Tesis: "Transformational change"

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Taylor, Anne. "Mentorship for First Year Principals Leading Transformational Change". Thesis, Brandman University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689611.

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The purpose of this qualitative study was to understand the perceptions that first year K—12 principals had about their mentorship relationship while leading their school through transformational change. The transformational change from the 1997 California Content Standards to the Common Core State Standards (CCSS) caused a significant shift in the focus of educational leaders in California. Along with this challenge, there are many other new experiences that a first year principal will encounter. Mentorship is one way to support new principals to effectively navigate these new experiences.

The target population was first year K–12 principals in Fresno County during 2013–2014 who were involved in a formal mentoring relationship. The homogeneous sample included one high school, two middle, and three elementary principals. The interview protocol was created by the researcher to address the four research questions. Semi-structured interviews were used to collect the data, which were, then, transcribed into NVivo for coding using the grounded theory approach to data analysis.

Each of the four research questions produced key findings in order to contribute to the overall conclusion of the study, which was that the mentor was more important to the success of the mentorship relationship than the design of the program and that the person chosen to be a mentor needs to (a) believe in their mentee's ability to lead change, (b) have a similar mindset as their mentee in how to lead change, (c) be familiar enough with the current system of their mentee in order to help him/her navigate through the change, and (d) build a trusting relationship with their mentee.

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2

Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.

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The purpose of this quantitative correlational study was to examine the relationship between transformational leadership and organizational change effectiveness. The theoretical framework for the study was transformational leadership. Midlevel managers who successfully implemented 1 or more organizational change initiatives in any large organization in the United States (n = 107) were conveniently selected to participate in the study. The Multifactor Leadership Questionnaire (MLQ) Form 5X-Short was used to measure transformational leadership and the Project Implementation Profile (PIP) was used to measure organizational change effectiveness. The overall model, multiple linear regression, revealed a statistically significant relationship between transformational leadership and organizational change effectiveness, F (5, 101) = 2.712, p < 0.024, and R2 = 0.12. However, the independent variables were not statistically significant. Adoption of the findings of this study might assist business leaders to improve organizational change initiatives through standardized processes, which could improve productivity and minimize financial losses. The implications of this study for positive social change include the potential for long-term sustainable employment practices that might empower employees to be financially healthy and lead to improved quality of life.

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Lundström, Elin y Yusuf Filsan Mohamed. "Is There a Perfect Leader in Change? : Transformational and Servant Leadership in Agile Transformation". Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-296935.

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The current environment of the automotive industry is affected by new technologies, growing market dynamics, increasing demands from customers, and regulations such as sustainability requirements. To handle rapid changes many firms are leaning towards a more agile and flexible way of working. Such transformations have a tremendous effect on how organizations are managed and led. This leads to challenges for the leadership that should be able to lead the organization and the people through changing environments. Transformational and servant leadership have been explored in the context of change. However, previous studies show contradictory views on appropriate leadership approaches for companies that are facing change. Therefore this study seeks to evaluate servant and transformational leadership in situations of agile transformations. The purpose of this thesis is to develop recommendations for leaders within incumbent firms that are facing agile transformations. A qualitative case study was conducted and limited to an R&D department within the hardware development at an incumbent automotive firm. Department managers, section managers, project managers, and group managers were interviewed to deepen the understanding of the challenges that the company was facing. Findings indicate that it is important for leaders to consider challenges such as facing resistance to change, considering a new role as a leader, and ensuring psychological safety. This was elaborated on further and the two leadership models; transformational and servant leadership, were expected to contribute to a smoother change process. As psychological safety was seen as important in this change, the leaders had a mindset to encourage followers to take risks. This was done by promoting autonomy and encouraging followers to “test and try”. Servant leaders support agile principles and transformational leaders strive to encourage change initiative. These leadership approaches can therefore enhance and support organizational efforts in working more agile. However, there can not be drawn any conclusion of which leadership model is most suitable for change. Servant and transformational leadership show indications of which leadership attributes are desired for change. Leaders need to evaluate the change situation and the followers' needs to determine appropriate leadership approaches.
Traditionella tillverkningsföretag möter utmaningar med ny teknik, förändrad marknadsdynamik, ökade krav från kunder och hållbarhetskrav. Dessa förändringar har en stor effekt på hur organisationer hanteras och leds. Detta leder till utmaningar för ledare som ska kunna leda organisationen och människorna genom förändrade miljöer. Transformativt och tjänande ledarskap har utforskats under förändringar. Tidigare studier visar dock motstridiga åsikter om lämpliga ledarskapsmetoder för företag som står inför förändring. Denna studie försöker därför undersöka transformativt och tjänande ledarskap i agila förändringar. Syftet med detta examensarbete är att finna rekommendationer för ledare inom traditionella företag som står inför agila organisatoriska förändringar. En kvalitativ fallstudie genomfördes och avgränsas till hårdvaruutveckling inom en FoU-organisation i ett traditionellt tillverkningsföretag. Avdelningschefer, sektionschefer, projektledare och gruppchefer intervjuades för att fördjupa förståelsen för de utmaningar som företaget står inför. Resultaten visar indikationer på att det är viktigt för ledare att hantera utmaningar som till exempel att möta motstånd i förändringsarbetet, överväga en ny roll som ledare och att skapa trygghet. De två ledarskapsmodellerna; transformativt och tjänande ledarskap, förväntades bidra till en smidigare förändringsprocess. Trygghet ansågs vara viktig i denna förändring och därför hade ledarna en inställning att uppmuntra medarbetare att ta risker genom att ledarna främjade autonomi och uppmuntrar medarbetarna att testa och prova. Tjänande ledare stöder agila principer och transformativa ledare strävar efter att uppmuntra förändringsinitiativ. Dessa ledarskapsstrategier kan därför förbättra och stödja organisatoriska insatser för att arbeta mer agilt. Det kan dock inte dras någon slutsats om vilken ledarskapsmodell som är mest lämplig för förändring. Transformativt och tjänande ledarskap visar indikationer på vilka ledarskapsattribut som är önskvärda i en förändring. Ledare måste därför utvärdera förändringssituationer och medarbetarnas behov för att bestämma lämpliga ledarskapsstrategier.

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Sheh, Seow Wah. "Behavioural attributes of the transformational Chinese leader". access full-text online access from Digital dissertation consortium online access from ProQuest databases, 2002. http://libweb.cityu.edu.hk/cgi-bin/er/db/pqdiss.pl?3047749.

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5

Van, Tuyl Graham. "From engineer to co-creative catalyst : an inclusional and transformational journey". Thesis, University of Bath, 2009. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.524061.

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6

Samara, Abdelhamid. "The Role of Transformational Leadership in Organization Change Success". Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1182.

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The purpose of this thesis is to gain better understanding of leading transformation in terms of effective change process models, transformational leaders characteristics and the impact of organization culture on change process. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The thesis has a qualitative approach and the empirical data was gathered through telephone interviews and a webinar (Web-based seminar) with company‟s works in the field of consultancy namely EMERGE International ® and The Leadership Trust ®. I choose to focus on theories and conduct a review of several studies addressed the positive aspects of change and transformational leadership as part of organization change management practice. The main findings from this thesis is that, the approach taken to manage change mirrors the leader mindset and his ability to lead transformation and manage resistance based on becoming more aware of the dynamics of transformation in both human and process level. Further on, the leader needs to be competent in the process of transforming organization in term of his role as a change agent who facilitate, coach and consolidate the short-term wins achievements to ensure that individuals within the organization accept the changes and make progress towards the longer term goals. Moreover, the leader should ensure to design a change process that demonstrates the desired organization culture. Finally, the thesis recommended a model could be used by leaders to guide a transformation process at the organization. The methodology used is based on the scope of change and the degree of employee involvement.

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7

Kirumira, Mark Tonny. "The Change Process : An Insight in Transformational Leader's Competencies". Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-486.

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Purpose — this thesis aims at finding out the extent to which transformational leaders exercise the required competencies during the process of change within an organization. It’s simply meant to highlight the pros and cons that are evidenced within transformational leaders during the change process.

Design/ methodology/approach — the thesis relies on two cases involving mergers, notably HP-Compaq merger, and Volvo-Renault merger are used for the analysis. The reliance on models and concepts is employed, to test the empirical findings.

Findings — this paper illustrates that although transformational leaders competently fulfil their, there is a certain level of incompetence that arise during the process of change.

Originality/Value — this paper provides a detailed analysis of the transformational leader’s virtue and short comings during the process of change.

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8

Blume, Richard, Miriam Karell y Andrew Outhwaite. "Strategic partnerships for transformational change towards a sustainable society". Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3705.

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Today, global socio-ecological problems are too complex and urgent for isolated actions, and cross-sector collaboration is increasingly required to generate transformational change towards a sustainable future. Partnerships between businesses and civil society organisations (CSOs) in particular have the potential to achieve the required change for sustainability. However, the ‘backcasting’ approach used in this study highlights a gap between current approaches and what partnerships might look like in a sustainable future. Research draws on literature, eighteen interviews and an action research project with Interface Europe. Results indicate that: 1) in the current paradigm shift, collaboration provides a competitive advantage; 2) individual, organisational and societal benefits of partnering are significant; 3) understanding the art and science of partnering is needed to make them work 4) organisational development and strategy affect partnership type and outcomes; 5) Corporate Social Responsibility efforts initiate cross-sector partnerships, but are responsive and fall short of being strategic; 6) articulation of visions for a sustainable future is rare and; 7) most partnerships are not aligned with core business strategies. In conclusion, dialogue across all sectors is advocated to co-create a sustainable future and The Natural Step Framework is recommended to align business planning and partnership strategies with sustainability.

Andrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com

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9

Yu, Huen. "Transformational leadership and Hong Kong teachers' commitment to change". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0019/NQ53883.pdf.

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10

Dey, Ken. "The effectiveness of social media in advancing transformational change". Thesis, Gonzaga University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1537849.

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The goal of this study is to determine the effectiveness of social media in advancing transformational change. Successfully implementing transformational change in an organization is heavily dependent on the support of key stakeholders. But engaging those stakeholders requires effective communication. Transformational efforts often fail because of the lack of credible communication or a failure to define a vision that can be easily communicated (Kotter, 2007).

Researchers say that the key to successful transformational change is embracing a communication based in the realm of conversation where there is genuine two-way dialogue that is focused on listening and probing for more information (Dobbs, 2010). Creating conversations is a key component of social media: a platform of online tools designed to connect people and easily share information (Jue, Marr & Kassotakis, 2010). Social media has the potential to achieve employee engagement, enhance productivity and increase collaboration (Ou, C. J., Davison, R. M., Zhong, X., & Liang, Y.,2010).

To determine the effectiveness of social media at driving transformational change a study of existing literature related to transformational change and social media was coupled with a qualitative and quantitative study of organizational users of social media and stakeholders of those organizations. The study employed both a questionnaire and interviews. Results showed a clear preference for the use of social media as an effective form of relationship development and effective communication, but a challenge remains on how organizations can best use social media to create and sustain the relationships required to accomplish transformational change.

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11

Little, Francis Melville. "Structural Change, Industry Transformation and Economic Development in the Philippines: An Evolutionary Appraisal". Thesis, Griffith University, 2013. http://hdl.handle.net/10072/365231.

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The aim of this thesis is to show that Philippine’s economic development grows and develops by a process of structural change that is brought about by the introduction of innovation and technology transfer into an industry. Theoretical Chapters 1 - 3, in accordance with the overwhelming body of economic theory, innovation will be used as the driver of structural change. However, when applying the theory to Philippine telecommunications, Chapters 4 - 8, the term technology transfer will be used. Innovation and technology transfer transform an industry’s pattern of inputs by reducing the primary inputs by more than the increase in intermediate inputs normally associated with the increasing roundaboutness of production. Structural change therefore leads to an increase in the industry’s productivity reflected in an increase in the unit operating surplus, enabling the industry to significantly increase output without increasing costs. In this way economic development can be seen as an increase in output together with a change in the way that output is produced. The approach adopted in this research program was to outline the change in sectoral output over the period 1970 to 2007 and determine where structural change occurred. The use of Input-Output tables as well as individual industry analysis occasionally required the use of data outside the sectoral timetable from 1967 and up to 2010.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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12

Mayner, Stephen W. "Transformational leadership and organizational change during agile and devops initiatives". Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10257668.

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Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in the context of Agile and DevOps implementations as the catalyst for change. The purpose of this quantitative, correlational study was to determine the extent to which a relationship exists between transformational leadership behaviors of front-line managers, employee readiness for change, and employee organizational citizenship behavior during Agile and DevOps initiatives. The population included all IT professionals in the U.S. working full-time at companies with more than 500 employees whose work processes had been altered by Agile or DevOps implementations. A sample of 400 qualified panel participants provided data through an online SurveyGizmo survey. Quotas ensured that the survey sample represented the gender and ethnicity distribution among U.S. IT professionals according to the U.S. Bureau of Labor Statistics. Data collected were analyzed for missing data, reliability, and normality. Pearson’s r calculations and linear regression analysis revealed that a moderate yet statistically significant correlation exists between the transformational leadership behaviors of respondents’ front-line managers and their own readiness for change and organizational citizenship behavior. The results could have been skewed by the higher than expected proportion of managers and executives who responded to the survey. Future researchers could extend the work started in this present study by adding quotas to ensure the survey responses align to average employee-manager ratios. This study could also be replicated with participants in a single company so that findings could be supported through qualitative methods such as interviews and panel discussions.

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Warwick, Laura Elizabeth. "Can design effect transformational change in the voluntary community sector?" Thesis, Northumbria University, 2015. http://nrl.northumbria.ac.uk/24459/.

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This qualitative, exploratory investigation provides insight into the relevance and applicability of adopting a Design for Service (DfS) approach to effect transformation in Voluntary Community Sector (VCS) contexts. Using Action Research and a case study structure, the DfS approach was introduced and applied within three VCS organisations in succession. In each organisation, data on the impact and perceived value of the approach to a range of stakeholders was captured during, immediately after, and in the year following the engagement. An inductive analysis process was then employed to build theory from the collated case study data. The research has established that the use of design at a systemic level of a VCS organisation can incite transformational change. It has shown that stakeholders' initial trust in the designer is more important than their trust in the DfS approach (methods and processes), which becomes crucial to increasing the influence of design in the organisation. Once the designer becomes a 'friend' to the organisation, they can operate at an embedded level as a 'critical friend', which allows them to challenge the status quo and create new organisational perspectives. Finally, it defines five organisational factors that are critical to using the DfS approach to effect transformational change in a VCS setting. The study has multiple contributions to knowledge, including: detailed evidence that design can be used to transform VCS organisations; a 'critical friend' model depicting how design can be used to effect transformation in such settings; and a prototype 'design-readiness' self-assessment tool for VCS organisations. This thesis represents the first doctoral length study into the application of the DfS approach in a VCS context, and provides both evidence and insight into its capacity to incite transformational change at a critical time for the sector.

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Fundukova, L. "Leadership of transformational change : the assessment and development of change practice in a UN agency". Thesis, University of Liverpool, 2018. http://livrepository.liverpool.ac.uk/3026679/.

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The study is focused on Leadership of transformational change. It was undertaken in 2016-2018 in the International Fund for Agricultural Development (IFAD), a specialized UN agency. It aimed at producing actionable knowledge for improvement of management practices in the organization. The study was grounded in Action Research framework (AR) with two parallel processes, research and action, taking place at every step of study implementation. Using organizational ethnography as a research methodology, the study reconstructed the context of leadership of changes from the views and reflections of people working in the organization. Through face-to-face interviews with IFAD managers and focus group discussions with staff, the study identified 4 priority areas for improvement of management of changes in IFAD: strengthening Leadership of changes at collective and individual levels; developing a thorough corporate Change Strategy and building trust in management.

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Schlebusch, Juliet Claire. "Managing change - how educational leaders manage transformational change within a framework of control and constraints". Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52330.

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Thesis (MPhil)--University of Stellenbosch, 2001.
ENGLISH ABSTRACT: There are many new developments in the field of schooling. Some of these developments - school based management, new curriculum developments and devolution of control to the school level have brought with it policy changes. Many educational leaders are struggling to keep pace with these changes that are taking place in the management of education. Others are struggling against the changes, while possibly not fully understanding the dynamics of these changes. In a time of rapid political and social change, the need for spelling out the concomitants of educational leadership has become both necessary and essential. Planned quality intervention by the state has completely underestimated the lack of managerial competencies among educational leaders. Quality in leadership is not a luxury item in educational transformation, changes in leadership are in fact central to instilling the democratic values and principles which underpin the new educational policies. There must also be a comprehensive strategy which addresses educational leadership as a school-wide intervention. There needs to be a more coordinated effort between provincial education departments and schools to bring their collective resources to bear on school quality change; but the process must be prioritised and co-ordinated by the state. This assignment seeks to establish what challenges and constraints educational leaders face in their attempts to effect transformation in South Africa. It details the daily strategies and plans used by educational leaders as they go about running their schools. Strategic opportunities in the policy field should be harnessed to drive education quality improvements. It is vital to link in-service development to policy implementation. Ultimately the monitoring and evaluation system in place must track the impact of the changes more carefully. This would allow departments to define future poiicies and programmes based on informed choices about which quality interventions make a difference. This is critical since the evidence shows that most changes have not always resulted in the planned leadership improvements. There is no reason for this trend to continue as this research shows that many schools have considerable advantages working in their favour: a relatively stable schooling infrastructure, a growing corps of qualified educational leaders and a policy environment in which there is optimism about change and transformation in the school sector.
AFRIKAANSE OPSOMMING: Daar is huidiglik vele nuwe ontwikkelinge in die onderwysstelsel. Sommige van die ontwikkelinge: skool - gebaseerde bestuur, nuwe kurrikulum ontwikkelinge en die afwenteling van bestuur na skoolvlak, het verskeie beleidsveranderinge meegebring. Vele onderwysleiers vind dit problematies om tred te hou met die veranderinge in die bestuur van opvoeding. Ander weer, toon 'n weerstand teen die veranderinge, moontlik omdat hulle nie die dinamika van die verandering verstaan nie. In 'n tyd van politieke en sosiale veranderinge, is dit belangrik en noodsaaklik om gepaardgaande verskynsels van onderwysleierskap na vore te bring. Beplande bevoegde toetredings van die staat het die tekorte aan bestuursbekwaamheid van onderwysleiers heeltemalonderskat. Bevoegdheid in leierskap kan nie geag word as 'n luukse item in onderwystransformasie nie. Veranderinge in leierskap is inderdaad sentraal tot die vaslegging van die demokratiese waardes en beginsels wat die nuwe onderwysbeleidsverklaringe ondersteun. Daar moet 'n allesomvattende strategie en -toetreding wees, wat onderwys leierskap as 'n skool aangeleentheid aanspreek. Daar word 'n skool gekoordineerde poging tussen provinsiale onderwysdepartemente en skole benodig om hulle kollektiewe hulpbronne toe te wy aan skoolkwaliteitsveranderinge, maar die proses moet deur die staat gekoordineer en goedgekeur word. Hierdie werkstuk poog om te bepaal watter uitdagings en beperkinge opvoedkundige leiers in die gesig staar in hul pogings om by te dra tot tranformasie in Suid-Afrika. Die strategieë en metodes wat deur opvoedkundige leiers gebruik, word in die daaglikse bestuur van instellings, word gespesifiseer. Dit is belangrik om onderwysontwikkeling aan beleidsimplementering te koppel. Die monitering en evalueringstelsels wat in plek is, moet noodwendig tred hou met die gevolge van die veranderinge. Dit sal toelaat dat departemente hul toekomstige beleide en programme, op ingeligte en kwaliteitstoetredings baseer, wat 'n verskil maak. Dit is krities, want bewyse dui aan dat veranderinge nie altyd in die beplande leierskapverbeteringe eindig nie. Daar is geen rede vir die veloop van gebeurtenisse nie, want die studie wys dat die skole aansienlike voordele in hul guns het: 'n betreklike stabiele skoolinfrastruktuur; 'n groeiende komponent van onderwysleiers, en 'n beleidsomgewing waarin daar optimisme oor veranderinge en transformasie in die opvoedingssektor is.

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Flack, Elizabeth F. "The differential characteristics between transformational change experiences and volitional change in recovering substance dependent individuals". View electronic thesis, 2008. http://dl.uncw.edu/etd/2008-1/flacke/elizabethflack.pdf.

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17

Pretorius, Werner. "Organizational factors influencing the transformational process of a financial institution". Thesis, Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03162004-131828.

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18

Bi, Shen y Yingqi Ni. "Transformational Leadership in Chinese Context". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43661.

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In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.

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19

Mann, Ronald Jackson. "Transformational leadership theory: creative advance or theoretical desperation". Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/53640.

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Transformational leadership is held by its theorists to consist of charisma (mission articulation, empowerment, and confidence in followers), intellectual stimulation, and individualized consideration. lt is alleged to result from flexible structure, crisis, and high socio-economic status (except for charisma in connection with the latter) and to produce a favorable organizational climate, identification with the organization, expectation of success, and, most of all, extra effort. The present research, however, discloses serious problems with the model based upon theory: the inability of a principal component analysis to distinguish the leadership dimensions and the outcomes of identification and expectation of success; an absence of effects of SES and crisis on the leadership variables; and the direct effects of the exogenous variables on organizational climate. Even with regard to the central concept of charisma, considerable ambiguity is found. The conclusion of the present research is that transformational leadership theory represents "theoretical desperation" in a sociological sub-discipline increasingly perceived to be unproductive of significant results. While the relationship between charisma and extra effort holds up in the present study, the connection is problematic, since extra effort is uncorrelated with positive changes in the churches. A possible interpretation of the lack of correlation between extra effort and substantive changes is that leadership operates to create and maintain fictions functional for both the leader and his/her host organization. The use of language in the development of meaning also highlights the importance of' incorporating the idea of power in leadership studies.
Ph. D.

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20

Pillay, John. "Corporate turnaround as knowledge subversion : a dialogic perspective on transformational change". Thesis, Cranfield University, 2013. http://dspace.lib.cranfield.ac.uk/handle/1826/7952.

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This research presents a knowledge-based perspective on corporate turnaround. In this research it is proposed that subverting existing knowledge is as much a part of the corporate turnaround process as other change management activities, a concept termed “dialogic knowledge subversion”. Conceptual development was supported by a literature review into change, knowledge, discourse and Bakhtinian theories. This theoretical investigation was further developed using two empirical studies. The first empirical work focused on the case study of an organisation which had turned itself around. Findings from fifteen interviews and a focus group workshop were gathered and analysed using story network architecture and dialogic concepts. The data was further developed with a second empirical study, which investigated corporate turnaround from the perspective of twelve expert practitioners. Findings from these studies were used to develop a model for knowledge subversion in corporate turnaround situations. There are a number of contributions to change management theory and practice offered by this investigation. The research finds that dialogic knowledge subversion is present and required in the process of corporate turnaround. Furthermore, practitioners use the breakdown of existing knowledge in the organisation to create the impetus for change and build momentum for the turnaround. Indeed the research suggests that experts regard knowledge subversion as essential to the change process and actively create the conditions where it thrives. A dialogic knowledge subversion model for corporate turnaround is proposed, which is a resource for change theorists and practitioners alike.

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21

Wisell, Diana L. Dulaney. "To change or not to change a case study of one urban high school's technological transformational process /". Morgantown, W. Va. : [West Virginia University Libraries], 1999. http://etd.wvu.edu/templates/showETD.cfm?recnum=1205.

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Thesis (Ed. D.)--West Virginia University, 1999.
Title from document title page. Document formatted into pages; contains vi, 117 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 74-77).

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22

Smith, Gary. "The church as a transformational community hindrances and energizers to transformation through the local church, in light of Ephesians 4:11-16 /". Theological Research Exchange Network (TREN), 2008. http://www.tren.com/search.cfm?p002-0828.

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23

Leonard, Anné. "Communicating affirmative action during transformational change a South African case study perspective /". Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-09282005-135714.

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Davis, Barbara Jeane. "Three case studies of female transformational elementary school administrators who facilitate change". Scholarly Commons, 1994. https://scholarlycommons.pacific.edu/uop_etds/2736.

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This study provided case studies of three female elementary school principals, identified by their supervisors and administration of the Multifactor Leadership Questionnaire as transformational. Data collected included the Organizational Culture Inventory, principal and teacher interviews, observations, and artifacts. Qualitative data were analyzed utilizing the computer program, HyperQual2. The data were used to determine how these principals articulated their vision, shared leadership, empowered their teachers, and demonstrated transformational behaviors. The principal behaviors were consistent with transformational research. They interacted with others to articulate their vision. They were respected by teachers as educational leaders and were seen as child-centered and facilitative. These principals were comfortable with shared decision-making and encouraged teachers to assume leadership positions. Suggestions for supporting and promoting transformational leadership behaviors were made. They included administrative coursework and district policies and practices that develop the transformational skills of educational administrators. The characteristics of transformational leaders in these case studies also provide models for administrators who are restructuring their schools.

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25

Wylson, Avonlie. "The use of mindfulness in dealing with ambiguity during transformational organizational change". Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1603650.

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The present mixed-methods study examined how 19 experienced change leaders cope with ambiguity during transformational organizational change and whether mindfulness helps them do that. Study findings indicated that practitioners react in varying ways to ambiguity and employees generally react negatively. Change leaders rely on personal coping and project initiation strategies, ongoing guidance and support, agile and action-oriented approaches, courageous and bold leadership, and trust in their process to manage ambiguity for themselves. To help others deal with ambiguity, change leaders repeatedly articulate the change vision and direction and demonstrate confident, strong change leadership. Mindfulness appears to enhance leaders’ abilities to interact with others, maintain perspective, and attune with others’ emotional states. Mindful change leaders appear to more frequently practice self-awareness and self-care, seek professional advice and assistance, and exercise an agile, action-oriented approach to leading change as ambiguity coping mechanisms.

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26

Mason, Cassandra. "Narratives of Elementary and Secondary Teacher Leaders as Agents of Transformational Change". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2453.

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Historically, being self-reflective has not been evidenced as critical to the career advancement of teachers aspiring to leadership roles. Five teacher leaders in a southwestern school district participated in a district Teacher Leadership Certificate Program (TLCP), which included self-reflective practices to broaden their understanding of the tools necessary to be an effective leader in 21st century schools. Theories of change suggest that teachers must acquire new knowledge and apply this new knowledge in practice. The theoretical framework for this project study was Mezirow's transformative learning theory. A narrative design was employed to identify the change process experienced by the 5 teacher leaders using elements of transformational theory. A questionnaire, observation protocol, and multiple interview instruments were used to examine 1 elementary and 4 secondary school teacher leaders, concluding with an essay. Interviews focused on the perceptions of the participants through inquiry that described their transformation to leaders as agents of change. Emergent themes were identified from the data through open coding and thematic analysis. Themes included teachers using self-reflection to enhance leadership goals and career development. The subsequent project was a 3 day professional development for all teachers at the study site on developing teacher leadership. The implications for promoting positive social change include providing research results to the local site on the use of self-reflection practices of teacher leaders and supporting professional development to improve teacher leadership educational practices.

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27

Thompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy". Queensland University of Technology, 2006. http://eprints.qut.edu.au/16425/.

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In the face of knowledge deficits in and poor outcome assessments of Organisation Transformation (OT), there is a need for a better understanding of the relationship between change leader interventions and qualitative organisational schema change, the collective knowledge structures that must be replaced or significantly elaborated if OT is to be realised. Previous research on this relationship has (a) focused on imposed structural interventions and given little attention to large-scale human process interventions, (b) given little attention to the radical structural interventions frequently involved in the transformation of public organisations, (c) given little scrutiny to how organisational schema have been conceptualised, (d) given little scrutiny to recent propositions on schema change dynamics that may be contentious, and (e) given little consideration to the change management contexts in which leader influence may be neutralised. In the light of these gaps in the literature, this thesis investigates, from the perspective of change recipients, the relationship between complex large-scale change leader interventions and qualitative organisational schema change in change management contexts thought to be inimical to leader influence. In particular, how efficacious are change leader interventions in realising qualitative organisational schema change in such contexts? An interpretive longitudinal case study design was used to address this question. The case organisation is a spatially differentiated technically-oriented public Professional Bureaucracy located in Queensland. In this context, this thesis investigates, over a three-year period, the creation and evolution of three schema change contexts, or change trajectories, created by two temporally disconnected yet functionally inter-related change leader interventions. Data collection techniques included focus group interviews, semi-structured interviews, and secondary sources. Data were collected from several sites, including Head Office functions and Regional and District offices, across Queensland. Data were collected on four occasions across the three-year period from early 2000 to late 2002. The results reveal that (a) while there are no panaceas, public managers need more sophisticated intervention theories based on a knowledge of the relative efficacy of different interventions rather than relying on, predominantly, structural interventions, (b) viewing organisational schema in one-dimensional rather than multidimensional terms masks both the complexity of organisational schema change and the possibility of partial rather than configurational schema change, (c) while inter-schema conflict or dialectical processes were apparent, successful schema change was better explained by teleological processes than by dialectical processes, and (d) change leaders can have a powerful influence on OT in change management contexts thought to be inimical to change leader influence yet their influence is linked to high investments of time and effort.

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28

Thompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy". Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16425/1/Robert_Thompson_Thesis.pdf.

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In the face of knowledge deficits in and poor outcome assessments of Organisation Transformation (OT), there is a need for a better understanding of the relationship between change leader interventions and qualitative organisational schema change, the collective knowledge structures that must be replaced or significantly elaborated if OT is to be realised. Previous research on this relationship has (a) focused on imposed structural interventions and given little attention to large-scale human process interventions, (b) given little attention to the radical structural interventions frequently involved in the transformation of public organisations, (c) given little scrutiny to how organisational schema have been conceptualised, (d) given little scrutiny to recent propositions on schema change dynamics that may be contentious, and (e) given little consideration to the change management contexts in which leader influence may be neutralised. In the light of these gaps in the literature, this thesis investigates, from the perspective of change recipients, the relationship between complex large-scale change leader interventions and qualitative organisational schema change in change management contexts thought to be inimical to leader influence. In particular, how efficacious are change leader interventions in realising qualitative organisational schema change in such contexts? An interpretive longitudinal case study design was used to address this question. The case organisation is a spatially differentiated technically-oriented public Professional Bureaucracy located in Queensland. In this context, this thesis investigates, over a three-year period, the creation and evolution of three schema change contexts, or change trajectories, created by two temporally disconnected yet functionally inter-related change leader interventions. Data collection techniques included focus group interviews, semi-structured interviews, and secondary sources. Data were collected from several sites, including Head Office functions and Regional and District offices, across Queensland. Data were collected on four occasions across the three-year period from early 2000 to late 2002. The results reveal that (a) while there are no panaceas, public managers need more sophisticated intervention theories based on a knowledge of the relative efficacy of different interventions rather than relying on, predominantly, structural interventions, (b) viewing organisational schema in one-dimensional rather than multidimensional terms masks both the complexity of organisational schema change and the possibility of partial rather than configurational schema change, (c) while inter-schema conflict or dialectical processes were apparent, successful schema change was better explained by teleological processes than by dialectical processes, and (d) change leaders can have a powerful influence on OT in change management contexts thought to be inimical to change leader influence yet their influence is linked to high investments of time and effort.

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29

Liu, Yi. "When change leadership impacts commitment to change and when it doesn't: a multi-level multi-dimensional investigation". Diss., Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/33856.

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Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.

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30

Nayudu, Jasaswi. "Transformational Leadership in an Era of Change: An Evaluation of Theory and Literature". Scholarship @ Claremont, 2013. http://scholarship.claremont.edu/cmc_theses/657.

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This paper will evaluate transformational leadership theory and literature, in order to reconsider it in the context of today’s world, and to make it more pertinent to the creation of positive change in today’s society. This analysis is divided into five main sections. Section 1 presents new models of transformational leadership. Section 2 presents new methods of measurement of the theory. Section 3 provides insight into transformational leaders’ roles in combating pressing social problems. Section 4 presents a review and analysis of women’s unique style of leadership. Section 5 presents a case study of President Obama as a quintessential transformational leader of the modern world. Ultimately, this paper will propose a model consisting of the key characteristics today’s transformational leader should possess in order to increase the efficacy of his or her leadership.

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31

MUHAMMED, MONIR. "The importance of addressing culture in large transformational change programs in public organisations". Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-170092.

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Cornell, Revonda Leota. "A study of transformational change at three schools of nursing implementing healthcare informatics". [Tampa, Fla] : University of South Florida, 2009. http://purl.fcla.edu/usf/dc/et/SFE0002800.

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Bergman, Amanda y Mastaneh Mashouri. "Influencing Change : Organizational Change and the Implementation of Self-Managing Teams". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-326340.

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Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the manager and the organizational context when implementing SMTs? The purpose of the study is to increase the understanding of how different activities, events and actions during a change process of implementing SMTs influence the manager, as well as how the manager influences the change process of implementing SMTs. The research was conducted by a qualitative, abductive approach based on a case study. The results show that managers influence perceived history of change, control and the SMTs. Managers are influenced by perceived history of change, employee commitment to change, control, and by the SMT. These influences determine how the manager is influenced by, and how the manager influences the organizational change towards the implementation of SMTs.

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34

Johannes, Arnold Marius. "My living theory of the transformational potential of my educational leadership". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4079.

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In democratic South Africa, policies place much emphasis on the need for transformational leadership. This challenges school leaders to ensure that their practice is in line with the democratic and inclusive values espoused therein. This thesis is an account of my journey of learning about educational leadership and how I attempted to influence transformation at my own school. The development of my living theory of educational management is grounded in my desire to make a positive change to the quality of teaching and learning at my school, by embodying and exemplifying such values in my leadership. My learning as an educational leader comprises my living theory on improving my educational leadership within a socially challenged context. I explain the context and problems experienced at my school and provide evidence of the need to move from the hierarchic, autocratic form of leadership, still prevailing at many South African schools. I adopted the theoretical framework of servant leadership to enable me to develop a more contextually sensitive and visionary style of leadership through critical reflection on my own practice. My stimulus for this journey of learning stemmed from the perceived contradiction between my espoused beliefs about leadership and my actual practice. My own autocratic leadership style was one of the main barriers that prevented teachers from attaining autonomy and taking on leadership roles within the school. My leadership style was more in alignment with the values of accountability, discipline and efficiency than those of care, trust and the development of the potential of others. This interrogation of my ontological values informed my subsequent interventions to improve my practice. Following an action research design, I investigated the quality of my leadership to determine which areas I needed to improve, took action to improve these and evaluated the change against the values inherent in the notion of servant-leadership. I embarked on a journey that helped me to shift my practice from being based on previously held authoritarian professional values towards values that underpin a more transformational leadership, such as care and trust. My journey of learning was guided by the tenets of self-study action research, which required critical self-reflection and holding myself accountable for my own actions The practical knowledge I gained through this self-reflection on my practice enabled me to make professional judgements, which then became conceptual knowledge in the form of a living theory generated by my research. This was made possible through a continuous process of data generation to extract evidence to test the validity of the claims to knowledge I made. Multiple sources of data (written, graphic and multimedia) were used to better understand the scope of happenings throughout the research and to monitor my practice over time. I explain how I used my improved understanding of leadership to promote collegiality for building quality relationships to promote teacher leadership for school improvement and how I subjected these claims to social and personal validation procedures. The significance of this study is that it contributes to new forms of practice and theory in terms of showing how a values-based approach to school leadership can influence positive change in teacher practice. While this study is a narrative of my practice, it is also a narrative of theorising about how my colleagues and I have come to know and how our thinking has changed about our work and ourselves. Although I had to indicate a cut-off point in this action research enquiry, the knowledge gained will continue to develop and influence my practice in the future and hopefully will be judged as useful by others in positions of leadership. The thesis is thus an original contribution to educational knowledge in the field of self-study action research. It demonstrates how sociohistorical and sociocultural insights from Apartheid to Post-Apartheid South Africa can be integrated within a living theory of transformational leadership.

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35

Mohamad, Mouazen Ali. "Transactional and transformational leadership styles: bibliometric review , relationship with adkar and kotter change models". Doctoral thesis, Universitat Rovira i Virgili, 2019. http://hdl.handle.net/10803/668375.

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la seva tesi va tractar dos temes, el primer va incloure una revisió bibliomètrica detallada sobre publicacions d’estils de lideratge transaccional i transformatiu des del 2007 fins al 2018. Aquesta revisió va incloure informació actualitzada sobre l’evolució d’aquest tema de recerca, els estudiosos i afiliacions més productius, els països i els continents més productius, la col·laboració entre afiliacions entre països, articles més citats i nombre de cites, articles quàntil i factor d’impacte, diferència de quàntils entre revistes i revistes més productives. A més, aquesta investigació també va discutir les variables utilitzades en les investigacions, incloses les variables dependents i independents, la mediació i la moderació de les variables, es van discutir les hipòtesis i els seus resultats. La segona part d'aquesta tesi va consistir a discutir la relació entre estils de lideratge transaccional i transformacional i dos models de canvi contemporanis. Aquesta investigació va anar més enllà de discutir la naturalesa general de la relació per descriure com haurien d’actuar els líders a l’hora d’aplicar cada etapa de cadascun dels models de gestió de canvis d’ADKAR i Kotter, a partir de les dades recollides de 385 empleats que treballen en pimes libaneses que experimenten canvis.
su tesis discutió dos temas, el primero incluyó una revisión bibliométrica detallada sobre publicaciones de estilos de liderazgo transaccionales y transformacionales desde 2007 hasta 2018. Esta revisión incluyó información actualizada sobre la evolución de este tema de investigación, los académicos y afiliaciones más productivos, los países y continentes más productivos, la colaboración entre afiliaciones en todos los países, los artículos más citados y el número de citas, el cuartil de artículos y el factor de impacto, la diferencia de cuartiles entre las revistas y las revistas más productivas. Además, esta investigación también discutió las variables utilizadas en las investigaciones, incluidas las variables dependientes e independientes, las variables mediadoras y moderadoras, discutió las hipótesis y sus resultados. La segunda parte de esta tesis consistió en discutir la relación entre los estilos de liderazgo transaccional y transformacional y dos modelos de cambio contemporáneos. Esta investigación fue más allá de discutir la naturaleza general de la relación para describir cómo deben actuar los líderes al aplicar cada etapa de cada uno de los modelos de gestión de cambios de ADKAR y Kotter, en base a los datos recopilados de 385 empleados que trabajan en PYME libanesas que están experimentando cambios.
This thesis discussed two subjects, the first entailed a detailed bibliometric review on transactional and transformational leadership styles publications from 2007 till 2018. This review included up to date information on this research topic evolution, most productive scholars and affiliations, most productive countries and continents, the collaboration between affiliations across countries, most cited articles and number of citations, articles quartile and impact factor, quartile difference between journals and most productive journals. In addition, this research also discussed the utilized variables in the researches including dependent and independent variables, mediating and moderating variables, discussed hypotheses and its results. The second part of this thesis entailed discussing the relationship between transactional and transformational leadership styles and two contemporary change models. This research went beyond discussing the general nature of relationship to describe how leaders should act when applying each stage of each of ADKAR and Kotter change management models, based on data collected from 385 employees working in Lebanese SME’s that are experiencing change.

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36

Williams, Timothy M. Sr. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation". Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3624749.

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Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.

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37

García, Sánchez Miguel y Maarten Warnshuis. "Transitioning towards Sustainable Agriculture in the European Union through Change Management and Transformational Leadership". Thesis, Malmö universitet, Institutionen för Urbana Studier (US), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-43625.

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This paper examined how Change Management and Transformational Leadership can be effective tools in transitioning towards sustainable agriculture in Europe. This paper starts with providing empirical evidence for climate change and shows that Northern and Southern Europe are impacted differently by climate change. Then this paper examined how climate change affects farmers in the different parts of Europe and what Societal, Environmental, Leadership and Organisational changes have to be made to transition towards sustainable agriculture in Europe. The qualitative analysis shows that, according to farmer associations, there is a need for a variety of options, a lack of communication and insufficient involvement of farmers on a policy making level. This paper ends with explaining how Change Management and Transformational Leadership can be used as tools to improve communication between stakeholders and improve the involvement of farmers in the co-creation process. Therefore, this paper concludes that Change Management and Transformational leadership will help the European Union in realising sustainable agriculture in Europe.

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38

Rafique, Muhammad Tahir. "The role of coaching and mentoring in transformational change, focusing on housing association mergers". Thesis, Oxford Brookes University, 2014. https://radar.brookes.ac.uk/radar/items/33cbbc0d-f689-4c08-83fc-7248a66d8875/1.

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Coaching and mentoring have grown rapidly in the last twenty years, reflecting increased level of interest in these fields. The widespread popularity, however, has been largely attributed to the anecdotal feedback about their effectiveness due to considerable gaps in the empirical research base. The aim of this study was to explore the role of coaching and mentoring in relation to transformational changes with particular reference to housing association mergers in the UK. As a result of constant merger activity, the largest twenty housing associations own 30% of the market share and the trend is likely to continue, making the research outcomes useful for future strategic planning of housing association mergers. This thesis includes empirical work through data gathered by semi-structured interviews and analysed by constructivist grounded theory methodology. The study found that coaching and mentoring play an important role in housing association mergers and transformational changes especially in creating a new shared identity and staff integration after housing association mergers. Integration can keep the merged housing associations together, thus reducing the merger failures in the housing associations. This study makes an original contribution to knowledge by presenting a conceptual framework. The framework incorporates different forms of coaching and mentoring, such as, one to one coaching, team coaching, executive mentoring and peer mentoring used in housing associations for the transformative learning of the housing officials.

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39

Williams, Sr Timothy M. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation". ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1138.

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Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.

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40

Malherbe, Johann. "Investigating the relationship between transformational leadership style and organisational effectiveness". Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5534.

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Thesis (MBA (Business Management))--Stellenbosch University, 2008.
ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy are facing new, complex challenges associated with the everchanging business environment, and the depth and quality of the leadership that they provide are critical to the success of organisations. It was within this context that this research study was conceived. More specifically, the author became interested in the type of leadership behaviours, practices and characteristics that are essential to lead an organisation in the new global economy. During the last two decades, an increasing number of researchers began to report on a 'new' style of leadership based on innovation, continuous learning, constant renewal and entrepreneurship. This leadership style challenges traditional views on work among employees, creates a new vision and motivates workers to perform above expectation. These leaders have recognised the need for revitalisation and they bring about change within their organisations to meet the challenges of the current, ever-changing environment. This 'new' leadership style is transformational leadership, which has been extensively reported on. Literature abounds with studies on transformational leadership and its impact on organisational effectiveness. It is one of the most extensively researched leadership paradigms to date and is still evolving. This dissertation reviews the development of leadership theory and the paradigm shifts that have led to the development of transformational leadership theory. Furthermore, the author interviewed experienced leaders from Naspers to practically identify essential leadership requirements within a South African multinational organisation. The primary research findings indicate that there are parallels between essential leadership behaviours and characteristics, as identified by the present study, and transformational leadership behaviours and characteristics. The study indicates that some of the successes of the researched organisation could be attributed to the transformational leadership practices that it has employed. It can also be inferred that, should these characteristics and behaviours be nurtured in other leaders and organisations in general, these organisations could become more effective, competitive and growth-orientated in the current organisational landscape.
AFRIKAANSE OPSOMMING: Die tempo van globalisering en die volgehoue vordering in tegnologie, het 'n heeltydse veranderende besigheids omgewing teweeggebring, wat dit moeilik maak vir organisasies om kompeterend te bly. Die proses van globalisering was 'n geleidelike proses vir die wereld gemeenskap, maar die effek op Suid-Afrika was meer dramaties. Dit is as gevolg van Suid Afrika se hertoelating tot die wereld ekonomie, na die 1994 verkiesings. Die nuwe wereld ekonomie en veranderende besigheids omgewing stel oak addisionele vereistes en uitdagings aan leiers en die diepte en kwaliteit van hulle leierskap is krities tot die sukses van hul organisasie. Dit was binne die konteks wat die navorsing studie gebore was. Meer spesifiek, die skrywer was geinteresseerd in die tipe leierskap style, praktyke en eienskappe wat krities is om organisasies te lei in the nuwe wereld ekonomie. Gedurende die laaste twee dekades, het 'n groeiende hoeveelheid navorsers begin verslag doen oor 'n 'nuwe' leierskap styl, gebasseer op innovasie, volgehoue studie, konstante vernuwing en entrepreneurskap. Die leierskap styl daag die tradisionele siening van werknemers t.o.v. hulle werk uit, dit skep nuwe visies en motiveer werknemers om bo verwagting te presteer. Die tipe leiers het die nodigheid raak gesien vir vernuwing en hulle bring verandering binne organisasies aan om die uitdagings van die nuwe omgewing te bowe te kom. Die 'nuwe' leierskap styl is transformasie leierskap. Daar is al ekstensief verslag gedoen oor die styl en daar is 'n oorvloed van literatuur beskikbaar oor transformasie leierskap en die impak daarvan op die effektiwiteit van organisasies. Sover is dit een van die mees nagevorsde leierskap paradigmas. Die studie hersien die ontwikkeling van leierskap teorie en die verskuiwing in paradigmas wat gelei het tot die ontwikkeling van transformasie leierskap teorie. Die skrywer het ook onderhoude gevoer met ervare leiers van Naspers, om prakties uit te vind wat se leierskap benaderings en eienskappe nodig is binne Suid-Afrikaanse multi-nasionale organisasies. Die primere resultate van die studie het gewys dat daar ooreenkomste is tussen die leierskap benadering en eienskappe van die huidige studie en die van transformasie leierskap. Die studie wys ook dat die sukses van Naspers gedeeltelik toegestaan kan word aan die transformasie leierskap praktyke wat toegepas is binne die organisasie. Verder kan dit ook afgelei word dat as die praktyke en eienskappe toegepas word op ander leiers in ander oranisasies, kan hulle ook meer effektief, kompeterend en groei georienteerd wees in die huidige organisatoriese landskap.

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41

Abrell-Vogel, Carolin [Verfasser], Jens [Akademischer Betreuer] Rowold y Hartmut H. [Gutachter] Holzmüller. "Transformational leadership’s effectiveness in organizational change : Three empirical studies deepening the understanding of the relationship between transformational leadership and employees’ commitment to change / Carolin Abrell-Vogel. Betreuer: Jens Rowold. Gutachter: Hartmut H. Holzmüller". Dortmund : Universitätsbibliothek Dortmund, 2012. http://d-nb.info/1112267042/34.

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42

Noseworthy, Selby. "Transformational leadership and information technology : implications for secondary school leaders /". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ36158.pdf.

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43

Toribio, Toribio Carlos y Hernández Raúl García. "Coping with Resistance to Change in Organizations". Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12850.

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Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After reviewing the literature we found that most researchers consider it as an obstacle; however, we also found that resistance can offer benefits to the change process, such as addressing possible weaknesses or serving as a source of innovation. We described a model to diagnose resistance based on the equity theory with an empirical illustration included. In addition, to manage resistance properly we found that communication and participation are two methods that target numerous sources of resistance and make possible to harness its benefits. Finally, we described the attributes of transformational leaders linking them to a specific example of the sports field to show the effective role that this leadership style has in terms of bringing changes to organizations and managing resistance.

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44

Robblee, Susan. "Transformational change, perceptions of process and outcomes by nursing staff in a health care facility". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape4/PQDD_0018/MQ57177.pdf.

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45

Cech, John E. "A phenomenological study of leader experiences and reactions to transformational change in a multicampus system". ScholarWorks, 2010. https://scholarworks.waldenu.edu/dissertations/818.

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Research on organizational change theory confirms the importance of leaders' ability to establish a sense of urgency, create institutional support for change, develop a vision, communicate the vision, empower others toward action, generate results, and ultimately create change in the organizational culture. Organizational change in nested systems, in which CEOs of individual units report upward through a state, regional, or corporate hierarchy, has not been extensively studied. To address this gap in the literature, this phenomenological study explored perceptions of college leaders who in 2002-2003 participated in the transformation of seven 2-year technical colleges into a community college system. The study probed leaders' perceptions of organizational change at the campus level in a nested organizational structure. Two research questions addressed (a) how 2-year college leaders in a nested leadership structure reporting to a system president perceive and describe their experiences of transformational change; and (b) lessons, if any, that these leaders offer other state-governed, 2-year college systems attempting similar levels of transformative change. The study was based on Kotter's change model, which was used to examine the nature and degree of organizational change that occurred in the institutions studied. Data were collected through in-depth interviews and analyzed through a transcendental phenomenological process. Results highlighted the importance of communication, leadership, exploiting a sense of urgency, and addressing internal and external concerns chance to participate in the economy. This study will help leaders of multi-campus or nested state systems facilitate transformational change to better achieve those social goals.

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46

Prater, Michael E. "The relative impact of principal managerial, instructional, and transformational leadership on student achievement /". free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3137738.

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47

Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation". Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.

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Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and contemporary organizational forms are compared and contrasted. Organizational climate, psycho-social components of underlying assumptions and group ethics are seen to be the mechanisms impelling transformation. Organizational change is driven by an emerging secular ethic. This ethic is embodied in an applied model of leadership and examined as an ideal type. The common ethic impelling organizational change is seen to be the same as that causing social transformation in both national and international spheres.

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48

Gårlin, Karl y Mathias Kostet. "Change Through Transformation : An exploratory case study on leadership in contrasting organisational contexts of IKEA Sweden". Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-123230.

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As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence this leadership. Which lead us to our research question, How do managers at IKEA compare their leadership styles between being a line manager in comparison with a manager in a temporary organisation? In order to answer the research questions we conducted a qualitative method study, using semi-structured interviews as a tool we interviewed nine senior managers at IKEA who have significant experience from leadership in both organisational contexts. The managers also answered a leadership test for us to better understand their leadership; furthermore we interviewed an HR-experienced manager for context. To interpret the data, an exhaustive theoretical frame of reference was constructed with regards to our purpose, built mainly of leadership theory, organisational culture and differences organisational contexts. After presenting our data based on our main themes, a thematic analysis was conducted on the data gathered that summarized and discussed the important findings discovered in our transcripted interview material. The themes constructed were “leading to succeed”, “communication is key”, “focus on the individual”, “supportive surroundings” and “strength through unity”. Further, a framework is assembled and presented, highlighting the contrasts between the organisational contexts in regards to our constructed thematic frameworks. In our conclusions we found that the basis of our participants transformative leadership does not change between the organisational contexts, it only slightly adapts to organisational routines that differ. Furthermore we establish a connection between IKEA’s transformative organisational culture and leadership in the organisation, which are analogous in their cornerstones. The theoretical contributions complements previous research within leadership in temporary organisations, with the additions of organisational culture and the managerial perspective. And our practical contributions assist IKEA and similar companies in their understanding of their managers’ views on the fundamental contrasts in leadership in the different organisational contexts.

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49

Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.

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In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.

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50

Davids, Bradley. "Fostering change through effective leadership: a case study of the City of Cape Town". University of the Western Cape, 2015. http://hdl.handle.net/11394/4674.

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Philosophiae Doctor - PhD
Despite the fact that local government is nothing like it was several decades ago in terms of the numerous reform changes it has undergone, within the South African context we find that many of the elements of bureaucracy still represent local government institutions. In this regard bureaucratic structures were designed to have compliant employees who make decisions according to specified behaviours and rules. This feature of bureaucracy ensures that its leaders are not encouraged to take risks. In a bureaucracy it is preferable to stick to the tried and tested habits and practices as it is against these metrics that performance is assessed and promotions awarded. Innovative, entrepreneurial leaders run the risk of losing their jobs if they endeavour to either think or step outside of the box. The notion of embedding an innovative culture therefore becomes a challenge within the constraints of the public sector. There is an uneasy tension between the need for a cultural revolution of outdated bureaucracies in order to enhance flexibility and innovation on the one hand, and the desire to maintain the standards and procedures that are necessary for quality, accountable services to a broad range of stakeholders on the other. In effect there is tension between the need to be innovative and compliant. In this regard the adaptive local government organisation might be one that is not too prominent in terms of innovative cultural characteristics. But it might be one that displays both innovative and bureaucratic organisational cultural characteristics as it strives to achieve this dual objective of innovation and compliance. The study aims to see if transformational leadership principles can be applied under the prevailing conditions of policy, laws and strict compliance within local government. This study is based on the belief that leadership can influence organisational culture as it tries to bring about change. Leaders have to be up for the challenge to create an open culture that encourages change. By developing cultures that foster innovation leaders can help their organisations become more responsive to the changes in the external environment and become more effective. In order for their organisations to become more innovative, leaders would have to change their leadership practices and approaches to shape the new culture of their organisations. In this regard the buzzword over the last few decades in public administration has been change. One of the essential elements of leadership is change. Leaders are agents of change, be it at organisational level or at societal level. They represent the catalysts of social movements. Such a context is suitable for a transformational type of leadership. They can fulfil this role by inspiring those around them, setting an example and creating a vision of the future that is both attractive and credible. The transformational leadership theory starts from these premises. The transformational leader asks followers to transcend their own self-interest for the good of the group, organisation, or society, to consider their long-term need for self-development rather than their need of the moment and to become more aware of what is really important (Bass, 2008: 50). Schein (1997:15) reminds us that leadership and organisational culture are two sides of the same coin. The one cannot be studied without consideration for the other. Organisational culture therefore plays an important role in the effectiveness of the reform process. It is within this context of reform and change that leadership and organisational culture become relevant topics of discussion. It is against this backdrop that the study takes a look at the City of Cape Town’s attempts to implement strategies that promotes the type of organisational culture that can advance transformation and change as it strives towards the objective of becoming a world-class city.

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