Dissertations / Theses: 'Leadership styles'

1

Mack, Corina Joy. "Leadership styles of restaurant managers." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005mackc.pdf.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Borowa, Agnieszka, and Hani S. Darwish. "IDENTIFYING BUSINESS STUDENTS’ LEADERSHIP STYLES." Thesis, Halmstad University, School of Business and Engineering (SET), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-841.

Full text

Abstract:

The fact is, no organization has ever become great without exceptional leadership - without leaders who can connect the efforts of their teams to the critical objectives of the organization, who can tap the full potential of each individual on their teams, who can align systems and clarify purposes, and who can inspire trust. The purpose of the study is to investigate and compare what management styles business students from Halmstad University, Sweden, will implement. Moreover, this study shows future leaders work preferences and concerns. As a tool for the findings the managerial grid (founded in 1964 by Blake and Mounton) was incorporated with situational theory (Hersey and Blanchard, 1977). The investigation was conducted applying a theoretical framework to empirical data. By analysing leadership styles and students work preferences, it illustrates the kind of leader a business student will potentially become and which direction he/she may take. Overall, the average of 130 business students from Halmstad University shows that they are going to be a Team Leader, because for them the people’s needs as well as the results of their work are important.

APA, Harvard, Vancouver, ISO, and other styles

3

Usabuwera, Samuel. "Leadership styles in successful schools." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/3640.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3644307.

Full text

Abstract:

The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.

APA, Harvard, Vancouver, ISO, and other styles

5

Lawyer, K. Amy. "LEADERSHIP STYLES OF STATE EXTENSION SPECIALISTS." UKnowledge, 2018. https://uknowledge.uky.edu/edsc_etds/42.

Full text

Abstract:

Cooperative extension is one of three components, along with teaching and research that form the mission of land grant universities. The focus of extension work is to take knowledge gained through research conducted at the university, and disseminate the information, in a practical manner to the end user. In most instances, extension work revolves around agriculture. Within the extension system are personnel that help to foster this program of educating clientele who work in the agricultural industry. County level agents are in place to teach and address the needs of local constituents, specialists are generally housed at the university campus and are hired for their expertise in a specific field of agriculture, and administrators help to keep the system functioning. Many studies have been conducted on the leadership characteristics of county agents and extension administrators, however the current knowledge base concerning leadership behaviors of extension specialists is lacking. Traditionally, specialists were strictly used as a resource for subject matter information; however, changes overtime to cooperative extension have seen specialists move to a leadership position that involves leading agents groups and conducting programing that directly serves the clientele. With newly acquired expectations to perform in a leadership capacity, yet without training or educational background to ensure these skills, there is potential for complications to arise. Using a mixed methodological approach, this sequential explanatory study was conducted using Burn’s (1978) transformational leadership as a theoretical framework, with the purpose of examining current transformational leadership characteristics among extension specialists in addition to gaining information concerning demographic and professional information pertaining to this group. The sample group consisted of equine extension specialists, an initial survey was sent which contained questions relating to educational background, make-up and tenure of their position, as well as the Multifactor Leadership Questionnaire (MLQ) to analyze self-perceived transformational leadership characteristics. This survey was followed by a voluntary individual interview with the researcher. The purpose of the semi-structured interview was to gain a broader example of the leadership perspectives of this particular group. Although no significant connections could be made concerning demographic information and MLQ leadership scores, the group as a whole registered below average for displaying transformational leadership characteristics, ranking in the 40th percentile for composite MLQ scores compared to the general population. The interview data showed that as a whole there was agreement with the concepts of transformational leadership, however MLQ scores and anecdotal evidence show that practical application of transformational leadership is lacking. Most participants indicated they did not feel prepared for their job, and many indicated that interpersonal relationship skills were used more often than their degree specialization. The findings from this study may help to encourage leadership training focused towards extension specialists, and to emphasize the need for leadership skills within this position.

APA, Harvard, Vancouver, ISO, and other styles

6

Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1166.

Full text

Abstract:

The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

8

Oyefeso, Adedolapo Ibiyemi. "Leadership Styles and Leadership Effectiveness of Outpatient Physical Therapy Clinic Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3913.

Full text

Abstract:

Outpatient physical therapy clinics (OPTC), like many other healthcare organizations, face an array of challenges in meeting the needs of the growing elderly population. The leadership behavior of OPTC managers is a key component to secure employee loyalty, accommodate increased patient demand, and implement positive organizational change. The purpose of this nonexperimental quantitative survey designed study was to investigate the relationship between the leadership styles perceived by OPTC healthcare managers and nonmanagerial employees, as measured by the Multifactor Leadership Questionnaire Short. The primary research question examined the difference between the OPTC managers' self-perceived leadership style and the nonmanagerial subordinates' perceptions of the manager's leadership style. The theoretical framework was the transformational and transactional leadership theory by Bass. Sampling was random and comprised of a minimal sample of 89 respondents. Data analysis included both descriptive and inferential statistics. Multiple regression analysis and correlations statistical models were used to predict the relationship of the dependent and independent variables. The results of the present study indicated a statistically significant relationship between the leadership style of OPTC managers and job effectiveness. All leadership styles of the OPTC managers were moderately correlated with job effectiveness, whereas passive/avoidant was negatively related to job effectiveness. This study is significant for OPTC leaders in their quest to create a leadership environment that fosters a positive influence on overall job performance and satisfaction among nonmanagerial staff, a formula for growth, and positive social change.

APA, Harvard, Vancouver, ISO, and other styles

9

Jones, David William Ward. "Leadership in colleges of agricultural and life sciences an examination of leadership skills, leadership styles, and problem-solving styles of academic program leaders /." [Gainesville, Fla.] : University of Florida, 2006. http://purl.fcla.edu/fcla/etd/UFE0013806.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Lawson, Michael A. "Leadership styles in secondary school science teachers /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3164522.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Davis, Theresa D. "Does superintendents' leadership styles influence principals' performance?" Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583283.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

12

Melander, Joakim, and Gauthier Boisnard. "Exploring leadership styles in the music industry." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39954.

Full text

Abstract:

This is a study which is looking to explore how and why the leadership styles within the music industry differs from the various sectors of the industry. Seeing how this is a topic which has not been studied very much in the past it is an interesting way of understanding how leadership is conducted within an industry which is changing at such a rapid pace due to technological changes (Tschmuck, 2014). The music industry was divided into three different sectors: Recording and Production, Event Organization, and Orchestras. Semi-structured interviews were conducted with one representative within each sector and each respondent of the interview held a leadership position at a company which operates within the given sector. The theoretical framework of leadership that was used for this study is the six leadership styles of Daniel Goleman (2000). This was used as the main source of knowledge for leadership theory, but other sources were used to compliment this framework. After analysing the empirical data that was gathered through the interviews it was linked to the theory of Goleman in order to identify what leadership styles and traits were present within each sector. The conclusions that could be drawn from this multiple case study is that leadership styles differ from one sector to another due to differences in climate, contextual dependency and goals of each organisation.

APA, Harvard, Vancouver, ISO, and other styles

13

Hejres, Sabah Khalifa. "Investigating the effectiveness of leadership styles on instructional leadership and teacher outcomes." Thesis, Brunel University, 2018. http://bura.brunel.ac.uk/handle/2438/17160.

Full text

Abstract:

There are different criteria that affect active leadership styles that enhance the role of a principal as an Instructional Leadership. However, many principals lack such criteria where a strong principal considered as an Instructional Leadership. To become Instructional Leaders, principals must transform their practices from managerial to instructional. They need to exercise their leadership by exhibiting the leadership styles in their role and character, or their role will merely perform administrative duties that are akin to an administrative position. Furthermore, a school principal as a leader should play an important role in enhancing teachers' satisfaction. This study investigated the moderating effect of four leadership styles Directive, Supportive, Participative, and Achievement-oriented (D, S, P, A) on Instructional Leadership and teachers' outcomes (job satisfaction, job expectancies and acceptance of leader). The study used mixed methods, qualitative survey and quantitative focus group to develop a model based upon empirical data. The findings are based on a survey of 536 participants including teachers, principals and senior chiefs at various levels of primary, elementary and secondary schools across the Kingdom of Bahrain. The statistical and thematic analysis of the data shows that there is a direct and positive relationship between Instructional Leaderships and teacher's outcomes when moderated by the four leadership styles. The contribution of this study is the empirically tested relationships between Path Goal Theory and Instructional Leadership which shows that there are statistically significant relationships between D, S, P, A and the relationship between Instructional Leadership and the teacher's job satisfaction, job expectancy and acceptance of leader. Focus group finding shows that Leadership styles D, S, P, A transforms Instructional Leadership into a form that enhances the leadership role in Kingdom of Bahrain that Transactional Leadership influences Job expectancy, whilst Referent Power influences acceptance of leaders.

APA, Harvard, Vancouver, ISO, and other styles

14

Rugerinyange, Nshuti. "Traditional and hybrid leadership styles in Rwanda : examining the common leadership styles, influencing factors, and culture in post-genocide Rwanda." Thesis, Robert Gordon University, 2016. http://hdl.handle.net/10059/2142.

Full text

Abstract:

For most of Rwanda's post-independence past, the country has been marked by ethnic feuding, mass population movements and long exiles in neighbouring countries, and civil wars that culminated in the genocide in 1994. As this research shows in its review of literature of the history of Rwanda's post-independence period, the civil wars of those with ethnically-differentiated access to power and wealth have had social-, cultural- and economic effects. How has foreign culture - acquired by Rwandaliens - affected indigenous Rwandan culture, and its influence thereof on the present leadership styles? This thesis assesses the most common leadership styles in companies / organisations in Rwanda, in order to build a theory of the predominant leadership styles and culture in Rwanda in the context of the post-genocide era.

APA, Harvard, Vancouver, ISO, and other styles

15

Unal, Cansu. "Impact of the National Culture on Female Leadership Styles : How does Turkish culture impact on female leadership styles in Turkey?" Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64610.

Full text

Abstract:

The culture demonstrates itself in the shared values, attitudes, beliefs, norms and behaviours of people and it is distinguished from each other by differences in those shared meanings of people interacting. As culture is varied across countries, leadership styles are also varied across countries and are not exercised in the same way across different cultures. They are imported in accordance with the cultural environment in which they are perceived. Therefore, understanding the culture is significant in order to explain preferences of leaders concerning leadership styles. The main purpose of the present dissertation is to provide an overview of the relationship between Turkish culture and the way in which leadership is exercised by Turkish female leaders. The present study is completed in three steps in order to demonstrate that the existing relationship between the Turkish culture and leadership styles of female leaders in Turkey. In the first step, the study examined what culture is, what dimensions of the national culture are, what leadership is and how leadership styles are culturally-linked. In the second step, the paper investigated how female leaders perceive and exercise different leadership styles across different cultures. In the third step, the study researched what cornerstones of Turkish culture and how anticipated leadership styles of Turkish female leaders are shaped by Turkish culture. The study followed a qualitative research approach based on the grounded theory. Ten female leaders coming from different backgrounds were interviewed in order to draw a holistic picture of the relationship between Turkish cultural values and leadership styles of Turkish female leaders. The findings of the study indicate that the Turkish culture has an influence on leadership styles of Turkish female leaders. According to the results, while Islamic values have no significant impact on leadership behaviours of female leaders, such cultural attributes as collectivism, high power distance, uncertainty avoidance and paternalism have a huge impact on leadership styles of Turkish female leaders. The research examined only leadership styles of Turkish female leaders. Therefore, this study recommends a future research which will investigate leadership styles of Turkish males in order to understand whether gender has also an effect on leadership styles of Turkish leaders.

APA, Harvard, Vancouver, ISO, and other styles

16

Denton, Theresa Leoni. "Leadership styles of senior librarians in the City of Cape Town." Thesis, University of the Western Cape, 2013. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_7903_1367481446.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Allen, Billie (Billie Morgan). "A Construct Validation Study of the Relationship Between Interpersonal Behavior Styles as Described by the Social Style of Behavior Profile and Leadership Styles as Described by the Leader Behavior Analysis." Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc332239/.

Full text

Abstract:

The extensive use of leadership training in industry suggests a need for validated information concerning the role of interpersonal behavior in the study of leadership styles. Early leadership research focused primarily on the traits of a leader. Subsequent research has attempted to f a correlation between leader behavior and personality type. Findings indicate that personality typologies, which include attitude and value constructs, are too broad to explain leader behavior. In order to move toward specificity in the study of leadership, it is necessary to determine if interpersonal behavior styles are related to leader behavior. The purpose of this study was to investigate the relationship of variables from data gathered on leadership styles from the Leader Behavior Analysis and variables related to interpersonal behavior reported from the Social Style of Behavior Profile. The dimensions of leadership style flexibility and social style of behavior versatility were also examined. A random sample of 100 corporate employees were used in this study. The research instruments that were tested for independence were the Leader Behavior Analysis and the Social Style of Behavior Profile. The results of this study indicate that the constructs of leadership style and social style are independent dimensions. Additionally, the results of the study indicate that the constructs of leader flexibility and social style versatility are independent dimensions.

APA, Harvard, Vancouver, ISO, and other styles

18

Kavanagh, Sarah Ellen. "Leadership Styles And Communication Between Leaders and Followers." Thesis, Ulster University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.487400.

Full text

Abstract:

The aims for this research were (1) to profile leadership styles within one health service organisation, according to Bass and Avolio's (1995) taxonomy of leadership; (2) to identify leaders' characteristic 'forms of leading and communicating and (3) to explore followers' perceptions of leadership engagement. A three-phase programme of research was utilised within a single case study starting with a pre-study, followed by 360-degree questionnaires (Multifactor Leadership Questionnaire) distributed to leaders and followers within this health organisation and finally, a series of qualitative semi-structured interviews with selected leaders and followers. By approaching the issue of communication practices inherent within specific leadership styles, this study represents a uniquely comprehensive and in-depth analysis that contributes to research and theory in the leadership field. In particular, the focus on followers' perceptions provides this study with one particular point of differentiation from previous research activity in the area of leadership and communication. Although three leadership styles were identified within this particular case study as a combination of transformational and transactional, transformational and transactional, the majority of leaders were identified as demonstrating mostly transformational behaviours. Consequently, semi-structured interviews were conducted to depict the interplay of various communication practices inherent within these specified styles. These results indicated that 'feedback', 'time management', 'face-to-face' and 'daily' communication are practices rated highly by followers and increase satisfaction levels during interaction. These results are significant in terms of understanding, identifying and addressing communication practices that are demonstrated by leaders within specific styles of leadership. Thus the current study proposes that it is the identification and analysis of followers' perceptions within the leader/follower interface that will move this area forward.

APA, Harvard, Vancouver, ISO, and other styles

19

Anawalt, Max A. "The Relationship of Leadership Styles, Context, and Outcomes." Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cmc_theses/215.

Full text

Abstract:

New and experienced leaders sometimes underestimate the importance of the follower and context in their ability to be effective and successful in the long term. During an organization crisis or in a conflict situation, a leaders’ verbal and nonverbal communication behaviors and an awareness of the contextual factors and followers’ feelings involved may contribute more to long-term effectiveness and success more generally than certain characteristics or type of leadership, even if that style is the prevalent model of leadership within the organization. In theory, every leader should benefit from a greater understanding of the evolving study and theory of leadership psychology, but to put the knowledge into practice is a completely different story. This case study depicts some of the new and existing challenges facing leaders today, in hopes that the way in which the information is presented through a story will better help in illustrating the mistakes that all leaders can and do make, so the events and people in the story serve to prevent these mistakes from being made.

APA, Harvard, Vancouver, ISO, and other styles

20

Chan, Chi-yan Henry, and 陳志恩. "Local and expatriate leadership styles amongst civil engineers." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B42128341.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Cruz, Melissa C. "Generation Y workplace needs and preferred leadership styles." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1562338.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

22

Herndon, Janie Diane. "Gender differences in high school principals' leadership styles." Scholarly Commons, 2002. https://scholarlycommons.pacific.edu/uop_etds/2546.

Full text

Abstract:

Objective . The purpose of this study was to determine if the leadership behavioral practices of female and male high school principals were similar or different. Methodology . The Leadership Practices Inventory - Individual Contributor (LPI-IC) form was sent to a random sample of 300 (100 females and 200 males) of the 898 public high school principals in California. The response rate was 45 percent (N = 123; 79 males and 44 females). The typical principal had served six years, with an average of 13 years as a teacher. Key findings . While female principals generally reported higher scores than their male counterparts on the five leadership practices, there were no statistically significant differences between the two groups on Challenging, Enabling, and Encouraging. On both Inspiring and Modeling, the scores of female principals were higher than those of male principals. Number of years as a principal was not correlated with any of the five leadership practices; and the same was true for number of schools as a high school principal. Challenging and Inspiring were significantly correlated with number of years as a teacher.

APA, Harvard, Vancouver, ISO, and other styles

23

Prasitthipab, Suthida. "Family Communication Patterns: Can They Impact Leadership Styles?" TopSCHOLAR®, 2008. http://digitalcommons.wku.edu/theses/16.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Sawyer, Emmett. "The relationship between cognitive styles and instructional leadership /." free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9841359.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Chan, Chi-yan Henry. "Local and expatriate leadership styles amongst civil engineers." Click to view the E-thesis via HKUTO, 1989. http://sunzi.lib.hku.hk/hkuto/record/B42128341.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Al, Haj Anas. "Leadership Styles and Employee Motivation in Qatar Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3380.

Full text

Abstract:

Organizations in the public sector in Qatar have a reputation for delivering inefficient services. Leaders lack an understanding of motivational factors affecting public sector employee performance. The purpose of this correlational research was to examine the relationship between leadership styles and employee motivation in public companies in Qatar. The independent variables were the transformational, transactional, and passive-avoidant leadership styles. The dependent variable was employee motivation. The moderator variables were employee age and salary. A sample of 92 employees from 4 public sector organizations in Qatar responded to the online survey. The full range leadership theory served as the theoretical foundation for describing leadership styles of managers as perceived by employees. Self-determination theory served as the theoretical foundation for describing employee motivation. A hierarchical regression model was developed, and results of the study indicated a significant positive correlation between transformational and transactional leadership styles used by managers and employee motivation levels, with a standardized beta coefficient (Î²) above 0.6, and a significant negative correlation between passive-avoidant leadership style and employee motivation levels, with a standardized beta coefficient (Î²) below -0.57. Age moderated the relationship between transformational leadership and motivation. Salary moderated the relationship between passive-avoidant leadership and motivation. Leaders of public organizations in Qatar may use the results of this study to better support employee motivation and engagement. The study may contribute to social change by helping managers improve organizational performance and increase efficiency levels.

APA, Harvard, Vancouver, ISO, and other styles

27

Dobosh, Melissa Ann. "The impact of cognitive complexity and self-monitoring on leadership emergence." Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file 0.75Mb , 85 p, 2005. http://wwwlib.umi.com/dissertations/fullcit/1428189.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Daher, Pascale. "The impact of leader gender, leadership styles, and follower gender on leadership effectiveness." Thesis, Aston University, 2018. http://publications.aston.ac.uk/37536/.

Full text

Abstract:

This research examined how and under what conditions gender affects leadership effectiveness. Grounding the analysis in the Social Identity Theory of Leadership (SITL), a set of hypotheses was developed which predicted that the effect of leader gender on leadership effectiveness will be mediated by leadership group prototypicality. Stemming from the Expectancy Violations Theory and the Uncertainty Reduction Hypothesis, leadership group prototypicality was hypothesized to be a function of firstly the interaction between leader gender and leadership styles (directive versus participative), and secondly between leader gender, leadership styles (directive versus participative), and follower gender. Three studies were conducted to test this. Study 1 collected data from 151 participants who sat through a video manipulation. Moderated mediation analyses revealed that female leaders were considered more prototypical and thus more effective than male leaders when they engaged in directive leadership, and that this relationship was particularly pronounced with male followers. Regardless of follower gender, male leaders were not considered more prototypical than female leaders when they engaged in participative leadership, and the moderated mediation hypotheses were not supported. Study 2 attempted to replicate this finding by utilizing a written scenario manipulation. Data was collected from 170 participants although moderated mediation analyses did not reveal a significant effect of leader gender on leadership effectiveness through leadership group prototypicality. While the findings were in line with the Role Congruity theory, they were also in line with the SITL. Finally, Study 3 replicated the findings of the first experiment in a field setting. Data was collected from 126 employees in the services sector. As in Study 1, moderated mediation analyses showed that female leaders who engaged in directive leadership were more prototypical and ultimately more effective than male leaders who engaged in equivalent behaviour. Study 3 also did not find support for the moderated mediation hypotheses under participative leadership. In sum, the studies conducted provide internal and external validity to the proposed research model.

APA, Harvard, Vancouver, ISO, and other styles

29

Vik, Karina. "Clinicians as leaders : How important are leadership competencies for leadership performance." Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1110.

Full text

Abstract:

Public health organisations of today are increasingly subject to the same market forces and competition as are private enterprises, and will inevitably have to go through the same transition towards a more professional leadership as they did a couple of decades ago. The purpose of this thesis is to investigate the importance of the development of leadership competencies for leaders in professional bureaucracies, more specifically public health care organisations, and to find out if their members are prepared for the organisational change that is forcing its way to make these organisations more leadership efficient. An increasingly popular view is that there is a lot to be gained by encouraging leaders to either participate in a local leadership education program or to take a university course in leadership and administration. If clinician-leaders are to take an active part in forming their future, they will have to take leadership seriously and come to terms with the idea that leadership education is necessary in addition to academic merits.

APA, Harvard, Vancouver, ISO, and other styles

30

Swee, Christine. "Connecting information-processing styles and subordinate perceptions of transformational leadership and conflict-handling styles." Thesis, Swee, Christine (2013) Connecting information-processing styles and subordinate perceptions of transformational leadership and conflict-handling styles. Honours thesis, Murdoch University, 2013. https://researchrepository.murdoch.edu.au/id/eprint/18835/.

Full text

Abstract:

Conflict is a double-edged sword producing either constructive or destructive outcomes. This study aimed to investigate the mechanisms behind how rational and experiential-constructive information-processing systems (thinking preferences), according to the Cognitive-Experiential Self-Theory (CEST), drive effective transformational leadership behaviors, which in turn, could promote constructive conflict management. This study sought to examine whether there is a mediating effect of leadership behaviours on the relationship between thinking preferences and five conflict-handling styles. Survey data for 58 leader-subordinate dyad pairs were analyzed. Leaders completed self-report measures of thinking styles, while subordinates completed other-report measures of leadership and conflict-handling styles. Transformational leadership was found to be significantly and positively related to both behavioural coping (a concept of constructive thinking), and also the integrating and compromising conflict-handling styles. Laissez-faire leadership showed a significant positive relationship with the avoiding conflict-handling style. However, findings failed to establish a connection between conflict handling styles and information processing styles and, thus, did not find compelling evidence for a mediating relationship. It is suggested that future research should investigate whether emotional intelligence is a latent variable that may connect thinking, leadership and conflict-handling styles. Key words: constructive conflict management, conflict-handling styles, perceptions, leadership, information-processing, cognitive-experiential self-theory, CEST.

APA, Harvard, Vancouver, ISO, and other styles

31

Seyedsafi, Mojgan. "Relationship between leadership styles, emotional intelligence, and project manager performance." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4173.

Full text

Abstract:

Project success rate declined from 62% in 2012 to 60% in 2015 despite advances in methods and tools. Project managers need emotional intelligence and leadership style to reduce the risk of project failure. Successful projects are assets to the organization and to the whole community. The purpose of this correlational study was to examine the relationship between transformational leadership, transactional leadership, passive avoidance leadership, emotional intelligence, and project manager performance. Project managers from different industries in the states of Virginia and Maryland, and the District of Columbia were administered the Multifactor Leadership Questionnaire, Self-Report of Emotional Intelligence, and Behaviorally Anchored Rating Scales questionnaires. The results of the multiple linear regression analysis indicated the full model (nine predictors) significantly predict project manager performance, F(9, 92) = 8.330, p = .002, R2 = .449. The R2 value (.449) indicated approximately 45% of the variance in project manager performance was accounted for by the linear combination of the predictor variables. Inspirational motivation was the only significant contributor to the model (t = 3.213, Ã? = 3.959, p = .002). The result indicated that project manager performance tends to increase as inspirational motivation increases. The results of this study may have implications for positive social change include the potential for business leaders to enhance project manager performance through employing inspirational, motivational, and charismatic leadership techniques. Business leaders who improve project managers' performance increase the propensity of organizational success. Successful organizations are sources of economic growth which reduces poverty and improves the quality of life.

APA, Harvard, Vancouver, ISO, and other styles

32

Hurd, Joseph A. "Leadership Styles of Head NASCAR Executives: A Historical Perspective." Digital Commons @ East Tennessee State University, 2020. https://dc.etsu.edu/etd/3705.

Full text

Abstract:

This study sought to explore the leadership styles and theories employed throughout the existence of the National Association for Stock Car Auto Racing (NASCAR). The research examines the decision process and subsequent outcomes, exploring how they ultimately affected the business and trajectory of the sport. NASCAR is the product of unique and specific characteristics of racing enthusiasts who turned their passion into an international empire. This illustrates how leadership styles, specifically dictatorial leadership, successfully managed decisions of the business. Through the use of qualitative research to review historical accounts of events, this study strives to explain how leadership guided the business from small beginnings to a worldwide phenomenon. Data collected included document review, observations, and an interview. Synthesis of the data showed that each of the four primary leaders (Bill France Sr., Bill France Jr., Brain France, and Jim France) used the autocratic/dictatorial leadership style as they directed the sport. Historical evidence shows that this style of leadership was required to build the sport and move it to its current recognized level. Recommendation for further study encourage future scholars to revisit the long-term impact of Brian France’s leadership once more time has passed since his negatively charged removal from the leadership position. Researchers would need to also examine the leadership of Jim France because at the time of this study he has been in his leadership position for less than two years.

APA, Harvard, Vancouver, ISO, and other styles

33

Keita, Yera. "Leadership Styles and Their Impact on Church Growth in Alexandria and Springfield, Virginia." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7158.

Full text

Abstract:

Even though millions of Americans attend church, church worship practices have declined in recent years. Also, church leaders lack understanding of transformational, transactional, laissez-faire, and servant leadership styles and their potential to promote the growth of church membership. Gaps exist in the literature regarding the connection between development and efficacy, organizations and outcomes, and church leaders' styles and church membership growth. The purpose of this qualitative case study was to explore the perception of church leaders (pastors, deacons, ministers) and members of congregations regarding leadership styles and how the implementation of those styles influences the growth of church membership. The conceptual framework of this study was Bass's full-range leadership theory and Greenleaf's servant leadership theory. The data collection methods were semistructured, face-to-face interviews with 40 church leaders and members of 4 congregations, a focus group interview with 5 of those participants, and review of church documents. Transcript review and triangulation increased the credibility and trustworthiness of the data. Thematic analysis was used in data analysis. Data analysis yielded 12 themes: ideal church leadership styles, church leadership management, church leadership motivation, leadership that ensures church growth, effective leadership communication, leadership practices, developing leaders, perceptions of leadership, church attendance growth and decline rates, leaders' roles, church administrator's handbook, and vision and mission statements. The findings of this research may influence social change for leaders of Pentecostal churches who function as leadership mentors and believers within their church environment.

APA, Harvard, Vancouver, ISO, and other styles

34

Wagner, David N. "LEADERSHIP EDUCATION RECONSIDERED: EXAMINING SELF-PERCEIVED LEADERSHIP STYLES AND MOTIVATION SOURCES AMONG UNDERGRADUATE LEADERS." Bowling Green State University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1288191946.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Seo, Song Seog. "Leadership styles of pastors in Jesus Korean Sungkyul churches /." Free full text of English translation is available to ORU patrons only; click to view, 2008. http://proquest.umi.com/pqdweb?did=1702808671&sid=1&Fmt=2&clientId=456&RQT=309&VName=PQD.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Le, Clear Elizabeth A. "Relationships among leadership styles, school culture, and student achievement." [Gainesville, Fla.] : University of Florida, 2005. http://purl.fcla.edu/fcla/etd/UFE0013022.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Castro, Solano Alejandro, Martín Nader, and María Martina Casullo. "Assessrnent of leadership styles of rnilitary and civil argentines." Pontificia Universidad Católica del Perú, 2013. http://repositorio.pucp.edu.pe/index/handle/123456789/100810.

Full text

Abstract:

Based on Bass' Jeadership model (1985, 1990), the M.L.Q. questionnaire (Multifactor Leadership Questionnaire) was validated for the assessment of Jeadership styles in Argentinean civil and military population. Data were gathered (N=363) on military (cadets and officers) and ci vilian population. A factorial structure of seven grouped in three styles of Jeadership (34 items) was obtained and it was confirmed by means of confirmatory factor analysis. The results point out better adjustment of the obtained pattern for civil population than for military. Individual differences were also found among the styles of leadership of civilians and military population. In the first ones characteristics related with the exchange and the negotiation prevail. In the mi litary environments The style of transformational Jeadership prevails in military environments. In both populations valued Jeader characteristics were perceived with more intensity in self-per ception format than in the perception of subordinates regarding their superiors.
Basados en la teoría de Bass (1985, 1990), se adaptó el cuestionario M.L.Q. (Multifactor Leadership Questionnaire) para la evaluación de los estilos de liderazgo civiles y militares argentinos. Se recogieron datos de 363 sujetos, civiles (53%) y militares cadetes y oficiales (47%). Se realizó un análisis factorial exploratorio y luego confirmatorio resultando una escala de 34 ítems que responde a un modelo de siete factores agrupados en tres estilos de liderazgo. Los resultados señalan mejor ajuste del modelo para población civil que para militar. Se encontraron diferencias individuales entre los estilos de liderazgo de civiles y militares. En los primeros predominan las características relacionadas con el intercambio y la negociación. En los ámbitos militares predomina el estilo de liderazgo transformacional. En ambas poblaciones las características más valoradas de los líderes se autopercibían con mayor intensidad en el formato de autoregistro que en la percepción del subalterno respecto del superior.

APA, Harvard, Vancouver, ISO, and other styles

38

Garzón-Lasso, Fernando Alexander. "Ethical positions and leadership styles in a mayor’s office." Doctoral thesis, Pontificia Universidad Católica del Perú, 2019. http://hdl.handle.net/20.500.12404/15304.

Full text

Abstract:

Recent cases of unethical behavior in organizations indicate the need to carry out empirical research to determine the existence of a relationship between ethics and leadership, demanded by society and prescribed by various academic theories. For this reason, through the conduction of non-experimental, cross-sectional, quantitative research, it is sought to make a process of falsification of the theoretical proposals that establish a relationship between the ethical position and leadership styles in the context of a municipal mayoralty. In the development of the research, the responses of 219 leaders were satisfactorily received, answering questions from two psychometric instruments of wide recognition and academic validity, the Ethics Position Questionnaire (Forsyth, 1980) and the Multifactor Leadership Questionnaire (Bass & Avolio, 1993). They were carried out both through an exploratory data analysis and a confirmatory factor analysis, and four models of structural equations that tested the existence of a relation between the ethical position and the styles of leadership; it was also possible to identify the influence exerted by the different ethical positions in each one of the styles of leadership in a local public administration. These findings facilitate the identification of ethical leadership models in local public organizations, and contribute towards the empirical demonstration of the current discussion on the relationship between ethics and leadership in organizations.
Tesis

APA, Harvard, Vancouver, ISO, and other styles

39

Nave, Jerry Wayne. "Leadership Styles of Entrepreneurs in Small Land Surveying Businesses." Digital Commons @ East Tennessee State University, 2005. https://dc.etsu.edu/etd/1079.

Full text

Abstract:

The purpose of this research study was to analyze the leadership styles of owners of small land surveying businesses in the states of Tennessee and Virginia to determine what leadership style was currently being employed by the majority of those owners. The participants in this study were chosen from members of the Virginia Association of Surveyors and the Tennessee Association of Professional Surveyors. The respondents to the questionnaire were licensed land surveyors who owned small firms of fewer than 101 employees. In addition, a corollary purpose was to flesh out the skeletal literature available on small business leadership styles and their effect on small business success. The owners of the small surveying businesses were asked to reply to a series of questions on demographic data and Likert-type scale questions designed to examine the respondents' leadership styles as Participatory, Situational, or Autocratic in a both external and internal environments. The results of the questionnaire produced nominal data, which were analyzed using Statistical Package for Social Sciences (SPSS) software to compute the frequency and significance. Additionally, a nonparametric Kruskal-Wallis K Independent Samples procedure and one-way Chi -Square tests were used to analyze the statistical relationships and differences in the respondents' answers. The results of this study suggested that the majority of the respondents used a participatory style of leadership when confronted with internal environment decisions and an autocratic leadership style in the external environment. The overall conclusion drawn from this study was that the owners of small land surveying firms who responded to the questionnaire were predominantly situational because they adjusted their leadership styles to meet the needs and demands of their changing situations.

APA, Harvard, Vancouver, ISO, and other styles

40

Long, Samuel. "Exploring Which Leadership Styles are Effective with Millennial Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4229.

Full text

Abstract:

Managers struggle with how to motivate the Millennial generation employee. Research that explores which leadership styles are effective with Millennial generation employees is limited. The purpose of this study was to explore what leadership styles are effective with Millennial employees, which led to a key research question: Which leadership styles facilitate employee motivation for the Millennial generation? The theoretical framework was based on the social learning, transformational leadership, and servant leadership theories, which were used to identify effective leadership styles. In the theoretical framework, different motivation theories were presented to establish the context in which motivation was discussed. This quantitative study used a survey administered online to collect data using the Multifactor Leadership Questionnaire, Ethical Leadership at Work Questionnaire, and SL-7 instruments. The participant pool consisted of randomly selected Millennial generation employees (N = 158) who worked in an office setting. The Mann-Whitney U test was used to test for stochasticity. The Kendall's coefficients of concordance and Spearman's correlation were conducted to perform the analysis. The results of this study indicated that all 3 leadership styles effectively motivate Millennial employees, and that the servant leadership style is most effective. This study may contribute to a positive change in leadership practices. Employee job satisfaction may increase as these leadership behaviors are adopted. This in turn may have a positive social impact on the individuals, as well as in the surrounding communities of the individuals who work for leaders who practice any 3 of these leadership styles.

APA, Harvard, Vancouver, ISO, and other styles

41

Wren, Carla. "Employee Perceptions of Leadership Styles That Influence Workplace Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/7360.

Full text

Abstract:

The leadership style found in government is usually diverse in nature, with the chain of command being top-down and focused on bureaucracy. There are some leadership styles that can adversely impact or vastly improve workplace performance. This descriptive phenomenological study was used to understand employee perceptions of leadership styles that affect their workplace performance. Bass's transformational leadership theory guided this study to explore how a supervisor's leadership style impacts an employee's workplace performance. The primary research question focused on positive and negative perceptions employees held related to supervisors' leadership behaviors and characteristics. The data collection was derived from in-depth interviews with 10 mid-level management employees aged 27 to 55 years of age, who are currently or were previously employed with a local government agency. Using Moustakas's method of data analysis, four primary themes were disclosed: (a) perceptions of three leadership styles, (b) insights on workplace performance, (c) observations of leader behaviors and characteristics, and (d) work ethics, indicating that a supervisor's leadership behaviors and characteristics do impact employees' workplace performance. The 4 primary themes indicated that participants preferred leader characteristics and behaviors associated with transformational leaders than they did with transactional or laissez-faire leaders. An organization's culture is influenced by leadership style, and consequently, leadership style affects an employee's workplace performance. The social change implications, as related to the findings, enable a leader to evaluate the perceptions of an employee's view of appropriate leadership styles that increases their workplace performance.

APA, Harvard, Vancouver, ISO, and other styles

42

Merchant, Karima. "How Men And Women Differ: Gender Differences in Communication Styles, Influence Tactics, and Leadership Styles." Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/513.

Full text

Abstract:

This paper lays the historical background for why women and leadership is an important topic today in order to discuss gender differences in communication styles, influence tactics, and leadership styles. This paper also outlines barriers women face when trying to attain and succeed in leadership positions. The analysis should provide a greater understanding of how men and women differ, especially in leadership and management positions, and what companies can do to help women overcome gender bias and discrimination in the workplace.

APA, Harvard, Vancouver, ISO, and other styles

43

Gajewski, Thomas J. "Exploring leadership styles from a mediator's perspective| A phenomenological study examining four specific organizational leadership styles and their relationship to four mediation styles as summarized by Leonard L. Riskin." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3621584.

Full text

Abstract:

If a successful organization is one where internal strife is minimized, then it stands to reason that a successful leader is an individual who knows how to handle conflict. Handling conflict, though, should not be approached intuitively, as the field of mediation has developed numerous techniques to understand and address conflict. To date, though, these techniques have not been categorized by leadership styles. The purpose of this study was to develop such a framework to understand how conflict resolution relates to the disciplines of mediation, organizational behavior, and organizational leadership. To further this endeavor, four themes were developed. These themes drew upon a quadrant categorization methodology proposed by Leonard L. Riskin, which was then compared to four leadership styles: situational leadership, transformational leadership, leader-member exchange theory, and servant leadership. A phenomenological methodology was used and eight leaders were interviewed to understand how they approach conflict within their respective organizations. Utilizing a story provided by each leader about a conflict each encountered on a frequent basis, the researcher asked a series of randomized questions based on the themes mentioned. By categorizing each leader's response, the study found that a relationship worthy of further research existed between the position of the individual within the organization and how societal norms dictated the methodology the leader used to resolve his/her stated conflict. This relationship supported the use of specific tools developed in mediation that the leader and the organization could embrace to transcend conflict, allowing the organization and hence the leader to be more efficient.

APA, Harvard, Vancouver, ISO, and other styles

44

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Coleman, Clive. "Teachers' Perceptions of Administrative Leadership Styles and Schools as Professional Learning Communities." ScholarWorks@UNO, 2005. http://scholarworks.uno.edu/td/257.

Full text

Abstract:

This study examined the relationship of principal and assistant principal leadership style in shaping teachers' perceptions of their schools as professional learning communities. The researcher proposed that the traditional distinctions between the classic modes of leadership, namely, transactional and transformational modes of leadership, are difficult to interpret within the framework of professional learning community without considering the interaction of the principal and assistant principal leadership roles. Using Leithwood's (1992, 1993, 1994) definitions of leadership as transformational and management as transactional, empirical evidence from 81 schools is presented that supports the need for both leadership and management skills in the development of a professional learning community. The data also suggest that the principal alone need not be responsible for both. A leadership model for principals and assistant principals with complementary transactional and transformational modes of leadership styles is advanced.

APA, Harvard, Vancouver, ISO, and other styles

46

Zhou, Ying. "A tale of two countries: adapting Chinese leadership styles to a South African context." Doctoral thesis, Faculty of Commerce, 2020. http://hdl.handle.net/11427/33063.

Full text

Abstract:

The status of multinational organisations continues to expand, as global opportunities increase. In particular, Chinese manufacturing companies continue to grow and expand overseas. Given the fact that Chinese Paternalistic Leadership performed by Chinese managers is rooted in Chinese culture, that is different from that practised in other countries of the world. Cross-cultural acumen plays a vital role in leadership success or failure in globalizing organizations. Without cultural adaptation, Chinese managers would be less effective and efficient, when dealing with employees from other cultural backgrounds. Thus, there appears to be a need for the adaptation of Chinese leadership, in order to optimize the outcomes of leadership in the organization in various multicultural settings. This study posits a new research context for Chinese Paternalistic Leadership; and it attempts to explore the question of the leadership-adaptation challenges of Chinese managers, working in a South African Zulu cultural context. The study has used a mixed-methods research approach to collect the data, and for the analysis thereof. Quantitative data were collected by means of surveys from Chinese workers and South African Zulu workers, who were working in Chinese clothing factories – in order to compare their cultural values and perceptions of Chinese leadership behaviours. Qualitative data were collected by semistructured, in-depth interviews with Chinese managers, who were the leaders of Zulu subordinates, in order to investigate their cross-cultural experiences and perspectives. The results from the cultural-values survey data confirmed the distinct differences of cultural dimensions: Power Distance (PDI), Individualism (IDV), Uncertainty Avoidance (UAI), Masculinity (MAS) and Long-Term versus ShortTerm Orientation (LTO) between Chinese and Zulu people. Additionally, no significant difference between the two groups was found on Indulgence versus Restraint (IVR). When compared with Chinese people, the Zulu people hold the characteristics of being low in power distance, collectivism, feminism, high in uncertainty avoidance, short-term orientation, and restraint. On the perceived leadership behaviours scale, the differences between Chinese and Zulu people were shown in all the three dimensions of Chinese leadership behaviours. Compared with Chinese employees, Zulu employees perceived Chinese leadership behaviours as being high on authoritarian leadership behaviour, but low on benevolent and moral leadership behaviour. In addition, it was proved that culture caused different perceptions of authoritarian leadership behaviour in relation to power distance. In interviews, Chinese managers overwhelmingly indicated that the characteristics of Zulu employees were very different from those of Chinese employees. Meanwhile, the Chinese managers confessed that they were confronted with difficulties and challenges in South Africa, including communication barriers, legal constraints, and differences in collective relationships and work ethic. However, they recognised that they were in a different culture, and have identified the need to adjust their leadership behaviours. The participants suggested that they have made progress in establishing relationships, and in improving communication with the Zulu employees. Overall, this study concluded with a discussion of the various strategies for the adaptation of Chinese leadership styles concerning authority/decision-making, relationships and communication in authoritarian leadership styles, benevolent leadership styles, and moral leadership styles respectively. The outcomes of this study are expected to contribute to the theories of Chinese leadership, as well as to Chinese-management practices in South Africa. Nevertheless, future research is recommended, in order to validate the current results, and also to further explore various issues that are beyond the scope of this study.

APA, Harvard, Vancouver, ISO, and other styles

47

Jansen, van Vuuren Carel Daniel. "Contemporary leadership behavior enabling leadership effectiveness in a public university." University of the Western Cape, 2021. http://hdl.handle.net/11394/8314.

Full text

Abstract:

Philosophiae Doctor - PhD
The purpose of the present study is to enrich academic knowledge, the understanding of management theory, and professional management practice for leaders in a South African Higher Education Institution (HEI) under volatile, uncertain, complex, and ambiguous (VUCA) conditions. Due to increased globalisation and rapid changes in the technological, social, economic, and political spheres, the environment in which organisations function has become increasingly VUCA. These factors create a unique set of challenges for the leaders of these organisations. Traditionally tested and proven methods of leading organisations no longer guarantee high performance. The dynamic environment is challenging leaders to find new ways to be successful. To further complicate matters, the speed, frequency, and intensity with which the organisational environment is changing are ascending in nature. The field of Higher Education in South Africa demonstrates the challenges and opportunities VUCA imposes on organisational leadership.
2022-08-31

APA, Harvard, Vancouver, ISO, and other styles

48

Hassan, Ahlam Ali. "Leadership styles of business school deans and their perceived effectiveness." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/9121.

Full text

Abstract:

Leadership as a concept has been an area of significance for several decades. While the contribution of research to leadership concept in the industry has been substantial the same cannot be claimed with regard to the Higher Education Institutions (HEIs). There is a paucity of research studies in the context of HEIs, particularly in regard to business schools. Deans of business schools were hardly the subject of research in the leadership literature till recently. But with collapsing business empires in the last decade (for instance Lehman Brothers), business school deanship came under scrutiny as the leaders in those business empires that collapsed were graduates of renowned business schools. The review of the literature with respect to challenges affecting HEI and business school leadership threw up many challenges. The challenges investigated were leadership styles, leadership practice, leadership effectiveness, decision quality, follower commitment, follower satisfaction, management style, organisational setting and orgaisational culture. Each challenge was assumed as a factor affecting deans of business schools as leaders. The review of the literature provided the theoretical basis for determining the nature of each factor. Leadership style was defined as the independent variable influencing leadership practice. Five leadership styles namely transactional, transformational, laissez-faire, democratic and autocratic leadership styles were made as independent variables to determine leadership practice. Leadership practice was identified as the independent variable influencing leadership effectiveness although the relationship between leadership practice and leadership effectiveness was supposed to be influenced by mediating factors namely decision quality of deans of business school, follower satisfaction and follower commitment. Academic and administrative staff were considered as the followers. Management style and organisational setting were considered as moderating variables of leadership practice of deans of business schools. Oraganisational structure was used to represent organisational setting as the variable. Organisational culture was used as the control variable. The theoretical framework was drawn to represent the linkage between the factors. The model developed was supported by already established theories that were tested for reliability and validity. The leadership style and leadership effectiveness models were developed which was the focus of this research. Leadership style-leadership practice linkage provided the theoretical framework to determine the style practised by the deans. Leadership practiceleadership effectiveness linkage mediated by decision quality, follower commitment and follower satisfaction provided the theoretical framework to determine the leadership effectiveness. Survey questionnaire was the method used to collect data. The questionnaire was sent to 600 academic and administrative staff members of business schools from eight different countries. The results showed that the transactional leadership style was the leadership style practised by the deans of the business schools. Other findings were as follows. That transactional leadership indirectly but positively influenced the leadership effectiveness of deans through decision quality and follower satisfaction. The mediation of the transactional leadership practice-leadership effectiveness linkage by decision quality and follower satisfaction was significant and in the positive direction. Management style and organisational structure were found to act as moderating variables of transactional leadership practice of deans positively. Transformational, laissez-faire, democratic and autocratic leadership styles were found to have significant and positive correlation with transactional leadership style implying that these four styles could moderate the transactional leadership style-leadership practice linkage. The study offers insights into how deans of business schools might develop their leadership attributes either by enhancing their transactional leadership style or changing their style or combining different styles to suit the situation.

APA, Harvard, Vancouver, ISO, and other styles

49

Dereli, Mahce. "A Survey Research Of Leadership Styles Of Elementary School Principals." Master's thesis, METU, 2003. http://etd.lib.metu.edu.tr/upload/1013432/index.pdf.

Full text

Abstract:

The purpose of this survey research is to unveil the leadership styles of elementary school principals. 350 principals and 700 teachers participated in this study which was conducted in Turkey. Leadership Orientations Questionnaire (Bolman and Deal, 1991) was used to gather data. According to the results of the study, the dominant leadership frame that the principals employ was the human resource frame as to principal and teacher ratings.

APA, Harvard, Vancouver, ISO, and other styles

50

Al-Rashed, Maha. "An investigation of leadership styles of Bahraini women top managers." Thesis, University of Salford, 2008. http://usir.salford.ac.uk/26543/.

Full text

Abstract:

The progression enjoyed by women in the kingdom of Bahrain today, is in parallel to the social, cultural, and political developments enjoyed by this country. The appointment of women to leadership positions in Bahrain over the past eight years has ushered in a significant departure from the traditionally exclusive male dominated decision-making arena, and suggests an end to an era of absolute patriarchal dominance in leadership positions. In the light of this potential opportunity to reach positions of power and influence, it is crucial to investigate the leadership experience of women who have "made it" to the top in Bahrain, and precisely examine their practised leadership styles within organisations they run with regard to transformational and transactional leadership. Furthermore, while publications and studies concerned with women's leadership styles and contributions are on the increase, most of these studies are conducted in western societies which are not necessarily generalisable to other cultures, despite their manifest value. Given the absence of research on this topic, this study contributes to the understanding of the dynamics of women's leadership in this increasingly important world region, and raises awareness amongst women (and men alike) regarding the leadership styles that contribute to the country's development. Research took the form of two in-depth interviews with Bahraini women top managers who have achieved extraordinary levels of career success, and also a Multifactor Leadership Questionnaire (MLQ) distributed amongst their employees. Amongst the employees, there was a 52 per cent response rate for the first manager to the survey, while a 47 per cent response rate was obtained for the second manager. The results indicated that contrary to social perceptions and stereotypes, Bahraini women in top management positions are highly ambitious. Their predominant style was transformational leadership. However, their employees' perceptions varied between a high number perceiving a transformational leadership style, and different degrees towards a transactional leadership style. Surprisingly, there were perceptions towards laissez- faire leadership for one of them.

APA, Harvard, Vancouver, ISO, and other styles

Dissertations / Theses on the topic 'Leadership styles'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles