Rozprawy doktorskie na temat „Transformational leadership”
Kliknij ten link, aby zobaczyć inne rodzaje publikacji na ten temat: Transformational leadership.
Utwórz poprawne odniesienie w stylach APA, MLA, Chicago, Harvard i wielu innych
Sprawdź 50 najlepszych rozpraw doktorskich naukowych na temat „Transformational leadership”.
Przycisk „Dodaj do bibliografii” jest dostępny obok każdej pracy w bibliografii. Użyj go – a my automatycznie utworzymy odniesienie bibliograficzne do wybranej pracy w stylu cytowania, którego potrzebujesz: APA, MLA, Harvard, Chicago, Vancouver itp.
Możesz również pobrać pełny tekst publikacji naukowej w formacie „.pdf” i przeczytać adnotację do pracy online, jeśli odpowiednie parametry są dostępne w metadanych.
Przeglądaj rozprawy doktorskie z różnych dziedzin i twórz odpowiednie bibliografie.
1
Molines, Mathieu. "Une étude multiniveaux sur le leadership transformationnel dans la police française : le rôle de l'engagement au travail". Thesis, Toulouse 1, 2014. http://www.theses.fr/2014TOU10038/document.
Pełny tekst źródłaStreszczenie:
Le leadership est un enjeu majeur pour l’organisation policière. Cette recherche vise à analyser les effets du leadership transformationnel sur les individus et les équipes dans le contexte de la police française au travers du rôle médiateur de l’engagement au travail. Les résultats de notre étude longitudinale en multiniveaux, menée auprès de 1520 policiers répartis dans 144 équipes, sur une période de 8 mois, indiquent que le leadership transformationnel a des effets directs et indirects sur différentes variables de performance opérationnelle au niveau individuel et de l’équipe. Plus précisément, au travers de la théorie des demandes et des ressources de l’emploi (Demerouti et al., 2001), nous montrons que le leadership transformationnel agit comme une ressource qui va inciter les subordonnés à s’engager davantage dans leur travail ce qui va se traduire par une amélioration de la performance des policiers. Nos résultats participent ainsi à éclairer la « boite noire » du leadership transformationnel (Jung et Avolio, 2000) en expliquant le « comment » et le « pourquoi », au travers de l’engagement au travail, le leadership transformationnel agit sur la performance. Aussi, sur la base de la théorie de l’échange social (Blau, 1964), nous montrons l’émergence de relations similaires au niveau collectif via l’existence de climats de travail comme le climat de leadership transformationnel ou le climat d’engagement au travail qui agissent à la fois sur la performance opérationnelle aux différents niveaux. Les contributions théoriques de cette recherche, les implications managériales pour l’organisation policière ainsi que les voies futures de recherches sont discutéesLeadership is a major challenge for the police organization. This research aims to understand the effects of transformational leadership on individuals and teams within the context of the French police through the mediating role of work engagement. The results of our multilevel and longitudinal study conducted among 1,520 policemen in 144 teams, over a period of 8 months, indicate that transformational leadership has direct and indirect effects on different outcomes at the individual and the team level. More specifically, through the lens of job demands and resources theory (Demerouti et al., 2001), we show that transformational leadership acts as a resource that encourages the subordinates to become more engaged in their work that in turn improved performance. Our results thus help to illuminate the "black box" of transformational leadership (Jung and Avolio, 2000) explaining "how" and "why" through work engagement, transformational leadership enhances performance at work. Also, based on the theory of social exchange (Blau, 1964), we show the emergence of similar relationships at the collective level through the existence of work environments such as transformational leadership climate or work engagement climate which have effects on outcomes at different levels. The theoretical contributions of this research, the managerial implications for police organization as well as avenues for future research are discussed
2
Pharion, Jeffrey L. "Transformational Leadership in Coaching". Ashland University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=ashland1413120189.
Pełny tekst źródła
3
Nichols, Thomas W. "Authentic Transformational Leadership and Implicit Leadership Theories". Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9056/.
Pełny tekst źródłaStreszczenie:
Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted to test the soundness of the delivery tool and the validity of the constructed scenarios and measures, which largely supported the hypotheses. In the main study, all hypotheses were supported with the exception of one. The results of the unsupported hypothesis, however, suggest authentic transformational leadership may be an ideal form of leadership. There are several contributions to the literature made by this study. The first contribution is the development of authentic transformational leadership as an ideal form of leadership. Second, the development of both follower and leader implicit leadership theories and their relationship to authentic transformational leadership is studied through leader effectiveness, a concept not previously researched. Lastly, the role of a follower's implicit leadership theory and its effects on a leader are examined, a notion that is largely under-researched.
4
Nichols, Thomas W. Goodwin Vicki Lynne. "Authentic transformational leadership and implicit leadership theories". [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9056.
Pełny tekst źródła
5
Lucas, Stephen Earl. "Transformational leadership : principals, leadership teams, and school culture /". free to MU campus, to others for purchase, 2001. http://wwwlib.umi.com/cr/mo/fullcit?p3013000.
Pełny tekst źródła
6
Thomas, Ryan H. "IMPACT OF TRANSFORMATIONAL LEADERSHIP: EXPLORING THE TRANSFORMATIONAL LEADERSHIP QUALITIES OF SELECTED SECONDARY AGRICULTURE TEACHERS". UKnowledge, 2013. http://uknowledge.uky.edu/cld_etds/7.
Pełny tekst źródłaStreszczenie:
The purpose of this study is to determine if transformational leadership styles of agriculture teachers in Jessamine County has an impact on successful transitions of program completers. To be more specific, the focus was to look at agriculture teachers at Jessamine Career and Technology Center (JCTC) to see if they exhibit components of transformational leadership. If so, does transformational leadership of those teachers assist students with successful transitions after graduation? Successful transition is deemed by the Kentucky Department of Education as students that seek post-secondary education, employed full-time or enlist in a branch of armed services.
The population for this study consists of graduates from Jessamine County between the years of 2010-2012. All participants were program completers in the agriculture career major. All participants also meet the criteria of successfully transitioning.
The participants in the study indicated agriculture teachers at JCTC did exhibit all components of transformational leadership. Participants also indicated transformational leadership utilized by the agriculture teachers assisted them in successfully transitioning after high school. Relationships between participants and agriculture teachers at JCTC were an indicator of why transformational leadership was a successful leadership style of the agriculture teachers.
7
Anderson, Alan. "Transformational leadership in Inter-Varsity". Theological Research Exchange Network (TREN) Access this title online Theological Research Exchange Network (TREN), 2007. http://www.tren.com.
Pełny tekst źródła
8
Bi, 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 źródłaStreszczenie:
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.
9
Hamano, Kelsey. "Transformational Leadership Applied to Nursing". Scholarship @ Claremont, 2014. http://scholarship.claremont.edu/cmc_theses/895.
Pełny tekst źródłaStreszczenie:
The purpose of this paper is to explore the relationship between the field of nursing and transformational leadership. The introduction provides a foundation for defining leadership and a history of leadership theories. Chapter one discusses the transformational leadership model and its four components as well as the effects that transformational leadership can have on organizations, such as satisfaction, performance, and stress. In addition, this section compares transactional leadership to transformational leadership. Chapter two provides a history of nursing and current problems in the nursing field, which can be addressed by applying transformational leadership to nursing. This section provides insight into the leadership aspect of nursing and examines the effects that transformational leadership can have on nurses, patients, and the overall medical field. Lastly, chapter three is a case study on the Western University of Health Sciences leadership program for nurses, specifically focusing on the transformational leadership portion. This section will provide background information about the program, such as the program’s goal and curriculum, and indicate the effects that the seminar has had on nursing leadership. Ultimately, this paper will show the importance of teaching and applying transformational leadership to the nursing field in order to improve the satisfaction, wellbeing, and the performance of nurses and patients.
10
Haghighi, Saideh. "Transformational learning toward transformative leadership". Thesis, Lewis and Clark College, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3637058.
Pełny tekst źródłaStreszczenie:
One of the greatest challenges our society faces is how to transform a fundamentally inequitable educational system. The societal inequities marginalized groups witness and experience on a daily basis are magnified by hegemonic educational policies and practices which produce, reproduce, and reinforce the concepts of white privilege. Developing transformative leaders is crucial given educational leadership is considered second only to teaching as an influence on students' learning.
This qualitative study examined the personal and professional growth of eight administrators and described the process by which these adults learn, internalized what they learn, and put their new knowledge into practice through socially just action within their schools and departments. The targeted professional development employed the tenets of critical race theory and principles of transformative leadership development as key elements toward addressing educational inequities.
The study provided insight into the lived experiences of educational leaders and explored their development of critical consciousness and how they utilized a lens of equity to effect personal and systemic change. The study grounded in critical race theory, transformational adult learning, and social justice leadership development revealed administrators who participated in ongoing, equity centered, professional development, shared similar experiences as adult learners and educational leaders in their professional roles. The results strongly suggested the impact this professional development had on their beliefs and behaviors was significant. These developing transformative leaders found the professional development to be relevant and urgent work resulting in the implementation of systemic change to varying degrees.
11
MOUSAVIKHAH, MARYAM. "Transformational Leadershipin Software Projects". Thesis, KTH, Organisation och ledning, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-140881.
Pełny tekst źródłaStreszczenie:
Lack of management in software projects is among the most important reasons for the failure of this kind of projects. Considering this fact, in addition to high rate of IS (Information System) projects’ failure, and the lack of leadership studies in IS field, it is necessary to pay more attention to the concept of leadership in software projects. Transformational leadership as one of the most popular leadership theories, although might bring specific advantages for this kind of projects, has not been outlined in this field of study. Therefore this study has tried to understand the meaning of transformational leadership in software projects and outline corresponding ideal pattern of this concept. Taking into account unique potentials qualitative research has in relation to research questions, Myers model of research design is selected to found whole study on. This model is especially designed to be used in business and management researches. Myers research model has five blocks. First block is related to philosophical assumption which for our study is interpretive. Second block is related to research method which is case study inspired by grounded theory, in our study. Data collection technique, the third block, is semi-structured interview. The fourth block which concerns data analysis approach is grounded theory encompassing analytic induction for our study. Finally the fifth block, written record, took the form of thesis report in current research study. This study has found required characteristics and behaviors of software project managers and drawn the lines of relationship between those attributes and transformational leadership. Comparing materialization of transformational leadership in software projects with the theory, led to finding of nearby transformational leadership or engaging leadership model as the ideal pattern of such concept in software projects. Finally shortages of that model in relation to software domain are investigated and consequent suggestions are provided.
12
Riaz, Omar. "Spirituality and Transformational Leadership in Education". FIU Digital Commons, 2012. http://digitalcommons.fiu.edu/etd/654.
Pełny tekst źródłaStreszczenie:
The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study.
Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality.
Based on the findings from this study, the researcher proposed a modification of Bass and Avolio’s (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals’ self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as “spiritual”, were more likely to be characterized by the transformational leadership style of inspirational motivation.
13
Zhen, Zhen. "Transformational and Pseudotransformational Leadership in Narnia". Thesis, Högskolan Kristianstad, Sektionen för Lärarutbildning, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-7790.
Pełny tekst źródła
14
Harrison, David T. "Transformational Leadership and Community College Effectiveness". The Ohio State University, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=osu1391690073.
Pełny tekst źródła
15
Foltz, Mary Elizabeth. "Transformational leadership of clinical nutrition managers /". The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487847761307833.
Pełny tekst źródła
16
Mawn, Lauren. "Transformational leadership in higher education lecturing". Thesis, Bangor University, 2013. https://research.bangor.ac.uk/portal/en/theses/transformational-leadership-in-higher-education-lecturing(5a4faea7-c2b6-45a4-b4f0-3a08b4978c79).html.
Pełny tekst źródłaStreszczenie:
This thesis applied transformational leadership to the context of higher education, with a focus on lecturing behaviours and student outcomes such as psychological need satisfaction, internalisation, effort, engagement, efficacy, satisfaction and performance. Chapter 1 reviewed the literature on transformational leadership and education and centered on the conceptualisation and measurement of transformational leadership, the theoretical approaches to transformational leadership (i.e., global versus differentiated approaches to leadership behaviours), and the contextual nature of leadership, with specific reference to higher education. Taken together, the literature reveals that little is known about what constitutes transformational leadership in higher education lecturing and how to measure transformational leadership in this context. Moreover, it remains unclear whether developing lecturers' transformational leadership can positively impact on lecturing and student outcomes. Chapter 2 detailed a two-phase examination of student and lecturer perceptions of lecturing behaviours in higher education. In Phase 1, a purposive sample of29 students participated in focus groups examining their perceptions of transformational higher education lecturing. In Phase 2, semi-structured interviews were conducted with . 6 lecturers nominated by students in Phase 1 as being 'transformational'. Results indicated that six behaviours from the differentiated model of transformational leadership (Hardy et al., 2010) can be employed to conceptualise lecturing behaviours (i.e., inspirational motivation, individual consideration, intellectual stimulation, high performance expectations, appropriate role modelling, and contingent reward). The behaviour of fostering acceptance of group goals did not emerge as a contextually relevant transformational behaviour. Furthermore, 'humour' and 'self-belief' emerged as contextually relevant behaviours that have not been previously conceptualised as transformational leadership behaviours in the literature. Chapter 3 described three studies detailing the development and validation of a differentiated transformational leadership inventory for higher education (DTLI-E). Developing questionnaire items from the qualitative results in Chapter 2, Study 1 (n=349) used confirmatory factor analysis to assess the structure of the inventory, resulting in a 30-item, eight factor model. In Study 2, with a different sample, (n=241) the factor structure of the inventory was re-confirmed. Finally, Study 3 employed a longitudinal design with the participants from Study 1 and examined the concurrent and predictive validity of the inventory. Results revealed that the eight factors were correlated with established measures of learning climate and transformational teaching. In addition, the leadership behaviours predicted psychological need satisfaction, behavioural regulation, student engagement, leader inspired extra effort, academic efficacy, student satisfaction, and academic performance. In Chapter 4, an experimental design was employed to examine the effectiveness of a transformational leadership intervention. A total of 5 lecturers and 127 students participated in this study. A mixed method approach combining qualitative and quantitative methods was employed to evaluate the intervention. After controlling for baseline variables, students of lecturers in the intervention group rated their lecturers as displaying significantly higher levels of transformational leadership that the control group. In addition, students of lecturers in the intervention group reported significantly greater levels of psychological need satisfaction, intrinsic motivation, academic engagement, academic efficacy and student satisfaction than the control group. Chapter 5 discusses the findings emanating from this thesis, the strengths and limitations of the thesis and provides suggestions for future research.
17
Bumgarner, Glenda. "Transformational Leadership in the Public Sector". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2279.
Pełny tekst źródłaStreszczenie:
Senior leaders in state government public sector agencies must manage employee performance to ensure quality services to the citizens they serve. Limited academic research exists to study the barriers that these leaders acknowledge as deterrents to managing employee performance. The purpose of this qualitative study was to understand the reasons that public sector leaders at the Ohio Department of Transportation (ODOT) were challenged to manage employee performance and explore the role of transformational leadership. The ODOT was selected for this research because two prior worker surveys conducted by the agency revealed that employee performance accountability was an issue of concern. Following the conceptual framework of transformational and full range leadership, the research question for this study examined the barriers that these leaders cited as deterrents to managing employee performance. Twelve leaders were interviewed using a 5-item, open-ended questionnaire. Data were analyzed using inductive coding techniques and examined against the full range leadership continuum. The results of the study revealed nine barriers that leaders cited as deterrents to managing employee performance. The most frequently occurring included subordinates' self-preservation interests, market pay disparity, employee low motivation levels, and ineffective leadership training. The study concluded the role of transformational leadership was minimal, as leaders identified mostly with transactional characteristics. These findings may assist public leaders to improve performance management outcomes and possibly increase the quality of services to citizens.
18
McKinnon-Russell, Tiffany Suzanne. "Transformational Leadership Principles within Small Businesses". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/891.
Pełny tekst źródłaStreszczenie:
Small businesses in the United States experience a high rate of failure. The purpose of this phenomenological study was to identify and explore consistent strategies small business owners in Harrisburg, Pennsylvania used to lead successful companies. Transformational leadership theory formed the conceptual framework for this study. A mixed purposive sample of 20 small business owners participated in semistructured face- to-face and telephone interviews. Each of the participants possessed a minimum of 3 years of successful business operation and employed fewer than 500 individuals. Using Moustakas' modified van Kaam analyses, 6 main themes emerged: characteristics and experiences, leadership behaviors, managing operations, managing employees, employee behaviors, and achieving success. The study findings highlighted the need for small business owners to nurture the leader-follower relationship to inspire and motivate employees. Further, the results indicated the importance of utilizing integrated business practices to influence employee and business performance. The findings in this study promote positive social change by identifying strategies to empower nascent and existing entrepreneurs. Small business owners can apply these results to improve the leader- follower relationship within their organizations, and boost overall business success.
19
Norris, Dwayne G. "Incorporating implicit leadership theories into the transformational and transactional leadership framework". Diss., This resource online, 1996. http://scholar.lib.vt.edu/theses/available/etd-06062008-154851/.
Pełny tekst źródła
20
Middleton, Josh Juvenal. "Transformational leadership through the lens of chaos". Diss., Montana State University, 2011. http://etd.lib.montana.edu/etd/2011/middleton/MiddletonJ0511.pdf.
Pełny tekst źródłaStreszczenie:
Chaos theory espouses that any system will grow and develop only when it recognizes the need to change and develop. Whether in nature or a human related system, such as an educational system, a relatively small change in a variable can create a chaotic state demanding the need for further, deeper change. In this era of accountability in the public school sector, there is evidence of transformational leadership by some superintendents who embrace the idea of a clear and focused mission, distributed leadership, and fostering change through data-based decision making resulting in improved student achievement. This phenomenological study reviewed research on chaos theory and transformational leadership, gathered data from 11 superintendents, and through interviews and artifact examination discovered five emergent themes in whose districts there was significant growth in student achievement. Superintendents who embrace such actions are shifting from being systems managers to systems change agents. Instructional leadership, once left to teachers, principals, and specialists, is now a role the effective superintendent embraces.
21
Taylor, R. John. "Urban school leaders' perceptions of transformational leadership /". Access Digital Full Text version, 1995. http://pocketknowledge.tc.columbia.edu/home.php/bybib/11848613.
Pełny tekst źródłaStreszczenie:
Thesis (Ed.D.)--Teachers College, Columbia University, 1995.Typescript; issued also on microfilm. Sponsor: Frank Smith. Dissertation Committee: Jeannette Fleischner. Includes bibliographical references (leaves 164-174).
22
Barrett, Shirley. "Transformational leadership in the quasi-autonomous organisation". Thesis, University of Ulster, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.405166.
Pełny tekst źródła
23
Tomsett, Peter J. F. "Transformational leadership in higher education research supervision". Thesis, Bangor University, 2017. https://research.bangor.ac.uk/portal/en/theses/transformational-leadership-in-higher-education-research-supervision(d385176e-0021-4575-906b-a725872c6493).html.
Pełny tekst źródłaStreszczenie:
This thesis investigated the application of transformational leadership (TL) in the higher education (HE) research supervision context, with a specific focus on mechanisms underpinning leader effectiveness. In Chapter 1, the concept of TL is introduced, and the current research in HE briefly reviewed. The chapter highlights the suitability of the context for study in TL, and the need for research with a focus on mechanisms. In Chapter 2 the issue of contextually valid measurement is addressed. In a two-phase study (N = 389), the measurement properties of the Differentiated Transformational Leadership Inventory were explored using conventional confirmatory factor analyses (CFA) and bi-factor models. Traditional CFA confirmed the eight-factor structure of the scale in the supervision context, while bi-factor models revealed a dominant general TL factor. Consequently, an abbreviated global scale was developed using the factor analyses and confirmed using multi-level CFA. In Chapter 3, two studies examined the role of several variables as mediators of the TL-performance relationship. Mediation analysis in Study 1 (N = 155) showed mixed support for the hypothesis that transformational leadership would positively impact grade performance via its influence on leader-member exchange, needs satisfaction and engagement, sequentially. A second study (N = 139) incorporating a time lag between leadership and LMX showed more positive support for the proposed indirect effects. Findings suggest that LMX, need satisfaction and engagement are important mechanisms underlying the effectiveness of TL. Chapter 4 examined the role of students’ implicit theories of ability as an alternative mechanism. A rationale is proposed whereby transformational supervisors may develop incremental beliefs of ability in their students that subsequently enable them to cope more effectively with setbacks. A sample of 421 PhD students completed an online questionnaire measuring TL, their implicit beliefs of ability in their PhD, and their coping styles. Mediation analyses provided some support for the hypotheses, demonstrating an indirect effect of transformational leadership on approach coping via students’ entity beliefs. Finally, in Chapter 5 the theoretical and applied implications of the thesis findings are discussed in relation to existing research. Overall, the findings of the thesis emphasise the applicability of transformational leadership to the HE supervision context, having demonstrated its direct and indirect relationship with key student outcomes including grade performance. Furthermore, the results provide insight into the mechanisms of transformational leader effectiveness that may aid practitioners in their own supervision practices. Finally, the thesis presents two new scales for the measurement of transformational leadership in the HE context for use by practitioners and researchers alike.
24
McElligott, Samantha J. "Overseas expeditions : self-esteem and transformational leadership". Thesis, Bangor University, 2015. https://research.bangor.ac.uk/portal/en/theses/overseas-expeditions--selfesteem-and-transformational-leadership(9fc2d388-69a9-49dc-a662-6abf5c0e7b2e).html.
Pełny tekst źródłaStreszczenie:
The thesis is written as four chapters detailing five studies through which the impact of overseas expeditions was investigated. Study 1 (Chapter 2) examined the effects of expeditions on the multidimensional self-esteem domains of youth participants. Results demonstrated significant and positive differences in post-test self-esteem domain scores for expedition participants compared with a control group. One of the multi-source data collections (i.e., the leader team) corroborated the significant effect for general self-esteem at post-test. However, only one significant maintenance effect was found for the self-esteem domain of honesty/trustworthiness at six months follow-up. In Study 2 (Chapter 3) an existing differentiated measure of transformational leadership was amended to provide a contextually relevant measure for use in the expedition setting, that is, the Expedition-DTLI (E-DTLI). The study was divided into three phases. Phase 1 explored the factorial validity of the new measure; following confirmatory factor analysis procedures and item deletion an acceptable model fit was provided, supporting a 7-factor structure. Phase 2 confirmed the factor structure, and phase 3 explored and confirmed the predictive validity of the E-DTLI. Taken together these results provide initial evidence that the E-DTLI is a valid measure for use in the expedition context. Using the E-DTLI, Study 3 (Chapter 4) examined the impact of transformational leadership (TL) on the multidimensional self-esteem domains of youth expedition participants. Regression analyses revealed that the hypothesised TL behaviours (intellectual stimulation, individual consideration) were significant predictors of certain self-esteem domains (e.g., general self-esteem, honesty/trustworthiness). Other predictive relationships that were not hypothesised were also evident (e.g., high performance expectations predicting general self-esteem). These results were used to inform Study 4 (Chapter 5) where a pilot TL training intervention was implemented. Results from the pilot indicated no significant difference in the experimental (intervention) group’s TL behaviours at post-test in comparison to the control group’s TL behaviours. However, the experimental group’s TL behaviours significantly increased pre to post test. Subsequent review of Study 4 led to amendments in content and design of the intervention, resulting in the development of a full-scale intervention (Study 5). Results for Study 5 (Chapter 5) demonstrated that the TL intervention had a significant and positive impact on experimental expedition leaders’ TL behaviours compared to the control group. When examining the self-esteem domains of the youth participants being led by the leaders, only the honesty/trustworthiness domain was significantly higher for the experimental leader group in comparison to the control group.
25
Ayeni, Olasubomi David. "TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL PREPAREDNESS IN POLICING". OpenSIUC, 2019. https://opensiuc.lib.siu.edu/theses/2486.
Pełny tekst źródłaStreszczenie:
Transformational leadership is characterized by service-oriented and interactive behavior. The objective of the study is to examine the importance of transformational leadership in organizational preparedness in policing by assessing the transformational leadership components. Organizational preparedness is seen by how the leaders are efficient in managing other staff and ensuring they are ready for deployment. The study found a positive correlation between idealized influence, intellectual stimulation, individual consideration, and inspirational motivation and organizational preparedness. Regression analysis showed that intellectual stimulation and inspirational motivation were statistically significant in influencing organizational preparedness while idealized influence and individual consideration were found to not to be statistically significant. The research established that there is a mixed effect of transformational leadership on organizational preparedness. The research recommends that in policing, a transformational leadership style can be adopted as it influences organizational preparedness positively.
26
Hyman-Shurland, Yonnette. "The Merits of Trust in Transformational Leadership". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2448.
Pełny tekst źródłaStreszczenie:
Trust in transformational leadership is related to motivation, self-enhancement, and positive job outcomes. Trust in the leader-follower relationship, from the perspective of subordinates, has yet to be examined. Trust is considered an important factor when seeking to improve the chances for organizational success and positive job outcomes. The merits of trust in transformational leadership were addressed in this qualitative case study for the purpose of understanding the value of trust in leader-follower relationships viewed from the experiences of subordinates. Interviews were conducted with 30 participants from 2 organizations within the Newton and Rockdale counties located in the state of Georgia; the chosen sample size was an exhaustive representation of those interviewed and conveyed the depth and breadth of participants'. Research questions addressed how subordinates perceived trust in their leaders and how leaders put into practice trust in their leader-follower relationships. Questions were analyzed using open and axial coding and the following themes emerged: perseverance, effective communication, feedback, commitment, confidence, unity, dependability, exemplary leadership, helpfulness, and satisfaction. Some connections were made between trust in transformational leadership and subordinates' views of their trust in leaders. By implementing these practices and hiring managers with transformational behaviors, organizations can help succeed in engaging employees to promote trusting relationships and encourage future research in the leadership management field. This study may affect positive social change by demonstrating how trust can be created by both leaders and followers: these findings may also contribute to the expansion of new leadership development training programs.
27
Zhang, Song X. "A Study of Followers under Transformational Leadership". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2390.
Pełny tekst źródłaStreszczenie:
A gap exists in scholarship on how transformational leadership inspires healthcare workers in the eastern United States, which is important as healthcare costs are approximately 20% of the United States gross domestic product and rising. Improved healthcare performance may contribute to cost containment or even cost reductions. The purpose of this phenomenological study was to explore and describe the lived experiences of employees working for a transformational leader in a healthcare facility in the eastern United States. The conceptual framework was Bass's transformational leadership theory and von Bertalanffy's general systems theory. The overreaching research question asked how transformational leadership affected employees' perceived work performance and job satisfaction in a healthcare organization in the eastern United States. Twenty employees from a healthcare facility participated in the study. Data were collected via face-to-face and Skype interviews and were analyzed by hand using open- and axial-coding techniques, then validated by member checking. Study results showed that transformational leadership might help meet follower's psychological needs for autonomy, competence, and relatedness in this eastern United States healthcare facility. This study may help raise social awareness of the importance of transformational leadership and compel more organizations in healthcare and other industries to apply transformational leadership, thereby contributing to the prosperity of the organization, their employees, their families, communities, and the local economy through cost containment of products and services.
28
Gillan, Kevin P. "Teaching principals : Educational restructuring and transformational leadership". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1997. https://ro.ecu.edu.au/theses/879.
Pełny tekst źródłaStreszczenie:
The restructuring of. the Education Department of Western Australia (EDWA) since 1987 has seen the devolution and decentralisation of administrative responsibilities from the central education authority to schools. The onset of an era of educational restructuring has significantly changed the work of primary school principals. They have become responsible for the transformation of schools from a bureaucratic form of organisation to ones that are characterised by school based decision-making and management. The new form of organisation is intended to sustain a process of continuous school improvement. As well as managing change there has also been an expectation for principals to provide educational leadership. School decision-making and management appears to have intensified the work of the principal. The schools of EDWA offer a special opportunity to study the way in which principals who have increased responsibility for managing change and establishing school based decision making and management have responded to the challenge of leadership. In the research literature theories of transformational leadership have been viewed by several researchers and perhaps education authorities as a desirable form of leadership. According to this view transformational leadership may enhance school based decision-making and management during a period of educational restructuring. This study considers the case of the teaching principal in EDWA primary schools. The focus of the research is to establish the extent to which principals who are successful in managing school improvement during a period of educational restructuring are using transformational leadership practices. Leithwood's (1994) synthesis of transformational leadership practices is used to conceptualise the way.in which principals attempt to do their work. The qualitative study used a sample of three teaching principals who were reported as being successful in managing change. The study focussed on whether teaching principals had been able to make use of opportunities to demonstrate any or all of the dimensions of transformational leadership. This research comprised a pilot study followed by the main study. The participants in both studies were selected using a purposive sampling technique to maximise variation. The pilot study involved three teaching principals from country and city schools. Three teaching principals and two teachers from each of their schools in both city and country areas participated in the main study. In each study data were collected using a semi - structured interview schedule. Principals and teachers in the main study were asked the same questions as a means of obtaining data triangulation. The findings of the study suggested that educational restructuring had compressed the amount of time in which teaching principals had to complete their educationalleadership1 administrative and teaching work. This resulted from an intensification of the principals' work. The findings indicated that many of the practices in Leithwood's (1994) synthesis of transformational leadership are being used and are relevant to the leadership of teaching principals during an era of restructuring. However, the study found some limitations of the model as it applied to the Western Australian context. These appeared in the dimension of developing a widely shared vision. It was found that in the Western Australian context the operationalisation of developing a widely shared vision in a school was obstructed due to a centralised. focus on objectives and outcomes.
29
Lippstreu, Michael. "Revisiting fundamental concepts of transformational leadership theory: a closer look at follower developmental processes". Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/33973.
Pełny tekst źródłaStreszczenie:
One of the fundamental ideas of transformational leadership theory is that transformational leaders develop their followers into transformational leaders. Unfortunately, there has been surprisingly little research on this topic. Although prior research has established a relationship between supervisor transformational leadership and follower transformational leadership (i.e., supervisor transformational leadership is positively related to follower transformational leadership), more research is needed to identify potential follower process variables and the interrelationships between cognitive, motivation, and behavioral variables that may be relevant to the development process of followers. This study initiated a closer examination of the process variables in three phases. First, the direct relationship between supervisor transformational leadership and various follower variables relevant to the development process was examined. Second, this study summarized the interrelationships between the process variables in a structural model, including a test of the indirect effects of supervisor transformational leadership on follower outcomes through more proximal follower variables. Third, this study explored transformational leadership theory's unique contribution to the understanding of leader-follower processes by comparing some of the relationships tested in this study to analogous relationships using other highly researched leadership styles, such as transactional leadership, initiating structure, consideration, and leader-member exchange. The findings supported several of the hypotheses involving direct relationships between supervisor transformational leadership and the follower variables relevant to self-concept, development orientation, development motivation, development activity, and leadership behavior. There was also support for partial mediation of the relationship between supervisor transformational leadership and the follower outcome variables (through follower developmental processes). Contrary to hypotheses, several of the alternative leadership styles showed comparable or at times better prediction of follower developmental variables, which suggests that the follower development process may not be unique to transformational leadership theory.
30
Seegel, Max Leonhard [Verfasser], i Joachim E. [Akademischer Betreuer] Fischer. "Transformational leadership and depressive symptoms: Validation of a short transformational leadership scale / Max Leonhard Seegel ; Betreuer: Joachim E. Fischer". Heidelberg : Universitätsbibliothek Heidelberg, 2020. http://d-nb.info/1209677393/34.
Pełny tekst źródła
31
Lundström, 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 źródłaStreszczenie:
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.
32
Lopez, Caroline J. "Personality and Leadership in Counselor Educators: The Big Five Factors, Transformational Leadership, and Transactional Leadership". Ohio University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1375727746.
Pełny tekst źródła
33
Miller, Mary Michalina. "The relationship between transformational leadership and love as 'choice to will the highest good' using the transformational leadership questionnaire (TLQ)". Thesis, Oxford Centre for Mission Studies, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418520.
Pełny tekst źródła
34
Sakat, Mohamed-Amine, i Lingyu Ye. "Transformational Leadership in the Chinese Culture : A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103948.
Pełny tekst źródłaStreszczenie:
Abstract Linnaeus University – Campus Kalmar School of Business and Economics Leadership and Management in International Contexts (60 credits) Title: Transformational Leadership in the Chinese Culture – A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance. This research aims to study how transformational leadership affects organizational performance and the mediation effect of employee voice behaviour. A quantitative research method and a deductive research approach were used for this research study, where theoretical concepts were developed. Several hypotheses were derived as means to test the existing theories regarding research variables. The data in this research was collected through a 384 completed online survey questionnaire from employees of the top ten listed Chinese internet companies. Various statistical techniques, including Pearson correlation analysis, linear regression analysis, and mediation effect testing, were implemented to provide evidence for hypothesis testing. The statistical analysis results indicate that a particular dimension of transformational leadership positively impacts Chinese internet companies’ performance, and employee voice behaviour has a partial mediation effect in this relationship.
35
Williams, Kenisha. "A Comparison of Pastor Leadership Behavior in Churches of 1,000 or More Members to Transformational Leadership Behavior as Identified in the Transformational Leadership Skills Inventory". Thesis, Brandman University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3668810.
Pełny tekst źródłaStreszczenie:
The purpose of this study was to determine how pastors of autonomous church congregations of 1,000 members or more describe the impact of biblical principles on their leadership in the areas of visionary leadership, communication, problem solving and decision making, personal/interpersonal skills, character/integrity, collaboration, creativity and sustained innovation, diversity, team building, and political intelligence. In this study, qualitative research methods that included interviewing pastors were used. Interviews were conducted, recorded, transcribed, analyzed, and coded for the purposes of comparison to the Transformational Leadership Skills Inventory (TLSi). The study produced data that showed alignment to pastor leadership traits and transformational leadership skills as measured by the TLSi. Results from the study can be used for training and curriculum in transformational leadership for pastors, as a tool for selecting and monitoring pastors, and to create church action plans that align to transformational leadership principles.
36
Daughtry, Lillian H. "Vocational administrator leadership effectiveness as a function of gender and leadership style". Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-06062008-162311/.
Pełny tekst źródła
37
Zuleta, Luksic Claudia. "Transformational leadership and commitment a study in Bolivia /". [S.l. : s.n.], 2005. http://www.diss.fu-berlin.de/2005/207/index.html.
Pełny tekst źródła
38
Eley, Georgina Jane. "Clem Sunter's transformational leadership discourse: a linguistic analysis". Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/61994.
Pełny tekst źródłaStreszczenie:
Since the 1970s, two distinct leadership styles have been recognised in the fields of business and organisational research - transactional and transformational leadership. Transactional leadership is seen to resemble managerial-type leadership where followers fulfil their duties in return for rewards that satisfy their self-interest, such as pay or promotion. Transformational leadership, as the label suggests, is leadership that is seen to transform followers from their everyday selves to their better selves (Yukl 1998). Transformational leaders motivate followers by appealing to their higher-order needs, offering incentives for compliance such as feelings of personal empowerment, a sense of moral self-actualisation and an emphasis on the individual's contribution to the community at large (Harvey 2004). These leaders have been observed to emerge and thrive within contexts fraught with socio-political and economic turbulence, where they maximise the uncertainty of the environment to instigate change. Transformational leaders are seen to be especially adept at using discourse to foster strong, persuasive interpersonal relations with their followers. This research reports on, particularly, the interpersonal dimension of Clem Sunter's transformational discourse; he being a prominent South African scenario planner and business leader. It is essentially a qualitative study that describes Sunter's discourse in three of his texts written in 1996. The end to Apartheid in 1994 and transition from White to Black governance meant that the socio-political climate of 1996 South Africa was conducive to the rise of a transformational leader like Sunter. Although the country was, ostensibly, a democracy in 1996, much social transformation was still needed at the time Sunter produced his texts. The analysis are grounded mainly in Systemic Functional Linguistics, specifically APPRAISAL theory and, to some extent, Critical Discourse Analysis theory. However, the analyses do not follow a classic CDA analysis approach, but draw rather from more recent CDA work (cf. Fairclough 2003), such as the analysis of value assumption types within the texts. This analysis clearly demonstrates that Sunter's discourse is congruent 11 with the principal insights of transformational leadership. More than this, it is argued that these findings suggest a close link between transformational leadership and the goals of the latest social order of new capitalism, a link not made in the relevant research to date. The analysis of modes of operation of ideology in the texts (cf. Thompson 1990), also deriving from CDA, reinforces this, indicating that Sunter's transformational discourse promotes and maintains the kinds of power inequalities that underpin new capitalism. The APPRAISAL analysis of Affect choices in the text reveals a high frequency of disquiet, i.e. Sunter's discourse is seen to generate feelings of insecurity and fear. This feature, interestingly, is completely inconsistent with current transformational leadership theory, but would have been an effective motivational technique given the instability of the South African socio-political context in 1996. In addition, the APPRAISAL analysis of Judgement reveals that Sunter evokes high levels of tenacity and appeals to readers' morality, ethics and feelings of group-efficacy - all higher-order needs. The argument here too is that the socio-political context enabled Sunter to stimulate disquiet and tenacity in an effective configuration to mobilise change in his reader and promote the goals of new capitalism. The thesis concludes with a reflection on the limitations of the study and makes various recommendations for future research.
39
Pawelec, Ann D. "Toward an understanding of transformational leadership in education". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ30766.pdf.
Pełny tekst źródła
40
Roberts, Patrick S. "Transformational leadership at urban and metropolitan public universities". Akron, OH : University of Akron, 2005. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=akron1134048689.
Pełny tekst źródłaStreszczenie:
Dissertation (Ph. D.)--University of Akron, Dept. of Public Administration and Urban Studies, 2005."December, 2005." Title from electronic dissertation title page (viewed 08/30/2007) Advisor, Raymond W. Cox III; Committee members, Ralph P. Hummel, Ramona Ortega-Liston, Sharon D. Kruse, Lawrence F. Keller; Interim Department Chair, Charles B. Monroe; Dean of the College, Ronald F. Levant; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.
41
Barker, Anne M. "Transformational nursing leadership : a vision for the future /". Access Digital Full Text version, 1989. http://pocketknowledge.tc.columbia.edu/home.php/bybib/10858477.
Pełny tekst źródłaStreszczenie:
Thesis (Ed.D.) -- Teachers College, Columbia University, 1989.Typescript; issued also on microfilm. Sponsor: Eleanor Barba. Dissertation Committee: Elizabeth Maloney. Bibliography: leaves 252-260.
42
Masood, Syed A. "Behavioural aspects of transformational leadership in manufacturing organisations". Thesis, Loughborough University, 2006. https://dspace.lboro.ac.uk/2134/8146.
Pełny tekst źródłaStreszczenie:
Over the past few years there has been growing interest in the study of leadership styles and organisational culture. Internal issues and external environment challenge the leadership of manufacturing organisations, Scarborough(2001). The focus of the research was to gain insight into the transformational leadership of manufacturing organisations. Although leadership scholars have generated a significant stream of research on transformational leadership, there has been a lack of attention to the specific features in the context of transformational leadership such as contingency theories, attribution theory, and organisational culture. The study investigates the effects of transformational leadership on situational determinants and organisational culture in manufacturing organisations in Pakistan. Podsakoff et al, (1990) a 23-item measure of transformational leadership inventory questionnaire was employed to evaluate transformational leadership in manufacturing organisations. The objectives of this research study are: Firstly to study transformational leadership in Pakistani manufacturing organisations. Secondly to study transformational leaders' behaviour in manufacturing organisations with respect to situational determinants, i.e., situation strength, attribution theory, feedback, and organisational culture. Thirdly to develop hypotheses concerning the relationship between transformational leadership, and situational determinants and to develop a model of relationship between transformational leadership, situational determinants and organisational culture. Lastly, to suggest further research guidelines for transformational leadership phenomena and leadership in Pakistani manufacturing organisations. Results from the research show that transformational leaders tend to create weak situations for their followers in manufacturing organisations; they favour discretion to their followers and delegate decision-making to followers. Transformational leaders also tend to make external attributions for the causes of poor performance in their organisations, and assume follower's mistake as a learning experience. They try to establish close contact with their followers and seek feedback directly from followers. Transformational leaders favour clan type culture more in their manufacturing organisations; however adhocracy culture is not completely ignored. A new leadership alignment model incorporating various concepts focusing on leadership style, organisational leadership, and situational strength has been introduccd. Results from the data analysis indicate that there is a need to train more leaders in Pakistani manufacturing organisations to benefit from the transformational leadership style, as it has beene stablished that transformational leadershipis an influential form of leadership clearly associated with high levels of individual and organisational performance(, Shamir & Kark, 2002). As pointed out by Bass, (2002) leaders will be prized for their innovativeness, responsiveness, and flexibility, all linked to their frequency of transformational leadership behaviour.
43
Studley, Diane. "Leadership principles and practices of the transformational superintendent". Scholarly Commons, 2000. https://scholarlycommons.pacific.edu/uop_etds/2570.
Pełny tekst źródłaStreszczenie:
Today's schools need to be restructured or redesigned to meet the needs of an ever-growing diverse student body. Global interdependence and competition have made this mandate necessary, and the business community has pressed for it as a result of entry-level workers failing to meet minimum standards. This reality, coupled with a greater number of students dropping out of school, spurs an imperative need to create some changes in our public schools. This study suggests that change cannot come with the same type of leadership that has been at the public education forefront. Schools can only develop new paradigms, systemic reform, and continuous improvement efforts when they are led by individuals who possess the skills, characteristics, understandings, and practices necessary to transform the existing system. This transformation can only come through transformational leaders. To institutionalize and sustain these changes, the key player is the superintendent, who must possess this knowledge and be the primary structure builder of transformational ideology throughout the organization. The purpose of this study was to identify transformational superintendents, and to study their leadership principles and practices, particularly toward a view of how these leaders create change in their organizations. Selected superintendents were identified through administration of the Multifactor Leadership Questionnaire created by Bass and Avolio (1997). Visits to districts were made, and data gathered through a number of means. The results identified thirteen transformational superintendent attributes; twelve beliefs; three perspectives on assessing organizational effectiveness, several key processes of communicating transformational ideology throughout an organization; seven aspects of creating change in existing school cultures; and five structures for creating systemic change and sustained continuous improvement. The findings indicated that transformational leaders do have a district-wide felt impact that results in positive leadership outcomes for the organization.
44
Weaver, Michael. "Transformational leadership among producers in the entertainment industry". Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10142128.
Pełny tekst źródłaStreszczenie:
This qualitative study examined the use of transformational leadership among producers in one production company in the entertainment industry. A sample of 16 producers who led shows at the organization from 2012 to 2016 completed an interview about their self-described and ideal leadership styles, their current and desired use of transformational leadership, and attitudes and openness to executive coaching. Producers’ self-described current leadership style is empowering, and they want to become more results-oriented and highly respected in the future. Participants reported they are and want to continue to be transformational. Almost all participants expressed interest in coaching. Although additional research is needed to extend and confirm the present study findings, the study organization may wish to offer its leaders development opportunities and consider training team members to promote consistent values. Specifically, executive coaching and training in transformational leadership may be beneficial and of interest to the participants in this study.
45
Martínez, Contreras Ysrael Alberto. "The Transformational Leadership in a Public Educational Institution". Pontificia Universidad Católica del Perú, 2014. http://repositorio.pucp.edu.pe/index/handle/123456789/117845.
Pełny tekst źródłaStreszczenie:
The transformational leadership allows managers influence their teachers who recognize and attributed control to the director. The research investigated what are the characteristics of the transformational leadership of the director of a public educational institution of the UGEL 07. Through the study we recognized the features of transformational leadership in the director. The research identified three elements of the transformational leadership attributed to the director. The views expressed by the teachers and the data obtained from the respondents in order to obtain a description of the exercise of transformational leadership in the selected institution were also examined.El liderazgo transformacional permite a los directivos influenciar en sus docentes quienes reconocen y atribuyen mando al director. La investigación indagó cuáles son las características del liderazgo transformacional del director de una institución educativa pública de la UGEL 07. A través del estudio reconocimos las características del liderazgo transformacional en el director. En la investigación se identificaron tres elementos del liderazgo transformacional atribuidos al director. También se analizaron las opiniones vertidas por los docentes y los datos obtenidos de los encuestados a fin de obtener una descripción del ejercicio del liderazgo transformacional en la institución seleccionada.
46
Hamman, Dwain. "Transformational leadership and employee engagement amongst knowledge workers". Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29729.
Pełny tekst źródłaStreszczenie:
This study attempts to add to the previous research conducted on the relationship between specific leadership styles and employee engagement in the workplace. There are numerous studies of factors influencing organisational and team performance and these have attempted to find relationships amongst numerous key variables in order to predict organisational success. A significant contributor towards organisational performance identified, particularly within knowledge worker companies, is the vigour dedication and absorption, otherwise defined as engagement, of the employees at work. The influence of leadership specifically is viewed as a significant determinant of employee engagement.This descriptive research therefore attempts to specifically illuminate the relationship between transformational and transactional leadership behaviours, initially articulated by Bass (1985), and employee engagement levels within a South African company of knowledge workers. Correlation and crosstabulation tables are used to identify the existence of a positive association. Key findings include a contradiction of the current literature that transformational leadership has a positive relationship with employee engagement at a statistically significant level. Transactional leadership is also shown to have higher predictive qualities than previously found. The research also adds to the case for further study of situational and cultural moderators of transformational leadership’s effectiveness in predicting employee motivation and engagement.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
47
EBY, BEVERLY J. "EFFECTIVE WOMEN PRINCIPALS: TRANSFORMATIONAL LEADERSHIP IN URBAN SETTINGS". University of Cincinnati / OhioLINK, 2004. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1084832335.
Pełny tekst źródła
48
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.
Pełny tekst źródłaStreszczenie:
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.
49
Al, Moosa Abdulla. "Transformational leadership & excellence in family managed enterprises". Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/14942.
Pełny tekst źródłaStreszczenie:
This study examines how the adoption of transformational leadership by the patriarchs in GCC elevates learning, innovative capabilities and competencies of employees to deliver differentiated products and retain competitive advantage. It aims to explain how the adoption of the following attributes allows a patriarch in a family firm to abandon autocratic practices, attain performance excellence and sustain growth: To explore the above, mixed method of research is used. It leads to the utilization of a questionnaire and indepth interview schedule. It facilitates the use of a Survey of 179 respondents and an interview of 12 participants. Multiple Regression Analysis and Content Analysis are used to assess the validity of the data obtained from the responses. The findings of the study reveal that the patriarchs in family firms realize the importance of embracing transformational leadership qualities to change and connect to employees emotionally, win their trust and loyalty. Focus these stimulates their passion to mentor employees, encourage creativity, demonstrate admirable behaviour, display of convictions, articulate vision, challenge assumptions, encourage creativity. The findings also clarify that over reliance on such leadership qualities may not help patriarch and family firms in the GCCC. Such reliance breeds a false sense of power and leadership, weakening unity of command, and promoting indiscipline and disorderly actions. They dampen collective competence and impair the desire to act in time and attain goals set. Such failure constricts abilities of family firms to compete and sustain growth in the region. Finally the study highlights the necessity to control such weaknesses. The motivation to alter these leads patriarchs to adopt transactional leadership qualities, namely contingent rewards and management-by exception, in conjunction with transformational leadership qualities. Their combined application influences the passion of employees to pursue judicious innovation, orderly measures to excel, surpass benchmarks set, compete and establish leadership in the GCC.
50
Williams, Owen Brian. "Transformational leadership in a high school choral program". Thesis, Boston University, 2014. https://hdl.handle.net/2144/11086.
Pełny tekst źródłaStreszczenie:
Thesis (D.M.A.)--Boston UniversityThe purpose of this study was to examine a high school choral program to discover how the leadership behaviors of the teacher contributed to the success of the program. The teacher's leadership behaviors were examined through the framework of Transformational Leadership. Criteria for the selection of this program included a recent performance at a state music conference, consistent high ratings at choral performance evaluations, and the inclusion of one chorus where students continued to sing but did not audition into the top chorus. Primary participants included student members in the three choruses and their director. Secondary participants included the orchestra director and the choral director from the feeder middle school. Data were collected through interviews, observations ofrehearsals and concerts, and artifacts during one academic year of instruction. Data were coded and analyzed and primary themes included: (a) a supportive classroom atmosphere; (b) repertoire selection; (c) developing independent musicians; and (d) creating a chorus community. Results ofthis study indicate that the director demonstrated numerous leadership behaviors that intersect with those found in Transformational Leadership. These included: setting clear, challenging goals; holding high expectations for music reading and performance; providing support in a friendly classroom environment; establishing a sense of community in the chorus; and, genuinely caring for the needs of students. These transformative leadership behaviors led to students who demonstrated musical independence. Suggestions for the profession include implementing transformational leadership behaviors into undergraduate music education courses, which can provide opportunities for preservice teachers to reflect upon and develop their leadership skills to a higher level before they enter the profession.