-10 Aim: The aim of the study is to explore the relationship between leadership and organizational culture in a financial organization. The study has been conducted in Handelsbanken, Sweden. Method: The study is based on ten qualitative interviews with managers and employees in Handelsbanken, Mid-Sweden offices. We used inductive approach by comparing findings with existing theory. Result & Conclusions: Leadership depends mostly on corporate values and individuals´ personalities within SHB.  We noticed predominantly notion of transformational leadership, consisting of democratic, empowering and participative leadership. SHB´s corporate culture is strong and cohesive, resembling mostly guided missile type of culture. We argue that leadership and corporate culture affect each other, in case of Swedish Handelsbanken through employee motivation and empowerment and internal recruitment and development of future managers. Suggestions for future research: We suggest a study where the possible existence of transactional and laissez faire leadership could be proven within a financial organization as well as studies on other types of corporate culture and conducting similar studies within financial organizations to make comparisons between the organizations. Contribution of the thesis: This study contributes to theoretical knowledge development about leadership and corporate culture and the interconnection between them within a financial organization, as presented in case of Handelsbanken, Mid-Sweden offices. Key words: Leadership, corporate culture, transformational leadership; democratic, empowering, participative leadership; guided missile corporate culture, financial organization

While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).

Abstract This action research addresses the deployment of Total Quality Management (TQM) principles in a high-technology new product development organisation. During the period of study, the organisation grew fast. High-technology product development and hypergrowth provided a unique combination of extreme conditions for the study. The existing concepts of TQM are presented as an organised map enabling strategic analysis for an implementation plan. The history of TQM dates back to the manufacturing industry. The key differences between product development as an operating environment and the industrial manufacturing environment are described. The deployment of TQM is described from the perspective of learning theories, leadership theories, studies of organisational culture and studies of teamwork. Based on the learning, a psychodynamic model of organisation is presented for better understanding the challenges of implementation. The results show that, in these specific conditions, organisational culture and leadership are of essential importance for the implementation of TQM. The study also shows that, in the given conditions, TQM is specifically a learning challenge. The results of this study are presented as a framework supporting the selection of TQM implementation objectives and the planning of a strategy for organisational learning.

Abstract The relationship between individual and organizational performance is a key challenge for leaders in modern organizations, especially with the current disruption in technology and innovation. This thesis is a literature review and compilation of the relevant empirical evidence on various processes of industrial groups and organizational characteristics such as the changing nature of work, leadership, and company culture in detail. I investigate the complex challenges that millennials and organizations are facing in the current VUCA work environment as well as their potential responses to these changes. I map out the evolution of the concept of work and compare changes in the workplace environment of the past, present, and future. Additionally, this thesis reviews the literature on organizational culture models, cultural fit and clash. I explore the intertwined differences and commonalities between management and leadership and also consider a gradual shift to a model of managerial-leadership in 21st century organizations. Furthermore, the research closely examines cultural change management through the lens of mergers and acquisitions. It also discusses next steps, like job redesign, team reorganization, and cultural reconciliation, to increase job satisfaction, employee motivation, and performance in future-ready organizations.

Thesis (Ed. D.)--University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on February 29, 2008) Includes bibliographical references.

The purpose of this research is to examine the relationship of managerial leadership and organizational culture based on the integration of the two culture theories of Grid and Group Competing Values Framework (Hierarchy, Market, Adhocracy and Clan Culture types), and the managerial leadership theory Full Range Leadership model (Transformational and Transactional Leadership behaviors). The study methods were comprised of a quantitative web based survey research with a convenience sample of an organization. The data was analyzed with Canonical Correlation as well as exploratory data analysis. The findings supported the relationship of Group and Clan cultures and Transformational leadership behaviors. More specifically, there was a relationship of Clan culture and Transformational leadership behaviors of Intellectual Stimulation, Idealized Influence, and Individualized Consideration. There was also support for Grid and Market culture and Transactional leadership behaviors. Market culture was specifically associated with Transformational Leadership behavior of Management by Exception. The unexpected findings were the relationship of Contingent Reward Transactional behavior and Market culture and the relationship of Group culture to Adhocracy culture. Overall, the finding of the research supported the relationship and integration of the culture theories of Grid and Group and Competing Values Framework and Transactional and Transformational Managerial Leadership behaviors of the Full Range Leadership Model.

Understanding why some individuals trust the organization, why other individuals do not trust the organization, and how trust influences action and culture is an important organizational tool. For organizations, the relationship between these three concepts helps select, place, and manage employees.

This research examined the National Testing Site (NTS) in Mercury, Nevada during the Cold War as a total institution environment experienced by service members who were involved in the development and testing of thermonuclear weaponry. The intersection among the forces of trust, duty, and organizational culture, and how they affected a soldier’s professional and personal actions, were the study’s essential constructs. This study was guided by the following research questions: What role, if any, did the relationship among trust, duty, and organizational culture play as the service members experienced their environment? To what extend did the cultural imperatives of trust, duty, and organizational culture (including rank) influence the organization from the perspective of the service members at the NTS?

This research examined the service members’ sense-making processes related to their experience of their environment using Interpretive Phenomenological Analysis. Three sources of historical documents were analyzed: oral histories, court documents, and personal memoranda and letters.

Findings indicated self-identity determined the degree in which the individual trusted the command structure or scientific data and that self-identity predicted the object of the individual’s trust and the degree of influence duty had in compliance with the organizational culture. Findings suggested both trust and distrust were evident in service members’ experience of the NTS. However, distrust was a fluctuating construct and occurred in tandem with trust and in isolation from trust. Finally, analysis revealed no direct references to patriotism, a remarkable finding in the Korean War and McCarthy Cold War era on a military base. These findings provided support for the understanding of organizational culture as dynamic, interlaced with individual identity, and as key factors in the relationship with trust and duty.

Thesis (Ed. D.)--Illinois State University, 1998.
Title from title page screen, viewed July 6, 2006. Dissertation Committee: Sally Pancrazio (chair), Ramesh Chaudhari, Larry McNeal, Richard Streedain. Includes bibliographical references (leaves 107-115) and abstract. Also available in print.

Abstract Title: The Impact of Organizational Culture and Leadership on Organizational Innovation Level: Final assignment for Master Degree in Business Administration Authors: Ruzlin Akter and Shashiprabha Rathnayaka Supervisor: Zahra Ahmadi, PhD Examiner: Maria Fregidou-Malama, PhD Date: 2019 – January Aim: The aim of the study is to explore the impact of organizational culture and leadership in the development of organizational innovation. Method: The study is based on twelve qualitative interviews from six different organizations. The organizations have been selected randomly but with consideration of innovativeness. Two of the organizations have been selected from Sri Lanka and four organizations from Sweden. This study has been conducted by following an inductive qualitative research method using structured and semi-structured interview. Inductive approach has been followed to analyze the data. Result & Conclusion: Organization culture and leadership together have an influence for developing innovation. The findings of the study suggest that process and job oriented culture, and transactional leadership has both positive and negative impact in developing innovation. Our findings suggest that result oriented culture, employee oriented culture, pragmatic culture, open system and transformational leadership are more effective than process oriented, job oriented, normative culture and transactional leadership for developing innovation. Suggestion for Future Research: Though this study has used six organizations, the numbers of participants is low for each organization. This study has not focused on any specific industry and national culture. Therefore the suggestion for further study is to use more participants and to be industry specific. Researcher can also go in depth to identify which factors are particularly the reasons for the failure and success of innovativeness to this particular industry through comparing the national culture. Contribution: This study has made a theoretical contribution by connecting organizational culture and leadership with innovation and provides a new reflection regarding the impact of ii process oriented culture and job oriented culture. This study contributes to the implication to managers where managers can serve best for the culture while knowing about the influential result of the culture and leadership on innovation. With the help of this study, organizations will be able to identify the factors that may help them to be innovative and competitive in market. Ultimately the organization will be able contribute to the national economy of its country. Key words: Organizational Innovation, Leadership, Organizational Culture.

The thesis deals with the issue of organizational culture in two completely different environments of non-profit and business organizations. The main subject of applied research is analysis of the individual elements of organizational culture, among which special attention is paid to issues of leadership style and leadership in general. This to be always in the context of appropriate organizational culture with all its features. The first part deals with the theoretical definition of basic concepts and prepares the basis for an analysis of the main aspects of both environments from the perspective of individual components cultures with an emphasis on leadership, as such. The objective is to describe the main differences from both studied environmenta and derive recommendations for executives from non-profit as well as business organizations.

We are emerging from a decade plagued with headlines of crises that tell the narrative of the cost of organizational culture. Evolving before our eyes, the world is acutely focused on the actions of individual leaders and the organizational cultures that have cultivated low-trust and high-fear environments, dysfunctional and failing organizational cultures. Drawing from research in organizational theory, moral philosophy, psychology and sociology, the study focuses on organizational cultures, the role of leadership in enabling healthy cultures. This exploratory, qualitative study utilizing the grounded theory approach addressed the question of how organizations are establishing and reinforcing acceptable ethical leadership behaviors and principles and the factors critical in the role of leadership as an enabler of ethical cultures. The research explores how these leadership behaviors are manifested, and what is the impact and potential consequences these leadership behaviors have on creating healthy organizational cultures. The framework for this exploratory study was to research the questions and assess the phenomena from multiple perspectives. A process of data triangulation was performed, including an evaluation of multiple forms of primary and secondary sources. An analysis of the convergence and disparities of the data patterns resulted in the emergence of the key factors informing the grounded theory. The study points to the importance of leaders as visible and reflective models of organizational culture, especially at the middle layer of the organization. The study points to some emergent themes and effective practices that organizations can utilize to build and frame their ethical leadership development programs and initiatives. These themes include that rules and policies alone, do not provide a sustainable framework for mitigating leadership behavior. Other themes include social learning tools as channels for reinforcement and peer support of ethical decision making practices, evaluation of multiple perspectives of a situation, framing guidance with a tone set through the middle layer of an organization, and implementing diverse activities with a cadence of frequent contact over time. Implications and recommendations for leadership development in the areas of organizational development and business ethics are outlined. Suggestions for future study include organizational reputation management, phenomena of sensationalism and global transparency.

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Although cross-cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of non-western theories beyond their original contexts. The purpose of this study is to examine the cross-cultural endorsement of paternalistic leadership, an emerging non-western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE’s data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed.
Paternalistic leadership is a flourishing area in leadership literature, traditionally assumed to be culture bounded. However, empirical evidences have suggested that rather than national cultures, the conditions under which paternalistic leaders are effective can be related to the fit between the style of a leader and that of his or her followers. In the present research, we focus on paternalistic leadership and contrast it with empowering leadership, as two opposite ways on how leaders influence followers, to explore the individual conditions under which both styles can be effective. Adopting a follower-centered approach, we base our arguments on person-supervisor (P-S) fit theory and regulatory focus theory to propose that leadership effectiveness may be contingent to followers’ own values and motivational needs. We expected paternalistic leadership behaviors (e.g, authority, benevolence, support) to supply motivational needs for predominantly prevention-focused followers, and empowering leadership behaviors (e.g. empowerment, encouragement and autonomy) to supply motivational needs for predominantly promotion-focused followers. Using data collected from two experimental studies and a business simulation, we found support for these ideas, showing that fit increased followers’ perception of attitudinal and behavioral outcomes, such as in-role and creative performance.

The public's continued disappointment with public education and the call for both teacher and student accountability is requiring a response from educators. School divisions in the state of Virginia are developing educational policies that address the state's Standards of Learning Objectives. Administrators and teachers continue to search for innovative ways to adapt the curriculum to guarantee individual student and school success for meeting accreditation requirements in the 2006-2007 school term. This demand for both student and teacher success has created an intense anxiousness among all persons involved in the educational process. The focus of this study was to determine what makes one school more successful in promoting student achievement on the Virginia Standards of Learning assessment than another comparable school. The exploration of a school's organizational structure, leadership practices, teaching behaviors of instructional personnel, school culture, and parent support were studied to determine their effect on student performance on the Standards of Learning assessments. The researcher was concerned with understanding of educational practices that would enrich the thinking of principals, teachers, and parents as they continue to accomplish Virginia's prescribed SOL benchmarks. Data was collected through classroom and school observations and interviews with the principals, teachers, and parents of the two schools. A cross-case comparison of the targeted schools was performed to check for commonalties and differences. Several variables emerged from the data that have implications for educators who desire to improve the effectiveness of their organizations and student achievement. An environment that promotes a sense of professional community, teacher efficacy, and a common commitment among stakeholders enhances teacher and student achievement. Principals willing to share leadership with teachers and parents have effective schools. They inspire and motivate teachers. Effective principals have high-energy levels. They listen to the people they serve. A school culture that encourages and rewards risk-taking serves to enhance teacher and student performance. Effective schools have positive, relaxed work environments. Principals that develop strong interpersonal relationships inside and outside the school positively influence student achievement and performance.
Ed. D.

The top leader of an organization influences the organizational culture, and the organizational culture influences the leader. Strategic thinking on the part of the leader is a result of organizational culture and/or will impact organizational culture. This qualitative study is a comparative multiple-case study that examines the relationship between leaders and organizational culture and what the leader’s strategic decision-making and organizational changes indicate about the relationship between leadership and organizational culture. The organizational context of private schools is used to better understand the dynamics between leadership and organizational culture. This study uses an interview protocol with CEOs of private schools, a macroculture in the United States, to solicit the leaders’ perspectives on their school’s organizational culture and their perspectives on the specific strategic decisions made by those leaders in the context of that organizational culture. This study focuses on six different schools in Virginia, all approved through accrediting procedures by the Virginia Council for Private Education -- a shared organizational context. Individual focal points for data collection and analysis include individual school websites, published school documents, and required accreditation documents as well as structured interviews with the CEOs of each school. This study examines the cycle of influence that the leader has on the organization through strategic thinking and the influence that the organizational culture has on the leader. Three findings expressed how the leader influences the organizational culture. There were also three findings on how the organizational culture influences the leaders. Two additional findings are on what change indicates about the relationship between the leader and the organizational culture. These findings reveal that a focus on relationships in the school, a willingness to target specific growth for the individual school, and goals that were expressed spiritually as well as academically are key to the leaders. The study also found that the school cultures identified strongly and positively with that of being a family, spiritual focus operationally distinguishes the school cultures, and spiritual identity is also expressed as the relationship the school has to church. Two findings were identified relating to strategic decisions and change; these findings were that evidence of change should be visible and explicit within the organization and organizational change relates directly to focus for growth from the leader. These findings from this study support the conclusions that 1) Christian school leaders have a direct influence on the values and direction of the school’s organizational culture; 2) the Christian school’s organizational identity has a direct influence on the focus of the leader, and 3) changes targeted in Christian schools reflect the focus of the leader on growth. Findings from this research suggest that organizational culture is highly contextualized and as a result strategic thinking and decision-making on the part of the leader are also highly contextualized. Contextualization increases as the leader seeks to grow the organization or to change the organization. Understanding contextualization that exists, and how organizational culture changes as strategic decisions are made by the leader, has implications for further research in effective leadership, effective change, strategic thinking, and growing effective organizational cultures including private and public institutions of higher education and public and private corporate institution.

The research on the topic of leadership has long been the area of interest for scholars for many decades. Despite the extensive amount of literature available there is still a gap when it comes to research about the role of student organization in the leadership development of an individual. This thesis project, therefore, is designed in order to gain deeper understanding of the potential effect of a student organization on the leadership development of a student who took leadership position within student organization.  This ambition was accomplished through qualitative research with semi-structured interviews conducted in a case study of Erasmus Student Network. The results of the research have revealed certain link between the leadership development and person’s participation in the activities of student organization. Additionally, cultural aspect has been identified as the important factor of the organization. As the result of our findings, we may conclude that there is a positive correlation between student organizations providing a good opportunity for students to test their leadership abilities in a safe environment, while it was not possible to identify the extent of that impact on the leadership development of an individual.  We believe that our research may add value to the theoretical knowledge on the leadership topic in the context of student life while giving an opportunity for the reader to use the findings of this study as a practical information and guidelines for potential of student organization to have an impact on the future of an individual.

The relationship of leadership and organizational culture on performance has been empirically proven (Eppard, 2004), determining that the combination of transformational leadership and constructive culture yields in positive job performance, while on the contrary, transactional leadership and defensive culture has negative outcome. Given that both leadership and culture are constructs with differentiated variables (Bass & Avolio, 1993; Cooke & Szumal, 2000), different combinations of leadership style and organizational culture, could result in various outcome scenarios. Previous scholar findings about leadership and culture frameworks are abundant in developed economies, not so much in emerging regions such as Latin America, the latter with increasing importance in the worldwide economy. Particularly multilatinas, face the challenge of short term economic hurdles, outstanding therefore the importance of improving knowledge of leadership and organizational culture as key drivers for sustained growth and evolution. The objective for the proposed research was to identify the relationship between leadership style, organizational culture, and organizational effectiveness, in Latin American transnational corporations, or as so called, multilatinas. Surveys were implemented in three large multilatinas located in Central America and Andean region, in the retail, construction and food industries. Findings of the research pointed that the constructive culture was the most relevant variable in the development of higher attainment of organizational effectiveness, even beyond the transformational leadership. The Latin American multilatina leader was valued due to the heroic-ethic transformational profile in conjunction with the contingent reward transactional one. The ambiguity from followers appreciating a heroic leader, but at the same time demanding detailed direction from leaders, thus avoiding own responsibility, posed the need for future research for collective-empowering leadership rather than an individual one
Tesis

The purpose of this paper is to show how leadership and culture are critical factors in organizational change. The vehicle through which this point is proved is by analyzing the organizational change processes of mergers, as mergers involve leadership and culture. Successful mergers are very rare, and it is hypothesized that not enough attention is paid to leadership and culture during mergers. This paper analyzes many of the factors that related to leadership and culture, such as transparency, trust, communication, and vision. Not only does this paper analyze these topics, but it also examines and applies a successful change strategy, tailored for mergers.

The primary purpose of this research was to test the capability of the Organizational Change in Cultural Context (OC³) Model (Latta, 2009, 2011) to predict responses to change. According to Latta, predictions of resistance to or facilitation of change can be predicted by utilizing organizational culture and its alignment with the content and implementation strategies of the change. The setting for this research was a small elementary school in western Pennsylvania during implementation of a reform model known as Response to Instruction and Intervention (RTII). This qualitative study: 1) investigated the culture of the school using Martin’s (1992, 2002) three perspective framework; 2) analyzed the content and implementation strategies associated with implanting the RTII change initiative; 3) made predictions based upon the interaction effects specified by Latta’s (2011) OC³ Model with the assistance of a panel of experts; and 4) evaluated those predictions using self-report data from participants at the target institution and members of the implementation team.

Dissertação de mestrado, Gestão de Recursos Humanos, Faculdade de Ciências Humanas e Sociais, Universidade do Algarve, 2016
This thesis is aimed to examine the relationships between leadership, organizational culture and performance in the context of non-profit organization management. The context of non-profit organizations is specifically worth attention because these organizations have to adopt different attitude to their stakeholders and different organizational strategies, compared to the corporate organizations. That makes the question of authentic guidance, and strong organizational culture even more important for non-profit organizations. The research was applied to international non-profit organization called AIESEC, and conducted in the international ambience, involving participants from Portugal and Ukraine. AIESEC is an international non-profit organization run by students and recent graduates with the main focus on international exchange, world issues, leadership and management. Portugal and Ukraine were chosen as main countries involved in this study, as the researcher worked in AIESEC in both countries and was familiar with the reality of organization in those countries. It was hypothesized that organizational performance in non-profit organizations is influenced by leadership and organizational culture, also that culture is a mediator in this relationship. Besides that, this is study was called to reveal the nature of leadership and of current and ideal organizational cultures in AIESEC in Ukraine and Portugal. The questionnaire was sent to participants via e-mail. 252 responses were received, however, 12 of these responses were ineligible due to several reasons: participants did not understand the guidelines for the questionnaires or did not speak English fluently enough. Authentic Leadership Questionnaire (ALQ) by Avolio and Walumbwa (2007) was used to assess the leadership perception. Participants were asked to think about their team leader and judge how frequently each statement fits his or her leadership style by responding to a 16 item questionnaire. For organizational culture the questionnaire developed by Cameron and Quinn (2000) with four types of organizational culture (Clan, Hierarchy, Market and Adhocracy) was selected. Cameron and Quinn’s OCAI was used to assess how participants perceive the current organizational culture compared to the preferred one. Participants were asked to assess six key dimensions of organizational culture, providing a picture of how, in participants’ point of view, the organization operates and what values characterize it. Participants were to rate their organization by responding to six questions and distributing 100 by the four alternatives proposed to assess the current and the preferred organizational culture. As for the organizational performance, the 5-factor scale, retrieved from Ogbonna and Harris (2000) was used to assess how participants estimate the organizational performance in terms of customer satisfaction, sales growth, market share, competitive advantage and sales volume. The participants were asked to estimate each of the above-mentioned factors on the 0 to 100 scale. The measurers selected for this research are considered reliable as Cronbach’s alpha coefficient for overall model was over high as well as for each variable separately. Good results received allows us to say that the study satisfies the validity criteria. Participants of this study were 240 students-members of AIESEC organization, divided into two groups according to the country of origin, 120 members of AIESEC in Ukraine and 120 of AIESEC in Portugal. The participants were students of different universities of Ukraine and Portugal and from different cities of Ukraine and Portugal, aged from 19 to 26 years old. The data was analyzed using SPSS program 21.0 version and AMOS program 22.0 version. SPSS was used for descriptive statistics, validity and reliability check, exploratory factor analysis and correlation analysis. AMOS program was used during path analysis when building a research model. The hypothesis based on Obgonnad and Harris’ (2000) study was confirmed, meaning that it was found that in non-profit organizations, leadership and organizational culture influence the performance, with organizational culture being the mediator of relationship between two phenomena. The hypotheses stating the differences between leadership style and organizational culture in AIESEC in Ukraine were confirmed as well, as findings state that transparent leadership style is more videspread in non-profit organizations in Portugal than in Ukraine. This research proved that non-profit organizations in Ukraine, namely AIESEC, tend to have Market and Hierarchy types of current organizationla cultures, while non-profit organizations in Portugal are more likely to operater within Clan and Adhocracy current organizational culture. The expectations of ideal organizational culture of Portuguese and Ukrainian respondents corresponded with the current culture in organizations, meaning that non-profit organization members in Portugal see the Clan culture as ideal, while Ukrainian participants see it a Hierarchy type. This thesis is unique is its way as it’s the first one to combine three concepts of leadership, organizational culture and performance with the research conducted in non-profit organizations and that counts in the involvement of participants from different countries. The main limitation of the current study is the concordance between number of variables and sample size. The sample of 240 respondents is quite usual for a psychological research, however, the present study contained 69 variables included in the analysis. For this large amount of variables the sample should have included circa 700 participants. This limitation was partly solved by computing the variables. Another limitation of the study is the language level. Participants received the questionnaire in English, while none of them was a native English speaker. The implication for a future research here would be using Portuguese and Ukrainian versions of the questionnaires or selecting a sample from English-speaking countries, like the UK, the USA, Canada, Australia and New Zealand. The next limitation of this study was the form how the questionnaire was presented to participants. The questionnaire was e-mailed to the respondents, and they had to send it back when it’s complete. The direct interaction and support to participants from a researcher could improve the reliability results. The future research can also include other measures of leadership, organizational culture and performance, having two different measure for each construct would be helpful as well as it would provide a more transparent understanding of the measured phenomena. The study was able to provide cultural diversity of the results, as the research was conducted on Portuguese and Ukrainian sample. The future research can include other countries in the analysis to see a broader perspective of organizational culture, performance and leadership in non-profit organizations. Keywords: leadership, organizational culture, organizational performance, non-profit organizations, Portuguese organizational culture, Ukrainian organizational culture, Clan, Adhocracy, Hierarchy and Market culture.
Este trabalho tem como objetivo estudar a relação entre a liderança, a cultura organizacional e o desempenho no contexto da gestão de uma organização sem fins lucrativos. O contexto de organizações sem fins lucrativos é especificamente merecedor de atenção porque essas organizações têm de adoptar uma atitude diferente perante as partes interessadas e estratégias organizacionais diferentes, em comparação com as organizações empresariais. Isso faz com que a questão da orientação autêntica e de uma cultura organizacional forte seja ainda mais importante para as organizações sem fins lucrativos. A pesquisa foi realizada na organização internacional sem fins lucrativos chamada AIESEC, em contexto internacional, envolvendo participantes de Portugal e da Ucrânia. A AIESEC é uma organização internacional sem fins lucrativos dirigida por estudantes e recém-formados com o foco principal no intercâmbio internacional, na situação mundial, na liderança e na gestão. Portugal e Ucrânia foram escolhidos como principais países envolvidos neste estudo, pois a autora trabalhou na AIESEC em ambos os países, estando familiarizada com a realidade organização nesses países. As hipóteses definidas estabeleciam que o desempenho organizacional nas organizações sem fins lucrativos é influenciado pela liderança e pela cultura organizacional, e que a cultura apresenta um efeito mediador dessa relação. Além disso, este estudo procurou descrever a natureza da liderança e das culturas organizacionais, reais e ideais na AIESEC, na Ucrânia e em Portugal. O questionário foi enviado aos participantes via e- mail. Foram recebidas 252 respostas, no entanto, 12 foram consideradas inelegíveis devido a várias razões: os participantes não entenderam as diretrizes para o preenchimento do questionário ou o seu domínio da língua inglesa não era suficiente. O questionário de Liderança Autêntica (ALQ) de Avolio e Walumbwa (2007) foi utilizado para avaliar as percepções face à liderança. Os participantes foram convidados a pensar sobre o seu chefe de equipa e indicar a frequência com que cada afirmação relativa ao estilo de liderança se lhes apresenta verdadeira, respondendo a um questionário de 16 itens. Relativamente à cultura organizacional, foi utilizado o questionário desenvolvido por Cameron e Quinn (2000), o OCAI, que inclui quatro tipos de cultura organizacional (Clânica, Hierárquica, de Mercado e Adocracia). O OCAI de Cameron e Quinn foi usado para avaliar o modo como os inquiridos percebem a cultura organizacional real, em comparação com a ideal. Os participantes avaliaram as seis dimensões fundamentais da cultura organizacional, obtendo-se as suas perceções acerca do modo como a organização opera e quais os valores que a caracterizam. Para avaliar a sua organização, responderam a seis perguntas, distribuindo 100 ponto pelas quatro alternativas propostas para avaliar a cultura organizacional real e ideal. Quanto ao desempenho organizacional, a escala de 5 fator, recuperado de Ogbonna e Harris (2000) foi utilizado para avaliar o modo como os inquiridos avaliam o desempenho organizacional em termos de satisfação do cliente, crescimento das vendas, quota de mercado, vantagem competitiva e volume de vendas. Os participantes atribuíam um valor cada um dos fatores mencionados acima numa escala de 0 a 100. As escalas utilizadas nesta investigação apresentaram consistência interna, dado que os valores do alfa de Cronbach eram elevados, tanto para o modelo global como para cada uma das variáveis identificadas. Estes resultados permitem dizer que o estudo satisfaz os critérios de validade. Participaram neste estudo 240 estudantes, membros da AIESEC, divididos em dois grupos, de acordo com o país de origem, 120 membros da AIESEC na Ucrânia e 120 da AIESEC em Portugal. Eram estudantes de diferentes universidades da Ucrânia e Portugal e de diferentes cidades da Ucrânia e Portugal, com idades entre 19 e 26 anos de idade. Os dados foram analisados utilizando o programa SPSS 21.0 e o programa AMOS 22,0. O SPSS foi utilizado para análise da estatística descritiva, validade e confiabilidade, análise fatorial exploratória e análise de correlação, enquanto o programa AMOS foi usado para realizar a path-analysis,na construção do um modelo. A hipótese baseada no estudo de Obgonnad e Harris (2000) foi confirmada, o que significa que, em organizações sem fins lucrativos, a liderança e influencia a cultura organizacional e o desempenho, sendo a cultura organizacional mediadora da relação entre a liderança e o dessempenho. As hipóteses que indicam as diferenças entre o estilo de liderança e cultura organizacional na AIESEC na Ucrânia foram confirmadas, indicando os resultados que a liderança transparente se encontra mais nas organizações sem fins lucrativos portuguesas do que nas ucranianas. Esta investigação mostrou que as organizações sem fins lucrativos na Ucrânia, ou seja, a AIESEC, tendem a apresentar uma cultura real mais direcionada para o Mercado e a Hierarquia, enquanto nas organizações sem fins lucrativos em Portugal a cultura real percebida é clãnica e adocrática. As perceções face à cultura ideal, dos inquiridos portugueses e ucranianos apresentou resultados semelhantes, o que significa que em Portugal a cultura ideal é o clã, enquanto na Ucrânia a cultura ideal é a hierarquia. Esta tese é única, pois é a primeira a estudar os três conceitos em simultâneo - a liderança, a cultura organizacional e o desempenho – no contexto das organizações sem fins lucrativos, e com o envolvimento de participantes de diferentes países. A principal limitação deste estudo consiste na adequação do número de variáveis ao tamanho da amostra. A amostra de 240 respondentes é bastante usual para uma pesquisa psicológica, no entanto, o presente estudo continha 69 variáveis incluídas na análise. Para esta grande quantidade de variáveis a amostra deveria ter incluído cerca de 700 participantes. Esta limitação foi parcialmente resolvida pela agregação em dimensões. Outra limitação do estudo situa-se ao nível de língua. Os participantes receberam o questionário em Inglês, enquanto nenhum deles tinha o Inglês como língua materna. A implicação para a investigação futura aqui seria usar dos questionários com duas versões em português e ucraniano ou a selecionar uma amostra de países de língua Inglês, como o Reino Unido, EUA, Canadá, Austrália e Nova Zelândia. Uma terceira limitação refere-se ao modo como o questionário foi apresentado aos participantes. O questionário foi enviado por e-mail aos respondentes que deviam reenviá-lo de volta após o seu preenchimento. A interação direta e apoio aos participantes por parte do investigador poderia melhorar a confiabilidade dos resultados. Em investigações futuras poder-se-á incluir outras medidas de liderança, cultura organizacional e desempenho, com duas medidas diferentes para cada constructo, no sentido de compreensão mais transparente dos fenômenos medidos. Este estudo conseguiu por em evidência a diversidade cultural dos resultados, sendo realizado com amostras portuguesa e ucraniana.A investigação futura poderá incluir outros países na análise no sentido de proporcionar uma perspetiva mais ampla da cultura organizacional, do desempenho e da liderança nas organizações sem fins lucrativos.

碩士
國立中正大學
成人及繼續教育所
96
This purpose of this research was to discuss the relationship among organizational leadership, culture, structure and performance. The Purpose of this research were as follow: 1.To discuss how the organizational leadership influences the organizational performance. 2.To discuss how the organizational culture influences the organizational performance. 3.To discuss how the organizational structure influences the organizational performance. 4.To discuss the path relationship among organizational leadership, culture, structure and performance. This research took the members of the organization for adult education, community college, and the manager of human department among The Big 500 Business. There were 625 pieces of the formal questionnaires in all. The effective samples of this research were 364. The returns-ratio is 58.2%. The collected data was processed with SPSS. Several results were generalized. The results of the analysis were summarized as follow: 1.When we want to build a learning organization, we should start with leadership, and then change the culture, finally, change the structure. 2.Learning organizational leadership could improve the organizational performance. 3.Learning organizational culture could improve the organizational performance. 4.Organizational leadership would influences organizational culture, and then improve the organizational performance. 5.The structure of learning organization is not big regarding improves the organizational performance. Finally, according to the results of the study, there were suggestions which were provide to the practice and the study in the future.

碩士
國立臺北商業技術學院
商學研究所
101
Most studies examined the relation among leadership style, organization culture and organization performance. Many scholars also examined the association between organization culture and organization performance. But few studies investigate the impact of service innovation and organization performance. In recent years, because of the keen competition in global environment, there are significant changes in our industrial structure. The service industry accounted for 70% of GDP, so it is an important point for our service industry. If a firm wants to make organization to improve higher performance, you have to create the innovation. According to the results, the service innovation impact on the leadership style and organizational culture has a moderator-mediator, the leadership style has a positive impact on organizational culture, transactional Leadership and organizational culture has a positive impact on service innovation, and service innovation has a positive on organizational performance. The results of this study suggested that the only way is to continue the innovation competition of firm in the environment, and service innovation can existing services products to be amended and improve that also able to produce new products and services, and service innovation is not only to understand the customer's needs, but also to help employees understand the importance of service, and then bring better performance for the organization, and a good leader and the organization's culture is not only a better atmosphere for the organization make employees identify with, play the usual standards and service innovation, it able to improve the better performance in the organization .To form of the innovation competition by competitive advantage and continuing organization innovation.

碩士
國立成功大學
企業管理學系碩博士班
91
Accompany with the globalization, businesses must have flexible adaptability to meet external environmental change to maintain their competitive strength. One way to improve organizational adaptability is both organization itself and all employees keep on learning. Many scholars study the key factors of learning organization（LO）, the performance of LO, and the relationship of LO and innovational ability. However, seldom studies talk about job satisfaction in a LO. The fist step to build a LO is leaders’ guidance to translate their organization into LO, and then to create a strong learning organizational culture. This research is focus on the organizational learning in 30 manufacturing companies, 15 banks, and 15 service companies to find out how leadership and organizational culture influence LO, afterwards discuss the job satisfaction in LO. This essay is conducted through literature review, questionnaire design and statistical analysis. Our findings are below: 1.There are significant differences of organizational learning extent between leaderships, organizational culture and job satisfaction. High degree LO stress strong leadership and organizational culture, and employees have higher job satisfaction. 2.Leadership and organizational culture will affect organizational learning positively. It will be helpful to build shared vision in a transformational leadership, clan or adaptive culture company. A company valuing transformational leadership and mission culture will have a tendency to personal mastery. Besides transformational leadership, transactional leadership, clan, bureaucratic and mission culture will help to cooprate systemically in the company. 3.Leadership, organizational culture and organizational learning will positively influence job satisfaction. Transformational leadership, clan culture, personal mastery and systemic coopration can cause the external job satisfactions. On the other hand, transformational leadership, bureaucratic culture, building shared vision, personal mastery and systemic coopration can increase internal job satisfactions.

碩士
國立中山大學
人力資源管理研究所
91
The relationship study of the hospital organization culture, leadership,and organizational citizenship behaviors. Abstract This research is aimed at hospital organization culture, leadership, organizational citizenship behaviors of medical organizations. The sample of this research focuses on 10 local teaching medical centers in southern Taiwan, which includes 51 departments and superiors, and the number of polled employees reaches 273.This has resulted in: （1）Leadership and organizational citizenship behaviors have positively correlation; contingent reward is most correlated with courtesy.（2）Organizational culture and organizational citizenship behaviors have positively correlation; social responsibility is most correlated with civic virtue.（3）Organizational culture and leadership have positively correlation; scientific truth seeking is most correlated with providing an appropriate model.（4） Leadership positively associates with organizational citizenship behaviors; identifying and articulating a vision is the most associated with conscientiousness.（5） Organizational culture positively associates with organizational citizenship behaviors; in this item, civic virtue is most affected（6） Organizational culture positively associates with leadership; scientific truth seeking is the major factor to providing an appropriate model. As to the influence of the interaction of leadership and organizational culture to organizational citizenship behaviors, the result is as the following: （1）in the condition of emphasizing on social responsibility culture, providing individualized support positively associates with courtesy base on low social responsibility while the 2 factors are not obviously related to each other base on high social responsibility; providing individualized support positively associates with altruism base on low social responsibility while these two factors are negatively associative to each other base on high social responsibility （2）in the condition of emphasizing on strengthening relations culture, providing individualized support positively associates with altruism base on weak relations while the 2 factors are negatively associates to each other base on high strong relations （3）in the condition of emphasizing on customer orientation culture, providing individualized support positively associates with civic virtue base on weak customer orientation while the 2 factors are negatively associates to each other base on strong customer orientation （4） in the condition of emphasizing on scientific truth seeking, high performance expectations positively associates with civic virtue, however, high performance expectations influences civic virtue more in strong scientific truth seeking than in weak scientific truth seeking （5） in the condition of emphasizing on integrity and trust culture, high performance expectations positively associates with altruism, however, high performance expectations influences altruism more in strong integrity and trust culture than in weak integrity and trust culture. Furthermore, providing individualized support positively associates with altruism; in comparison with strong integrity and trust culture, the influence between these two factors is more in weak integrity and trust culture.

碩士
世新大學
企業管理研究所(含碩專班)
103
With rapid technological development for decades. Technology company was faced with the changes of up and down. There are many factors that influence development of the company. The leader in company has absolute power to make decisions. And the decisions making by the leader have strong personal style and it can influence the culture to the organization. That also affect the performance of the organization eventually. There are a company that developed rapidly and became the most famous world brand, called "Apple Inc.". About 20 years ago, when Jobs came back to the Apple Inc., the company was going to be closed done. However, Jobs led the company to make a comeback. The company launched the personal mobile communications products successively that are fashionable in the world liked iPod, iPhone, and iPad. Besides, they developed the platform of multimedia bonus business to provided iTunes, App Store, and iBooks. This development of business model effectively provide all kinds of innovative products and Contents, and gain the leading position of the market successfully, and also catch the leadership to end customers and the whole industry chain. Most important of all, the development created the total value of the company to surpass the sum to Microsoft and the most bigger semiconductor company, Intel.

碩士
國立雲林科技大學
工業工程與管理系
104
In recent years，Changes in the environment constantly，As competitive advantage to continue to create new products、The new process or management，Differences in the management of Chinese leadership and organizational culture to create a learning organization there are important factors，And their staff in a good learning organization affect the organization in the management or technical innovation of whether differences exist。Therefore，the present study Chinese leadership and organizational culture as before due to organizational innovation variables，While further analysis on whether the learning organization antecedent variables produce intermediary results。 Discussion Document by this study，Extraction of the relevant questions of，And one each in services and manufacturing Yunlin area as the research object，In questionnaire survey research，220 questionnaires were distributed，190 valid questionnaires， the effective response rate was 86.4%。 That the following conclusions by results of the analysis: 1.To make the parent leadership style of the clan type culture has a higher positive influence，no significant influence bureaucratic culture on leadership style。 2.For the pro-collar style guide team learning and mental models have a higher positive influence。 3.And as for the division between the pro-organizational innovation has a positive influence。 4.Clan-type culture and adaptive culture of learning organization has a positive influence，and bureaucratic culture no significant differences。 5.There are significant differences between organizational culture and organizational innovation， but there is no significant difference in task-based culture of management innovation。 6.Team learning, mental models， shared vision of organizational innovation has a positive influence。 7.Learning organization between Chinese leadership and organizational innovation generating portion intermediary results，and for the parent to complete mediation effect。 8.Learning organization between organizational culture and organizational innovation generating portion intermediary results，and task-based culture as a mediator effect。

碩士
長榮大學
國際企業學系碩士班
98
Since Taiwan has become a member of the WTO, the limited of setting foreign bank branch in Taiwan were decreasing. After signing the MOU, the banks of China will enter the Taiwan market. Then financial market of Taiwan would going into a fully competition market. In order to find the advance in competition market, the study discusses the domestic and foreign bank of leadership styles, organization citizen behavior and organization culture and job performance. Qiu- Hui Yu (2009) the greatest asset in the company is the human. So the study discusses the factors of the employee’s job performances. This study use questionnaire to explore the relationship between the job performance of bank’s employees, leadership styles, organization citizen behavior and organization culture. Furthermore, we also analysis the demography factor in those related questions. In our study, we found several results: 1.The employee information have apart different in employees, leadership styles, organization citizen behavior and organization culture、job performance 2.The domestic bank and the foreign band have different in leadership styles and organization citizen behavior. 3.In domestic bank and foreign bank, leadership styles with organization citizen behavior and organization culture、job performance, organization culture and organization citizen behavior, organization culture and organization citizen behavior with job performance have aprt effect.