Rozprawy doktorskie na temat „Multifactor Leadership Questionnaire”

An increasing number of organisations are turning to knowledge management (KM) as a key to leverage their distinctive core competencies in their pursuit of competitive advantage. Organisations are interested in KM to boost the efficiency of their processes, increase their productivity and quality of their services, and to achieve innovative solutions and products for their customers. Consequently, the contributions of KM to the overall success of an organisation have been widely acknowledged. Prior research studies have demonstrated that both organisational culture and leadership behaviours are widely held to be major barriers to creating and leveraging knowledge. The literature suggests that for KM implementation to be effective there is a need to diagnose the fit between an organisation and its KM objectives. Thus, it is essential to articulate how organisational culture and leadership styles affect the organisation’s ability to create and apply knowledge. It is only then that appropriate strategies can be designed to either adapt the organisational culture or reshape it to support KM objectives. A critical evaluation of research studies in the fields of leadership, organisational culture, and knowledge management indicated that, while some evidence exists supporting the links between leadership and KM and between organisational culture and KM, the combined study of all three of these concepts has been hitherto lacking. This study, therefore, examines this research gap. More specifically, the study investigates the relationship between leadership behaviours and KM practices, and the moderating effects of organisational culture on that relationship. To investigate such a relationship, a conceptual model comprising four constructs, namely transformational leadership, transactional leadership, organisational culture, and KM practices, was developed. The model and its related four hypotheses were empirically examined using a questionnaire-based survey targeting Australian small and medium-sized enterprises (SMEs). The rationale for selecting SMEs was two-fold. First, one of the main characteristics of SMEs is that management structures are often minimal, and decision making is centralised at the owner/manager level. Hence, the leader’s personality and behaviours would be expected to have a significant influence on supporting organisational KM practices. Second, individual SMEs are more likely to have a single organisational culture. Thus, culture and cultural fit are more profound in SMEs than in large organisations where several cultures may be present. Data related to the four constructs of the study were collected from 157 SMEs using three previously validated instruments. For the measurement of leadership behaviours, the study used the Multifactor Leadership Questionnaire (MLQ-5X), which is one of the most widely tested measures of transformational and transactional leadership. For the construct of KM practices, a 17-item assessment questionnaire developed by Becerra-Fernandez and Sabherwal (2001) was used to allow participants to indicate how frequently each of the identified KM processes and tools is currently being used within their respective organisations. Finally, Denison’s Organisational Cultural Survey (DOCS), adapted from Fey & Denison (2003), was selected to measure the dimensions of organisational culture. Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA) and Regression Analysis (RA) were employed to examine the relationships among the research constructs. The results shed light on how leadership behaviours and organisational culture influence KM practices. First, both transformational and transactional leadership behaviours appear to be positively related to KM practices. More specifically, charismatic leadership (focusing on envisioning, empathy, and empowerment) and contingent reward leadership behaviours (focusing on transactions, rewards, and punishment) have a greater impact on facilitating knowledge socialisation and exchange within organisations. Second, the results of moderated regression analyses reveal that the effectiveness of leadership behaviours is contingent upon the type of organisational culture. To illustrate, cultures with strong emphasis on hierarchy (i.e. highly centralised and formalised) and/or mission (i.e. being competitive and goal-oriented) would attenuate the contribution of transactional leadership behaviours to KM. These findings, hence, suggest that the most effective leaders for successful KM implementation are those who are best able to display and use both transformational and transactional leadership behaviours upon different organisational contexts and cultures. For example, transactional leadership might work better in reinforcing existing norms, values and procedures, whereas transformational leadership behaviours would allow the adaptation of organisational culture to and its realignment with, a new vision when needed. Third, and perhaps of most interest, the evidence provided by the study indicated that leadership behaviours (in their own right) are significant contributors to organisational culture, and that leaders can influence KM practices either directly or indirectly through organisational culture. These findings confirm the crucial role of leadership in building and maintaining a supportive organisational culture for KM, thus providing further evidence for the need to develop a comprehensive investigation into the potential role that organisational culture could play as an effective mechanism by which leaders could enact KM within their organisations. Finally, although the use of well-tested questionnaires indicated a strong conceptualisation of the transactional leadership model, this could not be extended to the transformational leadership and organisational constructs where a relatively moderate representation was obtained for these two constructs. While this finding is somewhat disappointing, it enhances the existing body of knowledge by suggesting that perceptions of transformational leadership and organisational culture might be contingent upon other contextual conditions such as national culture, organisational history and performance – all of which are outside the scope of this research study. In conclusion, this study provides empirical evidence on the connection among leadership behaviours, organisational culture, and knowledge management, thereby addressing the need for research that incorporates cultural context in leadership and KM studies. Furthermore, it provides practical implications for managers/leaders by identifying the leadership behaviours and organisational mechanism required to enhance KM practices.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Engineering
Science, Environment, Engineering and Technology
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The Multifactor Leadership Questionnaire (MLQ), the most used instrument for gauging Bass and Avolio's full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Since researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions---interpretable as moderators that bounded the theoretical model---included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings imply that a standard set of leadership behaviors is not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ's validity---and indeed that of other leadership instruments---should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed.

Narcissistic transformation leaders have inflicted severe physical, psychological, and financial damage on individuals, institutions, and society. Multifactor Leadership Questionnaire (MLQ) has shown promise for early detection of narcissistic leadership tendencies, but selection criteria have not been established. The purpose of this quantitative research was to determine if item response theory (IRT) could advance the detection of narcissistic leadership tendencies using an item-level analysis of the 20 transformational leadership items of the MLQ. Three archival samples of subordinates from Israeli corporate and athletic organizations were combined (N = 1,703) to assess IRT data assumptions, comparative fit of competing IRT models, item discrimination and difficulty, and theta reliabilities within the trait range. Compared to the generalized graded unfolding model, the graded response model had slightly more category points within the 95% confidence interval and consistently lower X2/df item fit indices. Items tended to be easier yet more discriminating than average, and five items were identified as candidates for modification. IRT item marginal reliability was .94 (slightly better than classical test theory reliability of .93), and IRT ability prediction had a .96 reliability within a trait range from -1.7 to 1.3 theta. Based on 8 invariant item parameters, selection criteria of category fairly often (3) or above on attributed idealized influence items and sometimes (2) or below on individual consideration items was suggested. A test case demonstrated how narcissistic tendencies could be detected with these criteria. The study can contribute to positive social change by informing improved selection processes that more effectively screen candidates for key leadership roles that directly impact the wellbeing of individuals and organizations.

Abstract The purpose of the study was to examine the relationship between nursing leadership and burnout among nurses in health care as well as the incidence of multidimensional leadership and burnout in Finnish nursing. A further purpose was to test a factor structure of Multifactor Leadership Questionnaire (MLQ) and Maslach Burnout Inventory (MBI) in Finnish health care. The empirical data were gathered by postal questionnaires from nursing staff working in university, central and district hospitals, health centers as well as psychiatric and private hospitals (n = 900, response rate 73%). In addition, a follow-up study was performed at a one-year interval (n = 100, response rate 79%). After deleting unusable questionnaires, the sample consisted of 627, and the follow-up study of 78 nurses and nurse leaders. The data were analyzed with descriptive and multivariate statistical methods. Nurse leaders proved to be transformational leaders who rewarded their subordinates, but traditional active and passive management-by-exception and laissez-faire leadership also appeared in their leadership behavior. Half of the nursing staff were moderately burned out and about one tenth were highly burned out. Nearly one fifth suffered from high emotional exhaustion. Nursing leadership has both positive and negative effects on burnout among nursing staff. Rewarding transformational leadership and active management-by-exception functioned as protecting factors, and passive laissez-faire leadership as an exposing factor. However, the results suggest that the relation between leadership and burnout is complex, affected by situational factors of leadership and the ambiguous nature of burnout. The six- and three-factor structure of the MLQ as well as the three-factor structure of the MBI were empirically supported. According to psychometric properties both instruments are well applicable to Finnish health care research. The results can be used in academic leadership education and leadership training in health care organizations, as well as to improve the quality of work life and to promote work well-being. The results can also be utilized in studies applying MLQ and MBI as well as when exploring factor structure of measures and in validation studies of instruments
Tiivistelmä Tutkimuksen tarkoituksena oli selvittää hoitotyön johtajuuden ja hoitohenkilöstön työuupumuksen yhteyttä terveydenhuollossa sekä moniulotteisen johtajuuden ja työuupumuksen esiintymistä suomalaisessa hoitotyössä. Lisäksi tarkoituksena oli testata suomalaisessa terveydenhuollossa moniulotteisen johtajuusmittarin ja kolmiulotteisen työuupumusmittarin rakennetta. Empiirinen tutkimusaineisto kerättiin postikyselyllä yliopisto-, keskus- ja aluesairaaloiden, terveyskeskusten sekä psykiatristen ja yksityisten sairaaloiden hoitohenkilöstöltä (n = 900, vastausprosentti 73). Lisäksi toteutettiin seurantakysely vuoden intervallilla (n = 100, vastausprosentti 79). Aineistosta jouduttiin poistamaan vastauksia, ja poistojen jälkeen tutkimusjoukko muodostui 627:stä ja seurantakyselyssä 78 hoitajasta ja hoitotyön esimiehestä. Aineiston analyysissä käytettiin tilastollisina kuvailevina menetelminä ristiintaulukointia, kontingenssikerrointa, χ²-testiä, Pearsonin tulomomenttikorrelaatiokerrointa, t-testiä, Mann-Whitney U-testiä, Wilcoxonin testiä, yksi- ja kaksisuuntaista varianssianalyysiä sekä Kruskal-Wallisin testiä. Monimuuttujamenetelminä olivat rakenneyhtälömallitus ja lineaarinen regressioanalyysi. Mittareiden luotettavuuden arvioinnissa käytettiin eksploratiivista ja konfirmatorista faktorianalyysiä, Cronbachin alpha -kerrointa, osiosummakorrelaatioita, osioiden välisiä korrelaatioita, Pearsonin tulomomenttikorrelaatiokerrointa ja intraclass-korrelaatiokerrointa. Hoitotyön johtajat osoittautuivat työntekijöitä palkitseviksi muutosjohtajiksi, mutta johtamiskäyttäytymisessä esiintyi myös perinteistä työntekijöiden aktiivista ja passiivista valvomista sekä välttävää johtajuutta. Eroja ilmeni johtajan iän, työkokemuksen, työtehtävän ja perustyöhön osallistumisen mukaan. Puolella hoitohenkilöstöstä esiintyi keskimääräistä ja noin kymmenesosalla voimakasta työuupumusta. Voimakkaasta emotionaalisesta väsymyksestä kärsi lähes joka viides. Hoitotyön johtajuudella on sekä myönteisiä että kielteisiä vaikutuksia hoitohenkilöstön työuupumuksen kannalta. Palkitseva muutosjohtajuus ja työntekijöiden aktiivinen valvominen toimivat työuupumukselta suojaavina tekijöinä ja passiivinen välttäminen työuupumukselle altistavana tekijänä. Tulokset viittaavat kuitenkin siihen, että johtajuuden ja työuupumuksen yhteys on kompleksinen, ja tähän vaikuttavat johtajuuden tilannetekijät ja työuupumuksen moniselitteinen luonne. Hoitohenkilöstön ikä, työllisyystilanne, työaikamuoto ja työtehtävän luonne vaikuttivat johtajuuden ja työuupumuksen yhteyteen, joka oli suhteellisen pysyvä vuoden intervallilla mitattuna. Myös johtajuus ja työuupumus osoittautuivat stabiileiksi ilmiöiksi. Johtajuusmittarin kuuden ja kolmen faktorin rakenne sekä työuupumusmittarin kolmen faktorin rakenne saivat empiiristä tukea. Mittareita voidaan pitää psykometristen ominaisuuksiensa perusteella suomalaiseen terveydenhuoltotutkimukseen soveltuvina. Tutkimustuloksia voidaan hyödyntää terveydenhuoltoalan yliopistollisessa ja terveydenhuollon organisaatioiden sisäisessä johtamiskoulutuksessa, työelämän laadun parantamisessa ja työhyvinvoinnin edistämisessä, johtajuus- ja työuupumusmittaria soveltavissa tutkimuksissa sekä laajemmin mittareiden kehittämistyössä ja validointitutkimuksissa

This study sheds light on the firm-lifecycle and the impact of leadership and how itdevelops negatively when the entrepreneurial firm becomes administrative andmanagerial. The ambivalent fact is that the firm, when growing in size, need to becomemore managerial, though without undermining the previously entrepreneurial mind-setthat pervade the organization. The term corporate entrepreneurship has emerged andcomprises that the firm can continue to be entrepreneurial in the managerial stage. Thatis to resume the firm’s work to keep innovative. The article seeks to find out how theleadership can be adapted for the firm to stay innovative through the managerial stage.

Objective: To assess the effect of upward feedback on the perception gap of manager-rated and subordinate-rated managerial behavior scores using the Multifactor Leadership Questionnaire (MLQ). Design: Phase I questionnaires assessed the use of upward (subordinate to manager) feedback and were used to form Feedback and Comparison groups. Phase II questionnaires included feedback, attitudinal, and demographic questions and the MLQ. MLQ scores were compared between the two groups. Subjects/setting: Directors of Food and Nutrition Services and Clinical Nutrition Managers and their respective subordinates in a hospital setting. Statistical analyses performed: General Linear Model (using SAS Version 9.2, Cary, NC) was used to determine the relationships between MLQ scores and questions of interest. Results: Upward feedback practices in both the Feedback and Communication groups did not correspond to the Phase I reports. Feedback managers did not have higher MLQ scores based on feedback group, manager tenure, and manager implementation of feedback. Managers whose subordinates who enjoyed their jobs had higher subordinate-rated MLQ scores. Conclusions: Policies and practices of upward evaluation methods are not clear and need to be studied further in a hospital dietetics setting.

Thesis (Ph. D.)--Southern Illinois University Carbondale, 2009.
"Department of Workforce Education and Development." Keywords: Effective leadership, Full-range leadership, Multifactor Leadership Questionnaire, Personal Values Profile, Transactional leadership, Transformational leadership, Leadership. Includes bibliographical references (p. 120-133). Also available online.

Thailand is entering into a new phase of educational administration under the new National Education Act of 1999 which requires all educational institutions to have internal and external quality assurance in order to ensure improvement of educational quality and standards at all levels (Section 47). This means that all educational institutions, especially in the private sector, have to undergo many changes, including changes in administration, teaching and learning processes, methods of evaluation and professional development programs. The current study focused specifically on the transformational leadership behaviour of principals on school culture. Culture is considered to be a key factor in determining whether school improvement is possible (Deal & Peterson, 1999). The study was conducted in two phases: quantitative and a qualitative, and carried out in the secondary schools of the Brothers of St. Gabriel, in Thailand. In the quantitative phase, the researcher used two instruments, namely the Multifactor Leadership Questionnaire (MLQ, Short form) developed by Bass (2000) to measure the leadership behaviour of principals, and the School Culture Survey developed by Gruenert (1998) to measure school culture. The results from the quantitative study were used to select a school for the second phase of the study that was carried out using a qualitative approach. The quantitative findings provided descriptive evidence that transformational leadership existed in the schools of the Brothers of St. Gabriel, in Thailand and the dominant culture of the Gabrieltie schools was Professional Development. In addition, the findings also revealed that there was a significant relationship between leadership behaviour and school culture. In the second phase, the leadership behaviour of the selected principal was interpreted based on transformational leadership applied in a school setting. This process was outlined by Leithwood (1996) as frame of reference to identify a pattern of leadership behaviour of the selected principal. The findings revealed that the selected principal exercised the qualities of transformational leadership to some extent. Some qualities were missing and some were practised to a moderate degree. The study helps provide guidance and direction to principals who wish to exercise their leadership in a more appropriate and relevant way particularly in a context of change.

The purpose of this qualitative research study was to determine the best methods for achieving key leadership roles in education. The problem was to define the qualities that are important in leadership positions and to determine how those qualities relate to the top-level positions in school systems across Tennessee. Nineteen female directors of schools were interviewed. Directors also completed the Multifactor Leadership Questionnaire (5X-Short). Characteristics of transformational and transactional leadership styles were included in the study. Most of the directors scored high on using the transformational factors (idealized influence, inspirational motivation, intellectual stimulation, individualized consideration) of leadership and on using the contingent reward style of transactional leadership. The female directors of this study perceived communication skills, a caring attitude, honesty, being a visionary, and having people skills as important leadership characteristics. Other emergent themes included the qualities of males and females in the workplace, barriers to success, and the best practices that leaders are currently using in the workplace. The retention of top leaders in education is important. The perceptions of the 19 directors of Tennessee's public schools in this study are vital in understanding how women in leadership positions work. Mentoring, peer coaching, and providing time for directors to network, collaborate, and receive quality professional development are essential practices that should be promoted and continued to retain these leaders. The implication from this study is that higher education institutions should also consider best practices for preparing future administrators to be successful. Attention should be paid to the differences in which males and females work and to the difference of personality traits and characteristics of leaders that may affect success in top-level positions in education.

This research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers.
Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Research has shown that transformational leadership behavior impacts team performance in a traditional work environment; however, no research has evaluated the relationship between transformational leadership and team performance in a virtual setting. Building on the theoretical foundation of Bass' 1990 work, this study examined the relationship between transformational leadership behavior and 3 measures linked to team success: work effort, perceived leader effectiveness, and job satisfaction for virtual teams. The present research focused on the transformational leadership behaviors of 41 senior executives in an information technology (IT) organization and over 300 direct report employees. Employees used the Multifactor Leadership Questionnaire 5x to rate their direct report supervisors' leadership characteristics. Regression analyses were used to evaluate the relationship between transformational leadership and the preceding indicators for successful performance. The findings supported the applicability of Bass' leadership model beyond the traditional workforce. The results of this study will positively impact social change by clarifying how executive leadership behavior directs virtual IT team success, enabling IT organizations to better identify future leaders, and allowing organizations to institute training opportunities to develop internal candidates to become better leaders.

Leadership has been a foundational component of secondary agricultural education and teachers are recognized as the program leader; furthermore, agriculture teachers are expected to develop leadership in their students. However, research examining the leadership style of agriculture teachers has not been fully vetted. The purpose of this study was threefold: to examine transformational leadership in secondary agricultural education from philosophical, qualitative, and quantitative perspectives. The study was conducted through a qualitative case study of an agricultural education program at the local level and through a quantitative study of secondary agricultural educators at the national level. The philosophical portion of the study gave an overview of the agricultural education model and the transformational leadership approach. A dynamic model was developed for agricultural education which places an emphasis on the leadership approach of the agricultural educator. The Transformational Leadership and Community Impact (TLCI) Model was developed to provide a more holistic approach for operating a high quality secondary agricultural education program. The qualitative portion of the study was a case study to examine the leadership styles of two agriculture teachers in a high quality secondary agriculture program. The transformational leadership approach of Bass and Avolio provided the framework to explore the leadership styles of the agriculture teachers as perceived by those closely associated with the agriculture program. The results of this case study suggest that the transformational leadership style of the agriculture teachers was a positive and effective way to lead. The quantitative portion of the study sought to identify the preferred leadership style of a random sample of agricultural educators across the nation who taught secondary agriculture during the 2008-2009 school year. Data were collected online using the Multifactor Leadership Questionnaire (MLQ). Descriptive statistics were used for reporting the demographic and personal characteristics of respondents. Mean scores were calculated to determine the leadership style and leadership factors of the agriculture teachers. The study concluded that secondary agricultural educators were more transformational in their preferred style in contrast to transactional and laissez-faire leadership styles. The highest mean score for a factor in transformational leadership was Individualized Consideration and the highest mean score for a factor in transactional leadership was Contingent Reward.

Research report presented to SBL, Unisa, Midrand.
This study aims to examine how manager's leadership styles correlates with leadership outcomes and perceptions of subordinates and management in the construction industry. Leadership styles, conception and leadership outcomes in terms of effectiveness and operationalization were measured using a modified Bass and Avolio's multifactor leadership questionnaire (MLQ) and a modified Porter et al.'s organizational commitment questionnaire (OCQ).

The primary aim of this study was to determine the relationship between the practice of transformational leadership and a high-performance culture.The study hypothesized a positive relationship between transformational leadership and a high-performance culture. It also examined the predictive value of transformational leadership behaviours to the different dimensions of a high-performance culture. The survey included a sample of 209 leaders fromvarious South African organisations. The Multifactor Leadership Questionnaire (MLQ5X Form 5X) was completed by these leaders and their subordinates. The High-performance Culture Questionnaire was completed by the subordinates only. Findings indicated positive correlations between transformational leadership and a highperformance culture. Furthermore, differences were found to exist in the predictive value of transformational leadership behaviours to the various dimensions of a high-performance culture. The theoretical and practical implications of these findings were discussed.
Dissertation (MCom)--University of Pretoria, 2016.
tm2016
Human Resource Management
MCom
Unrestricted

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model.
Psychology
M.A. (Psychology)

Έχοντας κατά νου τα εξής δεδομένα: • Ότι η αλλαγή στην κοινωνία τα τελευταία χρόνια γίνεται με εκθετικούς ρυθμούς • Ότι το ανθρώπινο κεφάλαιο έχει μετατραπεί από υποστηρικτικό παράγοντα στο πιο σημαντικό στοιχείο του ενεργητικού των φορέων των • Ότι στους οργανισμούς προβάλλει κυρίαρχη η αναγκαιότητα ύπαρξης μιας σύγχρονης ηγεσίας με όραμα, προκειμένου να διαχειριστεί τις τεράστιες παγκόσμιες αλλαγές, οι οποίες μας επηρεάζουν καθημερινά • Ισχυρή προσωπική “πνευματική περιέργεια” (intellectual curiosity), ως προς την αναζήτηση και ανεύρεση των ηγετικών συμπεριφορών και χαρακτηριστικών τα οποία προσδιορίζουν τα ηγετικά στυλ στο χώρο της Ελληνικής Αστυνομίας, το ενδεχόμενο όραμα που προκύπτει ή ενυπάρχει σε αυτά, καθώς την εξ’ αυτών έκβαση της ηγεσίας, εκπόνησα την παρούσα διδακτορική διατριβή. Για τη διενέργεια της έρευνας επελέγη και έγινε χρήση του ερωτηματολογίου M.L.Q. - Πολυπαραγοντικό Ερωτηματολόγιο Ηγεσίας (Multifactor Leadership Questionnaire, Form – 5x), των Avolio και Bass, 2004. Το ερωτηματολόγιο είναι παγκοσμίως αναγνωρίσιμο και επιστημονικά έγκυρο. Το M.L.Q – 5X μετρά την έκταση των ηγετικών στυλ (Full Range Leadership), ήτοι: Μετασχηματιστική (Transformational), Διεκπεραιωτική (Transactional) και προς Αποφυγή Ηγεσία (Avoidant Leadership). Το M.L.Q., επίσης εξετάσει την έκβαση (Out comes) της ηγεσίας: Μεγαλύτερη Προσπάθεια (Extra Effort), Αποτελεσματικότητα (Effectiveness) και Ευχαρίστηση από την Ηγεσία (Satisfaction with Leadership). Η έρευνα στο Αστυνομικό Προσωπικό – Ανθυπαστυνόμοι, Αρχιφύλακες και Αστυφύλακες, οι οποίοι ανέρχονται σε 40.500 (περίπου) από τους 45.000 (περίπου) Αστυνομικούς (αρ.19, Ν.2800/2000), όλων των βαθμών – μέσω των τριακοσίων εβδομήντα έξι επιστραφέντων ερωτηματολογίων από διάφορες περιοχές της Ελλάδας, έδειξε ότι: • Η ηγεσία με το μεγαλύτερο σκορ είναι η L.F., η οποία ουσιαστικά αντιπροσωπεύει την έλλειψη ηγεσίας και ως εκ τούτου οράματος. Τα άλλα συστατικά (components) της ηγεσίας συμμετέχουν με μικρότερο ποσοστό. Τα στοιχεία αυτά κατά σειρά συμμετοχής, από το μεγαλύτερο στο μικρότερο είναι: LF, MBEA, II (B), CR, MBEP, IM, II (A), IS και ΙC • Οι παράγοντες (μορφές ηγεσίας) που αυξάνουν την επιπρόσθετη προσπάθεια είναι οι: IC, II (A), CR, LF και IS • Οι παράγοντες που αυξάνουν την αποτελεσματικότητα είναι οι: IC, II (A), CR, IS, LF και ΙΙ (Β) • Οι παράγοντες που αυξάνουν την ικανοποίηση είναι οι: CR, II (A), IC, MBEP, LF και ΙΙ (Β). Τα αποτελέσματα της έρευνας αποτελούν ένα πολύ χρήσιμο υλικό, ιδία στα χέρια των διοικούντων την Αστυνομία, για ασφαλή συμπεράσματα και περαιτέρω αξιοποίηση και προβληματισμό.
Having in mind the following facts: • That change in society is taking place with exponential numbers in recent years • That human capital has been turned from supporting factor into the most important element of its carrier’s assets • That in organizations the necessity of the existence of a contemporary leadership with vision appears to be prevalent in order to handle tremendous worldwide changes which affect us daily • Strong personal intellectual curiosity towards seeking and finding leadership behaviours and characteristics which determine leadership styles in the domain of Hellenic Police, the possible vision arising from or contained in them ,as well as the outcome of leadership as a result of them , I have elaborated this doctoral dissertation. In order to carry out this research there has been used the M.L.Q. questionnaire – Multifactor Leadership Questionnaire (Form – 5x), by Avolio & Bass, 2004. This questionnaire is widely recognizable and scientifically reliable. M.L.Q. – 5x estimates the range of leadership styles ( Full Range Leadership), that is: Transformational, Transactional, Avoidant Leadership. M.L.Q. also looks into the outcomes of leadership: Extra Effort, Effectiveness, Satisfaction with Leadership. Research in Police Personnel – Police warrant officers, Sergeants and Police officers, numbering 40,500 (approximately) out of 45,000 policemen (approximately) – ar.19, L.2800 /2000 – of all ranks, by means of three hundred and seventy six returned questionnaires from different parts of Greece, showed that: • The leadership with the highest scores is L.F, which virtually represents the lack of leadership and therefore the lack of vision. The other components of leadership participate at lower rates. These components in order of participation, from the highest to the lowest, are: LF, MBEA, II(B), CR, MBEP, IM, II(A), IS & IC • The factors (leadership forms) which increase the extra efforts are: IC, II (A), CR, LF, and IS • The factors which increase effectiveness are :IC, II (A), CR, IS, LF & II (B) • The factors which increase satisfaction are: CR, II(A), IC, MBEP, LF and II (B). The results of the research are a very useful material, especially in the hands of those administering the Police Force, in order to have reliable conclusions and further development and speculation.

Da literatura, observa-se que teorias de liderança têm por propósito examinar o comportamento dos líderes que são capazes de conquistar a confiança e o apoio de seus seguidores organizacionais, levando-os a um aumento de produtividade e satisfação. Contudo, o estilo de liderança adotado pela direção impacta no sucesso da gestão escolar? Estudos distinguem a abordagem transformacional da liderança como responsável por altos níveis de motivação e compromisso dos seguidores, com soluções de problemas substanciais associados à implementação de iniciativas sustentáveis de sucesso. Todavia, fatores como o contexto interno e externo das organizações, a influência biunívoca entre o líder e liderados e as relações interpessoais e intergrupais são alguns dos exemplo que tendem a impactar a tomada de decisão, consequentemente, a satisfação e expectativas das partes interessadas. Analisar o contributo da liderança para o sucesso na gestão escolar foi o objetivo principal desta investigação. Subsidiariamente, identificar e caracterizar o(s) estilo(s) de liderança, assim como o modelo organizacional dominantes em uma escola privada na região do Minho, norte de Portugal. Em termos de metodologia, optou-se pela tipologia mista, na forma de um estudo de caso único envolvendo uma abordagem quantitativa, complementada por outra qualitativa, de cariz essencialmente descritivointerpretativo. Os instrumentos de recolha de dados utilizados foram o Multifactor Leadership Questionnaire (MLQ-5x), da autoria de Bruce Avolio e Bernard Bass (2004), aplicado aos docentes e coordenadores pedagógicos, assim como um inquérito por entrevista à Diretora da escola. A partir da percepção do corpo docente, interpretados à luz do quadro teórico proposto, foi possível indiciar que o estilo de liderança transformacional, de cunho democrático e inserido num modelo organizacional que se distingue por uma imagem de clã, resultam na eficácia, na satisfação e, em especial, no reforço ao empenhamento motivacional (esforço-extra) dos agentes educativos. Por conseguinte, depreende-se que uma liderança motivada, inovadora, experiente e consciente de sua função estratégica para o atingimento dos objetivos organizacionais contribui para o sucesso da gestão escolar.
From the literature, it is observed that leadership theories are intended to examine the behavior of leaders who are able to win the trust and support of their organizational followers, leading them to increased productivity and satisfaction. Therefore, the leadership style adopted by Principals impacts the success of school management? Studies distinguish transformational approach to leadership as responsible for high levels of motivation and commitment of followers, with substantial solutions to problem associated with implementation of sustainable initiatives for success. However, factors such as the internal and external context of organizations, the two-way influence between the leader and subordinates and interpersonal and intergroup relations are some of the example that tend to impact decision making, consequently, the satisfaction and expectations of stakeholders. Analyze the contribution of lead to success in school management was the focus of this research. Complementarily, identify and characterize the leadership style as well as the dominant organizational model at a private school in the Minho region, north of Portugal. Concerning methodology, we opted for the mixed type, in the form of a single case study involving a quantitative dimension complemented by other qualitative, essentially descriptive and interpretive nature. The instrument's data collection used were the Multifactor Leadership Questionnaire (MLQ-5X), written by Bruce Avolio and Bernard Bass (2004), applied to teachers and coordinators, as well as an interview survey to Principal school. From the perception of the team, interpreted in the light of the proposed theoretical framework, it was possible to indicate that the transformational leadership style, democratic nature and inserted in an organizational model that is distinguished by a clan image, resulting in effectiveness, satisfaction and, in particular, in strengthening the motivational commitment (extra-effort) of educators. Wherefore, it appears that a motivated leadership, innovative, experienced and aware of its strategic role for the achievement of organizational goals contributes to the success of school management.