Dissertations / Theses on the topic 'Style administratif'

Educational administrators are expected to provide guidance to various stakeholders within the school environment. Educational administrator personality traits and leadership style were the focus of this study. Two research questions guided the focus of the current study. The first question examines the association between the degree of the transformational leadership style, the transactional leadership style and the laissez-faire leadership/non-leadership style and the magnitude of the Big Five personality traits of California unified school district administrators. The second question explored the relationship between educational administrator school type (elementary, middle and high school) with leadership style as well as personality traits. Although several studies focus on leadership style and personality traits independently, little is known about the interaction between school administrator’s leadership style in relation to their personality traits. Additionally, few studies have investigated the relationship between administrator school type (elementary, middle and high school) with leadership style as well as personality traits. This quantitative study utilizes a self-report survey design with a sampling of 376 California unified school district educational administrators. Study data was collected using the Multi-Factor Leadership Questionnaire (MLQ:5X – Self) to measure leadership style as well as the Tem Item Personality Inventory (TIPI) used to measure personality traits. Findings from this study indicate a statistically significant relationship between educational administrators’ leadership style and personality traits. Furthermore, results indicate a statistically significant difference detected between the educational administrators’ school type (elementary, middle, high school) and leadership style in relation to their personality traits.

Supply chains consist of all parties that, working together as suppliers, customers of suppliers, final customers, and logistics companies, transform raw materials into finished products for delivery to customers. Supply chain executives oversee the activities of supply chain management (SCM) professionals. Supply chain professionals coordinate efforts to ensure that products meet cost, delivery, and quality standards. Supply chain management is the coordination of activities required to purchase, transform, and deliver products to customers through coordination of efforts by suppliers, mediators, and service providers. Supply chain management performance is the degree purchased item costs, deliveries, and quality performance meet standards established by buyers and sellers. Lowering costs may contribute to profitability, but may also lead to decreased quality and thereby contribute to less profitability. The problem was that SCM executives overseeing the efforts of SCM professionals responsible for supply chain performance often did not attain the SCM performance expected by their senior executives. The purpose of the quantitative study was to determine associations among five components of SCM executive transformational leadership style and SCM performance, according to the perceptions of SCM professionals who report to those executives. Eighty-two SCM professionals completed the questionnaire. The results indicated moderate associations between (a) idealized influence behavior r(82) = -.338; p =.01, a weak correlation between (b) idealized influence attributed r(82) = .294; p = .003, a moderate correlation between (c) individualized consideration r(82) = .422; p < .01, a weak correlation between (d) inspirational motivation r(82) = .313; p =.005, and a weak correlation between (e) intellectual stimulation, r(82) = .322; p = .010, with the criterion variable. Stepwise regression resulted in one significant model R² = .178; F (1,80) = 17.288, * p <.01. Individual consideration was a statistically significant predictor of perceived SCM performance. For each point improvement of individual consideration, the criterion variable increased by .282, thereby, improving professionals' perceived SCM performance. Recommendations for further research include investigation of additional leadership styles and SCM performance, investigation of transactional and laissez faire styles, and investigation of large versus small businesses. Researchers may build on this study by adding members of other professional organizations such as those of the Institute of Supply Management.

Despite the multitude of existing studies of leadership and organizational outcome, there are few empirical studies of these phenomena in Africa. The purpose of this cross-sectional study was to examine the relationship between Nigerian local government administrative leadership and organizational outcome and between perceived leadership effectiveness and transformational leadership factors, based on Bass’s full range leadership theory (FRLT). Data were collected through the Multifactor Leadership Questionnaires administered to a randomly selected sample of 240 department heads in 30 local governments in Osun State, Nigeria. Regression result shows a statistically significant correlation between the local public administrators’ leadership practices and organizational outcome (p < 0.05), but the model only accounted for 10.5% of variance in organizational outcome, suggesting other influential factors on the local government outcome other than leadership. Regression results also showed a significant relationship between local public administrators’ leadership effectiveness and transformational leadership factors (p < 0.05). The model accounted for 28% of the variance in leadership effectiveness, suggesting other factors affecting the public administrators’ leadership effectiveness. The implications for positive social change include the opportunity to move the Nigerian local administrators’ leadership practices towards more effective and ethical leadership as explained by the spectrum of FRLT, through training and transformational leadership development programs. In turn, transformational leadership and organizational practices may discourage corruption and help build a sustainable local government institution that is responsive and accountable to the Nigerian public.

Educational leaders across the United States face changes affecting the educational system related to federal and state mandates. The stress of those changes may be related to superintendents’ longevity. The superintendent position has a mobility rate that is quite high. Every superintendent is different and may have a different leadership style than their predecessor. The district culture, goals, and expectations may change depending on the superintendents’ leadership style. If superintendents’ leadership style affects principals’ performance, it may affect the principals’ success or failure. The purpose of this quantitative correlational research study was to identify if correlations existed linking 126 principals’ perception of superintendents’ leadership style and principals’ performance as reflected by student achievement data. The goal was to obtain principals’ perception of the superintendents’ leadership style as measured by the MLQ and principals’ performance as measured by AIMS reading and math data from the 2011- 2012 to 2012-2013 school years. The results indicated that superintendents’ transformational, passive avoidant and transactional leadership styles did not correlate positively to math difference scores. However, the results indicated that the passive avoidant leadership style was positively, correlated to reading difference scores. The results also indicated that there was a positive correlation between reading and math difference scores. Educational leaders should be aware that the analysis of data indicates that it is plausible that passive avoidant leadership may be more complex than nonleadership as labeled in previous research.

Leadership is essential for the survival of the healthcare organization in the midst of challenging times due to health care reform and the public's desire for transparency and improved quality outcomes. Transformational leadership is desirable for nurse leaders in a rapidly changing environment, but nurse leaders are often challenged with the inability to meet the demands of this complex environment for a variety of reasons. The increasing competition for resources, both human and fiscal, leading to wider spans of control is one of those challenges. The purpose of this quantitative, correlational research study was to explore the relationship between span of control and the leadership style of nurse leaders. The setting for the study was a multi-facility healthcare system in the Midwest. Avolio and Bass' (2004) Multifactor Leadership Questionnaire Form 5X Short (MLQ) was utilized to determine the nurse leader's leadership style along the full range of leadership continuum. The span of control or number of direct reports each nurse leader had was collected along with other demographic data.

The Pearson product moment correlation was utilized to analyze the relationship between span of control and transformational leadership, and span of control and transactional leadership. The Spearman's rho correlation coefficient was utilized to analyze the relationship between span of control and passive/avoidant behavior. The data suggest that there is no relationship between span of control and the leadership style of nurse leaders. While no relationship was found, the findings remain significant to nurse leaders as they navigate the complex territory of healthcare and make strategic decisions about organizational structures.

The purpose of this quantitative correlational study was to test the full-range leadership theory and measure the relationship, if any, between team captains’ leadership styles and team outcome (by winning percentage). Analyzing the relationship between team captains’ leadership styles and performance would add knowledge to the existing research on leadership development in the area of sport. A review of literature yielded few studies of athlete leadership and performance compared to coach leadership. Discovering potential relationships between athlete leadership and performance may challenge beliefs that coach leadership is more important than other types of informal leadership. The study involved the surveying of student-athletes, team captains, and coaches of collegiate athletic programs from a single Division III College located in the Midwest. The Multifactor Leadership Questionnaire (MLQ-5x) was used to assess the four leadership constructs: transformational, transactional, passive-avoidant, and laissez-faire leadership of team captains. Results of the correlation indicated a significant relationship between transformational and transactional leadership mean scores and team performance via winning percentage. ANOVA regression results indicated that no significant differences existed between team captain’s mean scores that could be attributed to the survey participant’s role on their respective team. Recommendations for future research include replication with a larger sample, including more schools and various sports.

Transformational leaders seek to make disciples of their followers. They strive to elevate followers to a position of empowerment in order to realize mutual goals. There is evidence that transformational leadership is effective during change initiatives. In the United States, the field of education is in constant flux as lawmakers address national educational concerns, particularly as students are compared with their peers internationally with disappointing results. Reform measures, standards-based education, and federal and state policies affect teachers, who are the leaders in their classrooms, and principals, the leaders of leaders. In education, as in other industries, organizational commitment is related to transformational leadership. In the state of Indiana, a 2011 law allowing state public funds to be utilized for school choice scholarships provided nearly 20,000 students in 2013-2014 the opportunity to choose which school to attend. The program continues to expand every year with 60% of Indiana students eligible for some level of scholarship. This choice opportunity for families and students has created an environment of uncertainty regarding enrollment numbers for principals and teacher-leaders in all schools. Furthermore, the culture of nonpublic schools may change as choice students go through the process of enculturation. Nonpublic school teacher-leaders may experience classroom management difficulties, parental concerns, and commitment loss during this process. The new environment of public schools may also create stress for principals and teacher-leaders as ambiguity—real or perceived—may affect the school as a whole.

This study’s purpose is to examine the leadership style of principals and the relationship of that style to the organizational commitment of teacher-leaders in the environment of educational change. This dissertation also addresses the question of determining the leadership style of principals in Indiana in the midst of a change environment. Additionally, if organizational commitment is related to transformational leadership style in other contexts, is that true in the state of Indiana in an environment of school choice? If Indiana principals’ predominant leadership style is not transformational leadership, then what is it? And is there a difference in leadership style or organizational commitment in public schools versus nonpublic schools in this environment?

The purpose of this study was to establish if a sales manager's leadership style could influence a salesperson's selling behavior to effectively align their selling approach in a buyer-seller exchange. Transformational and transactional leaders have the ability to affect the selling behavior of their salespeople. The research was nonexperimental quantitative study that used survey monkey to collect the data from Canadian mortgage brokers to determine if a transformational or transactional leadership style affected their selling or customer orientation. The significance of the study is that it may provide virtual managers with new insights on how to effectively support their salesperson's performance and assist in guiding their team's behavior so that salespeople can effectively align their sales approach within the buyer and seller exchange. The findings from the data collected suggested there was no relationship between a sales manager's leadership style and the salesperson's customer orientation.

By the year 2020, Generation Ys (Gen Ys), born 1981–1999, will far outnumber any other generation in the workplace, making it imperative for employers to understand their needs. Thus, an organization's future vitality is dependent on its ability to work effectively with Gen Ys. Although Gen Y characteristics and needs are documented in existing literature, leadership styles and approaches that best support such needs are not clear. Therefore, this study sought to answer two questions: What are Gen Y's needs in the workplace? What type of leadership best supports these needs? Data were collected from 135 Gen Y employees working in the United States across a variety of industries, from technology to nonprofit sectors. One hundred twenty-five online surveys were completed, and 10 face-to-face interviews were conducted. Flexibility and challenging work were found to be the highest priority needs of Gen Y employees, followed by a second tier of needs: access to up-to-date technology, open communication, collaboration and teamwork, an adequate compensation package, growth and development, and a hospitable culture. It was found that Gen Ys prefer to work for someone who incorporates a participative leadership style. It was concluded that Gen Y employees have high expectations for their employers, posing a challenge for organizations to accommodate all needs. They insist on a workplace that allows for their participation. Retention will be increased by ensuring growth and development opportunities.