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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.
Pełny tekst źródłaThe 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.
Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.
Pełny tekst źródłaLundström, Elin, i 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.
Pełny tekst źródłaTraditionella 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.
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.
Pełny tekst źródłaVan, 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.
Pełny tekst źródłaSamara, 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.
Pełny tekst źródłaThe 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.
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.
Pełny tekst źródłaPurpose — 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.
Blume, Richard, Miriam Karell i 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.
Pełny tekst źródłaAndrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com
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.
Pełny tekst źródłaDey, Ken. "The effectiveness of social media in advancing transformational change". Thesis, Gonzaga University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1537849.
Pełny tekst źródłaThe 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.
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.
Pełny tekst źródłaThesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
Full Text
Mayner, Stephen W. "Transformational leadership and organizational change during agile and devops initiatives". Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10257668.
Pełny tekst źródłaOrganizational 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.
Warwick, Laura Elizabeth. "Can design effect transformational change in the voluntary community sector?" Thesis, Northumbria University, 2015. http://nrl.northumbria.ac.uk/24459/.
Pełny tekst źródłaFundukova, 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/.
Pełny tekst źródłaSchlebusch, 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.
Pełny tekst źródłaENGLISH 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.
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.
Pełny tekst źródłaPretorius, 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.
Pełny tekst źródłaBi, Shen, i 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.
Pełny tekst źródłaMann, Ronald Jackson. "Transformational leadership theory: creative advance or theoretical desperation". Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/53640.
Pełny tekst źródłaPh. D.
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.
Pełny tekst źródłaWisell, 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.
Pełny tekst źródłaTitle from document title page. Document formatted into pages; contains vi, 117 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 74-77).
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.
Pełny tekst źródłaLeonard, 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.
Pełny tekst źródłaDavis, Barbara Jeane. "Three case studies of female transformational elementary school administrators who facilitate change". Scholarly Commons, 1994. https://scholarlycommons.pacific.edu/uop_etds/2736.
Pełny tekst źródłaWylson, Avonlie. "The use of mindfulness in dealing with ambiguity during transformational organizational change". Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1603650.
Pełny tekst źródłaThe 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.
Mason, Cassandra. "Narratives of Elementary and Secondary Teacher Leaders as Agents of Transformational Change". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2453.
Pełny tekst źródłaThompson, 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/.
Pełny tekst źródłaThompson, 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.
Pełny tekst źródłaLiu, 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.
Pełny tekst źródłaNayudu, Jasaswi. "Transformational Leadership in an Era of Change: An Evaluation of Theory and Literature". Scholarship @ Claremont, 2013. http://scholarship.claremont.edu/cmc_theses/657.
Pełny tekst źródłaMUHAMMED, 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.
Pełny tekst źródłaCornell, 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.
Pełny tekst źródłaBergman, Amanda, i 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.
Pełny tekst źródłaJohannes, 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.
Pełny tekst źródłaMohamad, 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.
Pełny tekst źródłasu 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.
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.
Pełny tekst źródłaMost 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.
García, Sánchez Miguel, i 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.
Pełny tekst źródłaRafique, 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.
Pełny tekst źródłaWilliams, 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.
Pełny tekst źródłaMalherbe, Johann. "Investigating the relationship between transformational leadership style and organisational effectiveness". Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5534.
Pełny tekst źródłaENGLISH 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.
Abrell-Vogel, Carolin [Verfasser], Jens [Akademischer Betreuer] Rowold i 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.
Pełny tekst źródłaNoseworthy, 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.
Pełny tekst źródłaToribio, Toribio Carlos, i 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.
Pełny tekst źródłaRobblee, 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.
Pełny tekst źródłaCech, 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.
Pełny tekst źródłaPrater, 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.
Pełny tekst źródłaCordas, 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/.
Pełny tekst źródłaGårlin, Karl, i 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.
Pełny tekst źródłaJordan, 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.
Pełny tekst źródłaDavids, 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.
Pełny tekst źródłaDespite 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.