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Dissertations / Theses on the topic 'Leadership style'

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Published: 4 June 2021
Last updated: 26 October 2023

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1

Bond, Cheryl A. "Leadership training, leadership style and organizational effectiveness." Thesis, Boston University, 2007. https://hdl.handle.net/2144/31961.

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Thesis (Ed.D.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
There is a well-documented shortage of competent leaders in American corporations today due in part to the fact that leadership has been traditionally conceptualized as an individual-level skill. Accordingly, development is believed to occur primarily through training to improve individual skills and abilities (Day, 2000). These approaches have failed to see that leadership is at its essence a complex interaction between the designated leader and the social and organizational environment (Fiedler, 1996). Corporate educators need to recognize this interaction and begin to focus on holistic training and development models that address the interpersonal and social leadership behaviors required for future success. The purpose of this study was to explore the relationship between a relatively new kind of leadership training based on the Health Realization/State of Mind understanding and organizational performance. It was a mixed methods design incorporating interviews with a number of leaders from a particular business area in the organization, work environment surveys, employee opinion surveys, and organizational performance measures. An analysis of the results showed that the behavior of the leaders did indeed change, but the leaders attributed those positive changes to a combination of the leadership training, the influence of a transformational leader, and a shift in the cultural norms that improved the work environment. A comparison of the employee opinion and work environment surveys showed a noticeable difference in the quality of the work environment and overall job satisfaction between the subject business area and the rest of the organization. The organizational performance indicators, sales, income, and cost of poor quality indicated improvements as well.
2031-01-02
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2

Ruiz, Ernesto. "A study on cultural flexibility, leadership style, leadership style flexibility and leadership style effectiveness among Mexican-American principals in Northern California." Scholarly Commons, 1995. https://scholarlycommons.pacific.edu/uop_etds/2795.

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The purpose of this study was to examine the relationship among cultural flexibility, leadership style, leadership style flexibility and leadership style effectiveness among Mexican-American principals in Northern California. Three instruments were utilized to collect quantitative self-perception data from principals regarding these variables. Qualitative data was collected through interviews to elicit information that might not be provided through the surveys. Two additional questionnaires were utilized to validate principals' self perceptions and to strengthen the overall research design. Instruments were mailed out to 105 Mexican-American elementary and secondary principals in Northern California. Forty-three subjects returned and completed all three questionnaires. Completed surveys were also received from 16 supervisors and 59 teachers. Fifteen principals were randomly selected for the follow-up interviews and 10 were actually interviewed. The study contained six major hypotheses and nine research questions. The results of this study indicated that the predominant leadership style among Mexican-American elementary and secondary school principals is high supportive, low directive. These principals also scored in the average range of leadership style flexibility and effectiveness. Findings further revealed that 37% of the Mexican-American principals possessed a high or very high degree of cultural flexibility, 46% a moderate degree of cultural flexibility and 17% a low or less than average degree of cultural flexibility. This data demonstrated that 37% of the principals in this study possessed a "mostly modern" orientation, 22% possessed a balanced orientation and 51% possessed a "mostly traditional" orientation. The hypotheses in this study were rejected. The findings did not reveal a positive correlation between principals' cultural flexibility scores and their leadership style, leadership style flexibility and effectiveness. The interview qualitative data, however, indicated that a majority of principals interviewed perceived that cultural flexibility does influence their leadership style and leadership effectiveness, particularly as it relates to communicating with students and parents, working with teachers, and possessing a broader sensitivity and understanding of educational issues in multicultural school environments. Considering the mixed findings and conclusions emerging from the quantitative and qualitative data, this study is an important first step in the investigation of the relationship between cultural flexibility and leadership in educational settings. This study provides recommendations for further inquiry and suggests implications for administrator preparation.
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Hassan, Sarah. "Women's Leading Their Way in Leadership." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45589.

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In the last twenty years, researchers could not fully reach an agreement of whether female and male leaders have similar or dissimilar leadership approaches. Nevertheless, there is a body of research driven with prophecies that women leaders have variant leadership styles.   This research is about women styles in leadership with focus on effective behaviours and qualities, as well as, the developed interpersonal skills adopted by a proportion of women leaders, which have positive impact on subordinates.    The study is conducted to generate my own understanding of some women perceptions of leading in a different way and the vindications of these perceptions. It is based on qualitative methods, deductive and inductive approaches are used for analysis.   Eight interviews was undertaken to complete the study. The interviewees were selected for the reason of being leaders who have experienced and practice leadership throughout their professions.   Last part of the thesis is not a summary of previous chapters but rather testing my fulfilment in answering the strategic main question. I will share my perception of women ways in leading. The reader would be introduced to the latest studies and horizons of the theme under study.
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Tolymbek, Almaz Karim. "Political Leadership Style in Kazakhstan." Kent State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=kent1185826303.

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Khan, Arsalan. "Management and Leadership Style: Is Style Influenced by Engineering Education?" TopSCHOLAR®, 2017. http://digitalcommons.wku.edu/theses/1976.

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Leadership Development Programs (LDPs) programs are employed by firms globally in different multiple manners that are aimed at accelerating the development and growth of highly capable candidates. Among these candidates, depending on the particular LDP, may be those possess engineering skills typically afforded through engineering education as measured by completion of an engineering degree. Infrastructure reductions might be afforded corporations if multiple LDPs could be supplanted with one program such as an Engineering Leadership Development Program. In practice, however, economic constraints limited the total sample population of this category to 67 (48 with engineering degrees and 15 without). Employing SPSS Sample Power 3, based on the pilot testing for CPMs, 113 subjects per group (with and without engineering degrees - totaling 226) would be required to yield a power of 80%, and of the 350 received completed surveys received, CPMs meeting the desired criteria accounted for only 63 (18%) of the total number of rated organizational leaders. Consequently, while all testing included the CPM group, the scope was expanded to also include managers with and without PMI certifications as well as managers with and without engineering degrees. The first research hypothesis was Ho: There is no affiliation amongst Transformational Leadership (TL) and engineering education. Thus, the author’s aim is to determine the role, if any, that engineering education plays in perceived leadership style as exhibited by CPMs and non-CPMs holding engineering degrees (e.g. EE, ME, IE, etc.) versus the same without engineering degrees. A secondary goal is to determine, within the management category, which style (transformational or transactional) serves as the dominant style of leadership. With this in mind, the independent variable, CPMs with and without engineering degrees, was operationally defined consistent with this Project.
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De, Ciantis S. M. "The relationships between leadership style, cognitive style and learning style : An exposition of management style dimensions." Thesis, University of Hertfordshire, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.384474.

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Pieters, Ryno. "The influence of leadership style on innovation." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64911.

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Innovation is an important aspect of organisational survival and competitiveness. It has been found that leadership has a profound influence on innovation outcomes. However, the innovation process is complex and leading in a complex, dynamic and adaptive environment makes it even more so. Thus, the efficacy of three leadership styles, authentic leadership, complexity leadership and contextual intelligence were tested and compared on exploitive and exploratory innovation, within the South African context. This research found that complexity leadership and contextual intelligence both grounded in non- Newtonian paradigms had the greatest positive influence on exploitive and exploratory innovation outcomes.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Dale, Judith A. (Judith Anne). "Relationship Between Coaches' Leadership Style and Burnout." Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc504017/.

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The purpose of the present study was to examine the relationship between leadership behavior and perceived burnout of coaches. Head coaches from high schools and from Southeast and Southwest Conference universities were included in the sample (N=302). Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire, Social Desirability Scale and a demographic data sheet. Coaches were separated into two leadership behavior groups and classified as Consideration or as Initiating Structure. It was predicted that coaches in the Consideration Group would have a higher level of perceived burnout. A multivariate analysis of variance was conducted and indicated significant differences in four subscales of the MBI. Specifically, coaches in the Consideration Group scored significantly higher in the frequency and intensity dimension of the emotional exhaustion and depersonalization subscales (p<.001).
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Lilly, Vivian Collette Foreman. "Learning Style and Leadership Style: Determinants of Instructional Strategies in Nursing Education." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc331764/.

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The problem of this study was to describe and compare the relationship of learning style and leadership style upon the selection of instructional strategies by nursing educators in associate and baccalaureate degree nursing programs. Data were collected using Kolb's Learning Style Inventory, Hersey and Blanchard's Leader Effectiveness and Adaptability Description, a researcher-developed Instructional Strategies Inventory, and the Personal Data Form. It was found that leadership style was highly correlated between the associate degree and baccalaureate degree faculty groups. More of the associate degree faculty members had basic leadership styles of Low Relationship/Low Task and High Task/Low Relationship. Most of the baccalaureate faculty members had Low Relationship/Low Task leadership styles. The following conclusions were developed: (a) Nursing faculty in associate and baccalaureate degree programs have similar learning and leadership styles; (b) nursing faculty tend to use the traditional instructional strategies such as lecture, discussion, and case studies at the same frequency of use? and (c) the selection of instructional strategies in nursing education may be affected by variables other than the instructor's learning and leadership styles. In view of the findings of this study, the following recommendations for further study appear to be warranted, (a) Further research should be conducted to determine the effectiveness or ineffectiveness of identified instructional strategies in nursing education, and (b) more research should be done to identify creativity in the selection of instructional strategies in nursing education. The following implications are suggested from an analysis of the data: (a) Although faculty characteristics are rarely a determining factor in the design of a nursing curriculum, they must be taken into account when selecting instructional strategies, and (b) the apparent lack of diversity in instructional strategies utilized in the classroom setting emphasizes the need for faculty to expand their knowledge base in this area.
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Wilson, Jacquelyne L. "The Relationship Between Leadership Style and Cognitive Style to Software Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6150.

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Project managers can be change agents providing direction and motivation for subordinates to meet and exceed goals; however, there is a lack of information about the soft skills needed to achieve project success. Understanding the relationship between cognitive style and transformational leadership to software project outcomes is important. This study describes the lived experiences of software project managers by focusing on their attitudes towards, perceptions of, and behaviors related to using transformational leadership and cognitive styles in agile software development environments. Husserlian phenomenological design was used to identify the structure of participants' experiences. The naturalistic decision-making model and the theory of constraints were a framework for the study. Software project managers identified as transformational leaders were selected from government agencies and commercial companies. Prior to being interviewed, individuals completed the Cognitive Style Indicator. In-depth, semistructured interviews and member checking were used for data collection. Qualitative, phenomenological analysis was used to code the interview data and identify thematic response categories. Results indicated that transformational leaders possessing a planning or creating cognitive style stimulate an environment with an uplifting work atmosphere in which team members are fulfilled and product development outcomes are successful. The implications for positive social change include broadening project managers' leadership and decision making regarding overall project success and leading executives to reexamine the leadership and decision-making styles of their managers resulting in their organizations' prosperity, employee effectiveness, and cost containment.
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Daughtry, Lillian H. "Vocational administrator leadership effectiveness as a function of gender and leadership style." Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-06062008-162311/.

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Jamison, Corey Louise. "Surgical Perioperative Leadership: The Association Between Leadership Style and Team Job Satisfaction." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6337.

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Abstract The perioperative operating room (OR) is a highly complex, fast-paced environment where countless transactions must be executed with efficiency, speed, and accuracy, and where mistakes of any kind could lead to adverse patient outcome, injury, or death. The surgeon, as leader of the procedure and the OR team, sets the overall climate of the OR and determines how willing (or unwilling) team members are to speak up about potential errors or unsafe patient conditions. This exploration of the relationship between perioperative surgeon leadership style and OR team member job satisfaction fills a gap unaddressed in the literature using items from The Multifactor Leadership Questionnaire (MLQ) and the Safety Attitudes Questionnaire- OR version (SAQ-OR). The MLQ has been used to confirm the intersection of transformational leadership style and positive team behavior in the perioperative surgical OR. The SAQ has proven reliable and valid in the OR for the domain of job satisfaction as measured by OR team members. In this study, 227 OR team members were recruited from LinkedIn professional groups and Facebook groups and completed an electronic survey. Data were analyzed using multifactor regression analyses. Results indicated that passive avoidant surgeon leadership style had the only significant relationship to OR team member job satisfaction. The importance of this study is apparent in findings suggesting that when leaders work to improve their interactions in ways that increase team members' job satisfaction, they improve team members' health, well-being, and overall life satisfaction.
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Walker, Kristin Marquette. "Perceptions of Leadership: Impact of Leadership Style and Gender on Employee Motivation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1945.

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Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.
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Herbst, THH, and KG Maree. "Thinking style preference, emotional intelligence and leadership effectiveness." SA Tydskrif vir Bedryfsielkunde, 2008. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1000559.

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In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profile (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours.
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Beeka, Kay Julia. "The relationship between emotional intelligence and leadership style." Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_3892_1254294573.

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The 21st century has awakened a call for new leaders to cope with the demands of the rapidly changing world of work which emphasises flatter structures, and a more democratic style of leadership. When looking at the changing competencies of the new leader, it is postulate that leadership takes into consideration the emotional attributes as well as the rational aspects of the individual. From this it becomes evident that the leaders of the 21st century would have to be emotionally intelligent to motivate employees to achieve organizational goals. The aim of this study was to investigate if there is a relationship between emotional intelligence and leadership styles in middle to senior managers.

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Chatwin, Nicole Erica. "Personality Traits and Leadership Style among School Administrators." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10744834.

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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.

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Haney-Brown, Kim Renee. "The Relationship between Ethnic Identity and Leadership Style." Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10604985.

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The United States Bureau of Labor Statistics has reported workforce disparities in the representation of minority ethnic groups in leadership positions for more than 5 decades. In 2011, Executive Order 13583 initiated the Government-wide Diversity and Inclusion Strategic Plan, directing federal agencies to recruit a diverse workforce, cultivate inclusion across occupations, and develop strategies to enable leading a diverse workforce. This plan is important considering other research studies show various approaches to understanding leadership behaviors; however, empirical studies have yet to explore if there is a relationship between ethnic identity and leadership style to inform diversity and inclusion efforts. The purpose of this nonexperimental, cross-sectional, correlational study was to examine the relationship between leadership style and ethnic identity through the nigrescence model pertaining to Black identity theory. The research questions in this study explored predictive relationships between leadership style and ethnic identity in the context of gender and age. Study participants were 185 African American leaders randomly selected from 9 organizations in the federal government, historically Black colleges and universities, and private companies. Data were collected through the Cross Racial Identity Scale, the Multifactor Leadership Questionnaire, and demographic surveys. Results of multiple regression analyses and multivariate analyses revealed significant predictive relationships amongst leadership style (transformational, transactional), ethnic identity, gender, and age (Millennial, Generation X, Baby Boomers). The increased understanding that diverse leadership styles exist across ethnic groups, gender, and generation could help to improve leader-follower relationships and promote positive social change that enables diversity and inclusion in the workplace.

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Lane, Scott Robert. "Stress type and leadership style in the principalship /." view abstract or download file of text, 2000. http://wwwlib.umi.com/cr/uoregon/preview?9977909.

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Thesis (Ph. D.)--University of Oregon, 2000.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 132-138). Also available for download via the World Wide Web; free to University of Oregon users.
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Williams, Willie E. "Principal Leadership Style, Teacher Motivation, and Teacher Retention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6148.

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The problem of teacher turnover in the United States has received significant attention from policymakers and district leaders. Improving teacher motivation is a concern and challenge for principals because they are faced with retaining highly qualified and capable teachers in the classroom. Researchers have indicated that principals can play a crucial role in motivating teachers. This nonexperimental correlational study used Deci and Ryan's self-determination theory and the leadership theories of Burns, Avolio, and Bass as a framework to address 2 research questions. The first research question examined the relationship between principal leadership style and teacher motivation, and the second question addressed principal leadership style and teacher retention. The sample included 55 certified teachers working in public middle school and high school in a southeastern state. The teachers completed electronic versions of the Multifactor Leadership Questionnaire, the Basic Needs Satisfaction at Work, and demographic questionnaire. For the first research question, results from a multiple linear regression showed transformational leadership to be a significant predictor of teacher motivation. For the second research question, a binary logistic regression did not support a relationship between principal leadership style and teacher commitment to teaching. The information gained from this study may benefit principals and teachers by informing leadership approaches for organizational change that may enhance teacher motivation.
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Cifuentes, Yohanna. "Relationship of leadership style to Latino employees' satisfaction with leadership and job motivation." Thesis, Capella University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3559887.

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The present research study examined the strength and direction of the correlations between three leadership styles (transformational, transactional, & servant) and satisfaction with leadership and motivation as outcomes of leadership style. A web-based survey was used to collect data from 181 professional Latino employees in the U.S. The Leadership Style Survey was combined from the Multifactor Leadership Questionnaire (MLQ) and the Servant Leadership Questionnaire (SLQ), which measured transformational, transactional, and servant leadership styles, as well as satisfaction with leadership and motivation. Data was collected about Latino employees' perceptions of their supervisors' leadership styles, and satisfaction with leadership and motivation. Results from one-sample t-tests indicated Latino employees' responses to the leadership, satisfaction, and motivation scales were significantly lower than the norm. All Pearson correlations indicated there were strong positive relationships between each of the leadership styles and satisfaction with leadership and motivation. More importantly, Fisher r-to- Z transformations demonstrated that correlations found on the Latino sample were significantly higher than the correlational norms. The findings suggest Latinos are less motivated and less satisfied with their current leaders, however characteristics of transformational, transactional, and servant leadership are highly important to Latino employees and are highly correlated to their motivation and satisfaction with leadership. Cultural values may have a strong impact on Latino professional employees' evaluation of their supervisors. The results also highlight that the responses from the Latino sample are significantly higher in terms of the relationship between servant, transformational, and transactional leadership and satisfaction with leadership and motivation.

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Schofield, Derrick D. "Prison Leadership: The Relationship Between Warden Leadership Style and Correctional Officer Job Satisfaction." Diss., Piedmont International University, 2018. http://hdl.handle.net/10919/84508.

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The purpose of this study was to examine the relationship between Tennessee wardens’ leadership practices and correctional officer job satisfaction. Utilizing the Leadership Practices Inventory (LPI), the relationship between correctional officers’ perception of the warden’s leadership practices and the LPI norms were examined. Additionally, utilizing the LPI, the relationship between self-ratings of the warden’s leadership practices and the observer rating of the LPI were assessed. Lastly, utilizing the Job Satisfaction Survey (JSS) and observer LPI, correlations were examined between the correctional officers’ job satisfaction and their perception of the warden’s leadership practices. Findings of this study showed lower correctional officers ratings of the wardens on the five LPI subscales than the inventory’s norms. In a comparison of the LPI wardens’ self-perception and the correctional officers’ observer perception, correctional officers rated the wardens lower than the wardens rated themselves. The overall ratings of the correctional officer Job Satisfaction Survey (JSS)were neutral. However, of the nine JSS subscales, the results identified the nature of their work and supervision as the most positive. Pay, contingent reward, and promotional opportunities were rated as the primary reasons for job dissatisfaction. Additional findings indicated a positive relationship between job satisfaction and each of the five subscales of the LPI.
Doctor of Philosophy in Leadership
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Goudarzi, Ali Mohammad. "L'influence de l'intelligence émotionnelle et du style de leadership sur l'efficacité du leadership." Thesis, Bordeaux 4, 2011. http://www.theses.fr/2011BOR40064/document.

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Cette recherche s’intéresse à la relation entre l'intelligence émotionnelle, le style de leadershipet l'efficacité du leadership afin de développer et de tester un modèle de l’effet médiateur duleadership transformationnel sur le lien entre l'intelligence émotionnelle et l'efficacité duleadership. Un échantillon de 79 manager de sexe masculin ayant remporté un prix nationaliranien INPE ont été choisis par la méthode d'échantillonnage aléatoire systématique. Lesrésultats de la modélisation par équations structurelles ont montré que le style de leadershiptransformationnel médiatise la relation entre l'intelligence émotionnelle et l'efficacité duleadership. L'intelligence émotionnelle et l'efficacité du leadership sont corrélées positivementavec le style de leadership transformationnel, avec le style de leadership laissez-faire et noncorrélées avec le leadership transactionnel. La dimension contingente du style de leadershiptransactionnel a une corrélation positive avec l'intelligence émotionnelle et ses composantes.Les managers ayant un score élevé dans la récompense INPE ont aussi obtenu des scoresélevés sur l'efficacité du leadership. Les résultats de la corrélation canonique ont montré quedeux des corrélations canoniques étaient plus importantes que les autres et expliquent 72% et20% de la variance des variables canoniques, respectivement. Enfin, les résultats d'unerégression multiple ont montré que la compréhension et la perception de l'intelligenceémotionnelle expliquent l'efficacité du leadership de manière significative (R2 = 0,58)
The research aimed to study the relationship among and emotional intelligence, leadershipstyles, and leadership effectiveness in order to develop and examine a model exploring themediating effect of transformational leadership on the relationship between emotionalintelligence and leadership effectiveness. A sample of 79 male managers who won IranianNational INPE Award were chosen by systematic random sampling method. The results ofthe structural equation modeling showed that the transformational style was significantlymediating the relationship between emotional intelligence and leadership effectiveness.Emotional intelligence and leadership effectiveness had correlations with transformationalstyle positively, with Laissez-faire negatively and no relation with transactional leadership.The contingent reward of transactional style correlated positively with emotional intelligenceand its components. The managers rated high in the INPE reward, had also obtained highscores on the leadership effectiveness. Results of canonical correlation revealed that two ofthe canonical correlations were more important than the others and explained the 72% and20% of the variance in the canonical variables respectively. The results of a stepwiseregression showed the understanding and perceiving emotional intelligence explained theleadership effectiveness significantly (R2= 0.58)
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Tate, Marcia L. "The validation of the True Colors Personality Style Inventory and the True Colors Leadership Style Inventory and their use in investigating the relationship between personality style and leadership style in school administrators." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1998. http://digitalcommons.auctr.edu/dissertations/1711.

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The purpose of this study was two-fold: 1) to establish validity for the True Colors Personality Style Inventory and the True Colors Leadership Style Inventory, and 2) to use both inventories to examine the relationship between the preferred personality styles and leadership styles of 41 elementary, 10 middle school, and 15 secondary principals in the DeKalb County School System. Personality and leadership style preferences were investigated in terms of four moderator variables; school type, gender, race, and years of administrative experience. Chi-square, Pearson correlation, analysis of variance, t-tests for Equality of Means and Cronbach alpha tests were used to establish the validity for both inventories as well as to assess the 11 hypothesis and 13 research questions posed. The primary findings indicated that: 1. Both the True Colors Personality Style Inventory and the True Colors Personality Style Inventory are valid measures of the constructs of personality and leadership, respectively. 2. There was a significant relationship between a principal's personality style and leadership style, regardless of color. 3. Gold was the preferred personality style and leadership style for DeKalb County principals. 4. There was no significant difference between the personality or leadership styles of principals in relation to school type, race, or years of administrative experience. 5. There was a significant difference between the personality styles of .. male and female principals but not a difference.in their leadership styles .. The main recommendations from the findings were that the DeKalb County School System should: 1. administer the True Colors Personality Style Inventory and the True Colors Leadership Style Inventory to prospective and veteran administrators in order to ascertain an indication of leadership style strengths and areas for staff development training and to ensure a better match between an administrative placement decision and the principal. 2. ensure that local school administrative teams are multi-colored to capitalize on the strengths which various administrators on the team bring to the position.
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Hoffman, Melissa. "Does sense of humor moderate the relationship between leadership style and conflict management style?" online access from Digital Dissertation Consortium, 2007. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3284029.

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Sikkenga, Cindy. "EDUCATIONAL VISION IN FLORIDA SCHOOL DISTRICTS: VISION ALIGNMENT AND LEADERSHIP STYLE." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2935.

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The purpose of this study was to address a gap in the organizational leadership research related to the sharing, or alignment, of leadership vision across organizational levels, with a focus on educational vision alignment in Florida K-12 public school districts. The study also sought to determine to what extent, if any, there were differences among Florida school districts exhibiting different levels of educational vision alignment. The broad question addressed by the current research was this: To what degree are the educational visions of superintendents and principals aligned within Florida K-12 public school districts? The following research questions further guided the study: 1. What common themes can be found in the published vision statements of the 67 Florida K-12 public school districts? 2. To what extent, if any, do Florida K-12 public school district superintendents and their respective principals agree with one another on the importance of the common themes found in Florida school districts' published vision statements? 3. What is the relationship, if any, between educational vision alignment levels in Florida K-12 public school districts and principals' perceptions of their superintendents' leadership styles? 4. To what extent, if any, are there differences among Florida K-12 public school districts exhibiting different levels of educational vision alignment? The Florida Educational Vision Questionnaire Superintendent Form (FEVQ-S), a researcher developed questionnaire, was administered to all 67 Florida K-12 public school district superintendents. With superintendent approval, two additional questionnaires were administered to a sample of 242 principals in 23 school districts. The Florida Educational Vision Questionnaire Principal Form (FEVQ-P) and the Multifactor Leadership Questionnaire Form 5X Rater (MLQ-5X) (Avolio, Bass, & Jung, 1999) were returned fully completed by 105 principals in 21 districts. A total of 81 principal responses in 20 districts were usable, yielding overall usable response rates of 29.9% (superintendents) and 33.5% (principals). Comparisons of FEVQ responses of superintendents and principals in each school district were made using a researcher developed measure, the Educational Vision Alignment Index (EVAI). Within each district, the EVAI was compared with the superintendent's leadership style as measured by the principals' responses to the MLQ-5X. School districts were then compared using data obtained from the FEVQ demographic items, the Florida School Indicators Report (FSIR) (FLDOE, 2003a), the 2004 School Grades by District Report (FLDOE, n.d.), and the online Florida Public School Superintendents report (FLDOE, 2005c). The FSIR contains data on district characteristics such as operating costs, per pupil expenditures, school staff composition, student membership, student mobility rates, student stability rates, and teacher descriptors. The 2004 School Grades by District report contains both the school grades for each district and the total number of schools per district. The Florida Public School Superintendents report contains general school district information and superintendent status (i.e., elected or appointed) information. Detailed data analyses related to each of the four research questions indicated that: 1. Several common themes can be found in the published vision statements of the 67 Florida K-12 public school districts, 2. Florida K-12 public school district superintendents and their respective principals agree with one another on the importance of some of these common themes, 3. Several relationships exist between the educational vision alignment levels in Florida K-12 public school districts and principals' perceptions of their superintendents' leadership styles, and 4. There are differences among Florida K-12 public school districts exhibiting different levels of educational vision alignment. The current study illustrated that in Florida K-12 public school districts whose superintendents were perceived to be transformational leaders, a strong alignment of educational vision between the superintendents and their principals was also apparent, particularly in those districts having elected superintendents. Using the two researcher developed tools, the Florida Educational Vision Questionnaire (FEVQ) and the Educational Vision Alignment Index (EVAI), it was shown that this alignment pertained to specific content items, or themes, derived from an analysis of the educational vision statements of the 67 Florida school districts. These results indicate that the current emphasis in Florida on the development of transformational leaders who are knowledgeable in techniques for developing and communicating shared visions is therefore warranted.
Ed.D.
Department of Educational Research, Technology and Leadership
Education
Educational Leadership
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Howell, Jane Mary. "Charismatic leadership : effects of leadership style and group productivity on individual adjustment and performance." Thesis, University of British Columbia, 1986. http://hdl.handle.net/2429/27111.

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The present study examined the effects of three leadership styles (charismatic, structuring, and considerate) and two levels of group productivity (high and low) on individuals' adjustment to and performance on an ambiguous decision making task. One hundred and forty-four Commerce undergraduates participated in a simulated organization (The Mackenzie Institute) which was obstensibly designed to assess their practical business skills. They completed an in-basket exercise directed by a manager (an experimental confederate) who portrayed a charismatic, structuring, or considerate leadership style. Participants individually worked on the exercise in the presence of two other Commerce students (also experimental confederates) who advocated to them either high or low productivity on the task. The participants subsequently completed a questionnaire measuring their adjustment to the task, the manager, and the two student confederates. Univariate analyses of variance generally indicated that individuals with charismatic leaders had significantly higher task performance, task adjustment, and adjustment to the leader when compared to individuals with considerate or structuring leaders. The group productivity data indicated that individuals in the high productivity group reported a significantly greater task satisfaction, lower role conflict and higher adjustment to the group than individuals in the low productivity group. Croup productivity norms had no significant effect on individual task performance. The interaction between leadership style and group productivity revealed that charismatic leadership, regardless of the directionality of group productivity norms, produced high individual task performance, task adjustment, and adjustment to the leader and to the group. In contrast, the impact of structuring leadership on individuals' task adjustment was modified by group productivity norms: individuals who worked with a structuring leader and in a high productivity group reported higher task satisfaction and lower role conflict than individuals who worked with a structuring leader and in a low productivity group. Individuals with a considerate leader and in a high productivity group had significantly higher task satisfaction than those with a considerate leader and in a low productivity group. Multivariate analyses of the data revealed a similar pattern of results. Explanations and implications of the results are discussed and directions for future research are presented.
Business, Sauder School of
Graduate
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Kleinhans, Zydèlia. "A conceptual framework of preferred leadership style and leadership communication for Generation Y employees." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/65487.

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Every few decades, a new generation enters the workplace and organisational leaders are facing challenges with finding the best ways to lead and maximise their contributions within the multi-generational workforce. The generational cohort, Generation Y (millennials), born between 1979 to 1997, is the newest entrants in the workplace. Similar to previous generations who entered the workplace, Generation Y also brings unique characteristics and strengths to organisations, such as tech-savviness and willingness to make a meaningful contribution, which makes it impractical to have a one-size fits-all leadership approach in leading the multi-generational workforce. If the potential of Generation Y employees is unlocked through the right leadership styles and leadership communication approaches, they could turn out to be an organisation’s biggest assets. Approached from a post-modern world view, the aim of this study was to determine the preferred leadership style and leadership communication for Generation Y employees. This was done by conducting 20 face-to-face semistructured interviews with Generation Y employees across a few industries. With the consent of interviewees, the researcher took voice recordings and manually transcribed the interviews. The researcher made use of both manually and automated coding using the software programme Leximancer. The purpose of this study was to propose guidelines and develop a conceptual framework to organisational leaders based on the preferences of Generation Y employees in terms of leadership styles and leadership communication. From the findings, there is no one leadership style that would be ideal in managing Generation Y employees, instead a combination of leadership styles is preferred depending on the circumstances. The circumstances may require characteristics of the autocratic, participative, transformational, laissez-faire, servant and/or the communicative leadership style. With regards to leadership communication, important to Generation Y employees is that there is clear, open and frequent communication at all times. Organisational leaders should ensure that the preferred topics are included in the communication activities to these employees, namely: growth opportunities; personal performance; financial performance; expectations, roles and responsibilities; and any updates that may impact them. The preferred organisational leader would engage in face-to-face communication to speak to employees, and would share an email afterwards with the main points discussed to ensure that there is a paper trail. Although guidelines and a conceptual framework are proposed by this study, it remains the responsibility of organisational leaders to assess the various circumstances and determine what the ideal leadership style and leadership communication approaches would be for the different scenarios.
Dissertation (MCom)--University of Pretoria, 2017.
Communication Management
MCom
Unrestricted
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Ševčíková, Jana. "Leadership a management." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241475.

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The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.
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Rösel, Sonja. "The adaptation of leadership style to corporate strategy change /." Bamberg, 2007. http://aleph.unisg.ch/hsgscan/hm00179131.pdf.

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Chortatsiani, Evangelia. "The influence of leadership style on product development success." Thesis, Imperial College London, 2001. http://hdl.handle.net/10044/1/7762.

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Shaikh, Fuad N. "Managerial leadership style in the private sector in Jordan." Thesis, University of Glasgow, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.336697.

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Alkhamali, Khaled Salem H. "Leadership style, organisational culture and disputes in public construction." Thesis, Heriot-Watt University, 2014. http://hdl.handle.net/10399/2774.

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The increasing occurrence of construction disputes has compounded the fragmentation, complexity and adversarial nature of the construction industry. Disputes are associated with high cost, delays, low quality and even the destruction of important relationships among project parties that have taken long years to build and disputes have become ‘the rule rather than the exception’. Despite considerable attempts in literature towards dispute minimization in construction projects, very few studies have addressed the roots behind the occurrence of disputes. Leadership and organisational culture are key influential factors in the construction industry. Effective project leaders should, not only achieve the goals and objectives of the organisations they lead, but also, minimize conflicts and disputes. Also by instilling strong organisational culture, construction organisations can control dispute to minimum levels. Therefore, this study aims to draw research attention toward the core of disputes by providing theoretical insight and empirical investigation concerning the roots of this problem. A framework is presented to minimize disputes in public organisations of construction. The mixed methodology adopted includes a survey conducted to investigate the current practice and semi-structured interviews to explore best practice that combined to form a foundation for the framework that assess leaders and organisations to minimize construction disputes. The findings revealed that among the most significant dispute causes are: delay by the contractor, lack of team spirit, slow contractor response, poor communication, unrealistic tendering, inadequate contractor selection, unforeseen site conditions and inadequate site supervision. Significant correlations were noted between transformational leadership and the most significant dispute causes. Also significant association was indicated between clan culture and disputes. Emerging from the study is that transformational leadership and clan culture appear to be the most suitable leadership style and organisational culture, respectively, in public construction organisations (owner organisations) that help minimize disputes with contractors.
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Yaffe, Michael John. "Relationship between Perceived Team Leadership Style and Effectiveness Ratings." Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc278941/.

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An abundance of theories exists on what constitutes appropriate team leadership; What seems to be lacking is how the "followers" react when exposed to their tenets. This particular study involves testing a contemporary model (Stewart & Manz, 1995) via interview statements that seem to indicate that a certain form of team leadership is taking place. Once determined, the effectiveness of the leadership "style" that is in effect is assessed using ten different performance dimensions to determine if that style is successful (or detrimental) in any of those areas. Leadership "tools" from other theories and models are examined as well.
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Kobylinski, Julia, and Molly McGregor. "Inherent Motivation and the Leadership Style Preferences of Millennials." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84725.

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Existing research on leadership and motivation tends to focus primarily on how leadership style influences employee motivation with very little consideration for how follower characteristics may influence the preference of the leader. In an attempt to contribute to this research gap, this thesis examined whether motivation, as represented by extrinsic and intrinsic sources, influences an individual’s preference towards a transactional vs. transformational leadership style. This thesis provides further novelty by examining this concept on the largely understudied and newest generation to enter the labour market, the millennials. To investigate the main research question, 220 Swedish students participated in a questionnaire that was designed to assess their motivation and leadership style preference. As age, gender and personality were considered as potential predictors in this relationship they were also included in the questionnaire as control variables. A multiple regression analysis revealed intrinsic motivation to be a significant predictor of transformational leadership preference, and extrinsic motivation as a significant predictor of transactional leadership preference. These findings provide merit in both the academic and organisational sectors, not only contributing empirical evidence to this widely neglected research field, but also in the practical utility these results can provide for creating more informed leadership training decisions in a bid to recruit, retain and motivate the millennial generation as they enter the workforce.
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Al-Omari, Aieman Ahmad. "Leadership styles and style adaptability of deans and department chairs at three public research universities." Online access for everyone, 2005. http://www.dissertations.wsu.edu/Dissertations/Spring2005/a%5Falomari%5F050305.pdf.

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Leslie, Madylon Byre. "Effect of leadership context and leadership style of superintendents on the process of educational change /." Access abstract and link to full text, 1991. http://0-wwwlib.umi.com.library.utulsa.edu/dissertations/fullcit/9123413.

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Kelly, Shirley M. A. "The influences of teacher leadership style on students' affective motivation." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0019/MQ54200.pdf.

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Charles, Patricia Baron. "Investigation of principal leadership style in a Connecticut vanguard school /." Full Text (HTML) Full Text (PDF) Abstract, 2008. http://eprints.ccsu.edu/archive/00000514/02/41DissFT.htm.

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Thesis (Ed.D.) -- Central Connecticut State University, 2008.
Dissertation advisor: Judith Faryniarz. "... in partial fulfillment of the requirements for the degree of Doctor of Education." Includes bibliographical references (leaves 184-192). Also available via the World Wide Web.
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Mat, Johari. "The influence of leadership style on internal marketing in retailing." Thesis, University of Stirling, 2008. http://hdl.handle.net/1893/2153.

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An exploratory investigation using a survey study approach was undertaken in two organisations in retailing, to explore whether there is any connection between HOD leadership style and the effectiveness of marketing concept in the organisation. Findings emerged on several levels. Despite the agreement on the importance of leadership in IM, little integration of leadership and IM research is found in the literature. Traditionally, leadership studies relate to job satisfaction, motivation, performance, productivity and communication. The term leadership means different things to different people (De Jong 2006). Although no ultimate definition of leadership exists (Yukl 2002) the majority of definitions reflect some basic elements including influence, motivation, intention, and change. Despite the importance of acknowledging the concept of leadership and its implications on internal marketing, it emerges that empirical studies of the relationship between leadership and internal marketing are unduly under-represented. Looking at the results, the achievement oriented and participative styles are positively associated with internal marketing. The achievement oriented is somewhat a better predictor than participative style in predicting variability in internal marketing. Conversely, the directive style is negatively associated with the internal marketing variable. The only leadership style that has no significant effect on internal marketing is the supportive style. The results also show that staff job satisfaction levels are positively predicted by leadership style. Further analysis shows that only 2 out of 4 leadership styles have positive significant effects on internal marketing; these are: achievement oriented and participative styles. The other two are not significant in predicting the variability in job satisfaction. The regression results show that leadership style has a significant effect on the HOD performance variable. All leadership styles, except supportive style, have significant effects on HOD performance. The achievement oriented and participative styles have positive significant effects, but the directive style has a negative effect on HOD performance. The overall results show that achievement oriented and participative styles have positive significant effects directly and are mediated by internal marketing effects on job satisfaction and HOD performance. But the directive style of leadership has a significant direct negative effect and is mediated by internal marketing on HOD performance only and not on job satisfaction. Survey data at the individual level was aggregated across the two organisations and analysed. While these results cannot be statistically generalisable because of the small and unrepresentative sample used, the findings suggest that the link between individual organisation members’ perceptions of Internal Marketing and HOD leadership would be worthy of a larger study.
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Pan, Chien-Chih, and 潘建志. "The Leadership Style of CEO." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/83323331920017980390.

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Tanabe, Mildred. "Leadership style and employee stress outcomes." Thesis, 1993. http://hdl.handle.net/10125/10263.

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Brand, Gerhard. "Leadership style to sustain organisational culture." Thesis, 2006. http://hdl.handle.net/10500/213.

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One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.
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TAN, WEI-HSUAN, and 但韋萱. "Leadership Style in Green Restaurant Enterprise." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/10973339195532040538.

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碩士
東海大學
餐旅管理學系
104
Global environmental sustainability development has caused serious influence and impact over the past number of years. The environmental awareness has been extended to the green hospitality management. The lead concept is based on the standards of successful business. This survey conducted 10 green restaurants in Taiwanese metropolitan areas and interviews will be completed with government-certified green restaurant operators who are either senior managers or business owners. This study summarizes the types of green restaurant leadership style and analyzes the charismatic leadership, transformational leadership and visionary leadership three attributes of new charismatic leadership theory, and use quantitative methods to understand employee satisfaction with leader’s measure. According to the study the visionary leadership has highest percentage that the leaders for green enterprises have a clear vision and long-term goals with staff to advance to the faith. In the satisfaction, the visionary leadership is the highly leadership style. The results showed the green restaurant is visionary leadership as the main leadership style and employees are more willing to follow the enterprise to expand the green industry. The finding suggest that domestic industry can try the visionary leadership to be the main leadership style to lead the green restaurant or build an ethos driven promote the green restaurant essential support in Taiwan.
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HSIANG, CHENG JUI, and 鄭睿翔. "Board Leadership Style and Corporate Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/80885378352499779402.

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碩士
國立屏東科技大學
企業管理系所
99
In recent years, due to the implementation of corporate governance, independent directors are becoming more and more important and have a certain influence in company’s performance. The study conducts an empirical analysis on the relationships between the CEO duality and the company performance, the impact of CEO duality in the high proportion of independent directors environmental on corporate performance and the impact of CEO duality in the dynamic environment of high environmental performance on company’s performance. The results indicate that CEO duality and the ROE, ROA have significantly negative correlations There is no correlation between CEO duality in the high proportion of independent directors environment and ROE & ROA, CEO duality in the high proportion of independent directors and Tobin's Q environment was positively correlated. CEO duality in high ambient dynamic environment with ROE&ROA has a significant negative correlation. CEO duality in high ambient dynamic environment with Tobin's Q has no correlation.
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Makhaga, Mpho Harriet. "Sustainable leadership style towards school effectiveness." Thesis, 2015. http://hdl.handle.net/11602/261.

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Otavová, Petra. "Teorie situačního vedení a její aplikace v oblasti oční optiky v České republice." Master's thesis, 2011. http://www.nusl.cz/ntk/nusl-296432.

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The Theory of Situational Leadership, the core of the thesis, has become nowadays one of the intensively studied area in Sociology of management. The primary goal to be accomplished here in this thesis is to examine leadership styles of leaders in the optical business in the Czech Republic and to determine if the leaders are effective when exercise leading the followers, all with regard to Blanchard's and Hersey's Situational Leadeship Theory. The main part of the thesis consists of empirical study which focuses on leaders and their ledearship styles in optical organizations as well as their effectiveness in leading team of followers. The quantitative survey tool modified by author so can be used in czech environment will be introduced in the methodological part of the thesis. The theoretical assumptions should appropriately illustrate the analytical results obtained by the research.
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Danuser, Rhonda J. "Cross-cultural leadership the interaction of culture, values, and leadership style /." 2009. http://digital.library.okstate.edu/etd/Danuser_okstate_0664D_10498.pdf.

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Li, Shu Nien, and 李書年. "Relationships ampng Personality Trait, Leadership Style, Organizational Communication and Leadership Effectiveness." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/59563067617990892288.

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碩士
大葉大學
人力資源暨公共關係學系碩士在職專班
95
The purposes of this research are examine the influence of personality trait, leadership style, organizational communication and leadership effectiveness. The subjects are elementary school teachers in Tainan ; 1100 questionnaires are re-leased and the retrieved valid ones are 731 copies. Some concrete suggestions were proposed based on the research results for the reference of Elementary School Principals and administrational authorities in the further researches and discus-sions. This research was using the method of questionnaire survey together with various kind of statistic analysis and got the important discoveries are stated sepa-rately as follows: 1. The different individual variables to personality trait, leadership style, organiza-tional communication and leadership effectiveness come out a partly remarkable discrepancy. 2. Personality trait, leadership style, organizational communication and leadership effectiveness reveals outstanding positive relation. 3. The interaction of personality trait and organizational communication reveals interference effect to the leadership effectiveness. 4. The interaction of leadership style and organizational communication reveals interference effect to the leadership effectiveness.
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Chang, Chi, and 張琪. "Leadership Style, Organizational Climate, and Team Cohesion:." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/4h9592.

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碩士
國立臺灣師範大學
體育學系
96
By comparing different demographic variables, this study was to explore the leadership style, organizational climate and team cohesion of the sport volunteers in Taipei County, supervised by the Sport Office. This study analyzed the predictable effectiveness of leadership style, organizational climate and team cohesion conducted by sport volunteers. Base on the questionnaire “Survey of Internal Operation of Sport Volunteers”, this study went on the research survey of 214 sport volunteers supervised by the Sport Office of Taipei County. Analysis of the quantitative data was demonstrated by descriptive statistics, one-way ANOVA, Scheffe’s Method, stepwise multiple regression . The conclusions are illustrated as follows: 1. The sport volunteers were influenced in directing leadership style, establishing a friendly climate for all who join, and forming team cooperation, which stimulates interpersonal attraction and team cohesion. 2. Those who were under sixty, housewives and businessmen, and young career people (with 2 to 4 years’ work experience) were more sensitive to leadership style. Housewives and young career people (with 2 to 4 years’ work experience) were more sensitive to the atmosphere of the environment. Those aged 51 to 60, housewives, and young career people (with 2 to 4 years’ work experience) were more sensitive to team cohesion. 3. “Warm support" and “team identity ” created in a friendly environment, as well as “inspiring encouragement,” and “individual concern” in transformational leadership contributed significantly to team cohesion. Conclusions of this study and suggestions would be: 1. To enhance team cohesion, warm support and team identity should be intensified. 2. To inspire sport volunteers and to promote their efficiency, encouragement and individual concern were strongly recommended. 3. In near future, related researches in terms of sport volunteers in academic area could be conducted by the Ministry of Interior Affairs or Sport Organizations. Keywords: sport volunteer, leadership style, organizational climate, team cohesion
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Chen, Ying-Chih, and 陳映芝. "A Study of Outdoor Leadership Style Model." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/59094873923032183717.

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碩士
國立體育學院
休閒產業經營學系碩士班
95
The purpose of this study was to explore the current outdoor leadership style model and the factors on changing the model. According to the study process and findings, the researcher had proposed several study limits and comments for future studies and practitioners in the end. The researcher had conducted the survey by semi-structured interview and the documents from the 10 outdoor leaders who are recommended by 3 experts in outdoor adventure education and 2 students who majored in outdoor adventure education program for 3 years. They are not only good at leading the rope course, hiking and mountaineering course, upstream course, rock-climbing course and kayaking course more than 5 years, but good at facilitation skill. The findings were as follows. According to different periods, different task behavior and relationship behavior in the course, outdoor leaders have to change their leadership style into direct style, support style, guard style and transform style. The leading style will be dynamically changed owing to different courses, different situations as well as direct and indirect factors. The direct factors include safety, the preparation of the group, maturity of the individual’s skill, efficiency of outdoor leader, and the consequences of decision. The worse the direct factors are, the more outdoor leader will tend to choose direct style. The indirect factors will affect the course design or outdoor leader’s behavior first, and then affect outdoor leadership style. They include the objective of organization and support system, course structure, the background of outdoor leader, and the professional ethic.
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