Transformational Leadership as a Success Factor in a Merger ab 59 € als Taschenbuch: Versus Transactional & Laissez-Faire Leadership. Aus dem Bereich: Bücher, Wissenschaft, Wirtschaftswissenschaft,
Transformational Leadership as a Success Factor in a Merger ab 59 EURO Versus Transactional & Laissez-Faire Leadership
The effective leaders are enablers that directly points to competent and committed employees. Studies in the organizational psychology and organizational behavior literatures have shown that leadership styles and employee commitment are of major factors to the organizational success or failure. The purpose of this study was to investigate the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitments (affective, continuance, and normative commitment) in Private Higher Education Institutions (PHEIs) at Addis Ababa City. By using stratified and simple random sampling techniques, 115 participants- included 95 academic staff and 20 leaders- were involved in a research from purposively selected 12 PHEIs with a non-response rate of 27.7%. Two separate instruments, namely multifactor leadership questionnaire (MLQ) and organizational commitment questionnaire (OCQ), were used to measure leadership styles and employees' organizational commitment respectively. The survey data was processed using an SPSS (version 16).
The effective leaders are enablers that directly points to competent and committed employees. Studies in the organizational psychology and organizational behavior literatures have shown that leadership styles and employee commitment are of major factors to the organizational success or failure. The purpose of this study was to investigate the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitments (affective, continuance, and normative commitment) in of Save the Children International Ethiopia Country office. Total participants in the research were 104, included 64 support staffs and 40 leaders and senior managers, with a nonresponse rate of 15.38 percent from both leaders and subordinates. Two separate instruments, namely multifactor leadership questionnaire and organizational commitment questionnaire, were used to measure leadership styles and employees' organizational commitment respectively.
A financial service organization implemented the Consolidation Project to offset declines in the economy and operational revenue. This exploratory study examined the relationships between transformational, transactional, and laissez-faire leadership styles of departmental leaders and their subordinates' perceived extra effort, leadership effectiveness, satisfaction of leadership, and perception of change in a crisis situation. The Multifactor Leadership Questionnaire (Form 5X-Short) survey (Bass & Avolio, 2004), perception of change questions, the full range leadership model (Antonakis, Avolio, & Sivasubramaniam, 2003), and comparative analysis were used to analyze these relationships. The results of this research supported previous studies in that the participating leaders possessed the transformational leadership behaviors required to obtain employee buy-in and sustain the successful implementation of the Consolidation Project. This research through comparative analysis demonstrated the link between transformational leadership style and employee perception in sustaining organizational change success and preventing crisis reoccurrence.
The position of Chief Learning Officer (CLO) is relatively new in business organizations, and little research has been conducted on this function. With the global proliferation of knowledge, the CLO assumes increasing importance for organizational success. This quantitative study explored CLOs' leadership styles and participation in strategic learning decision making. The study purpose was to determine whether significant relationships existed between learning executives leadership styles, their participation in strategic learning decisions, and salient demographic factors. A cross-sectional survey design was used to test seven hypotheses with learning executives from U.S. companies. A significant relationship was found between CLOs leadership styles and participation in strategic decision making, with statistically significant p values for transactional leadership (.034423) and laissez-faire leadership (-.18274).
This open access book modifies and revitalizes the concept of the 'developmental state' to understand the politics of emerging economy through nuanced analysis on the roles of human agency in the context of structural transformation. In other words, there is a revived interest in the 'developmental state' concept. The nature of the 'emerging state' is characterized by its attitude toward economic development and industrialization. Emerging states have engaged in the promotion of agriculture, trade, and industry and played a transformative role to pursue a certain path of economic development. Their success has cast doubt about the principle of laissez faire among the people in the developing world. This doubt, together with the progress of democratization, has prompted policymakers to discover when and how economic policies should deviate from laissez faire, what prevents political leaders and state institutions from being captured by vested interests, and what induce them to drive economic development. This book offers both historical and contemporary case studies from Japan, South Korea, Taiwan, Singapore, Indonesia, Malaysia, Myanmar, Ethiopia, Kenya, and Rwanda. They illustrate how institutions are designed to be developmental, how political coalitions are formed to be growth-oriented, and how technocratic agencies are embedded in a network of business organizations as a part of their efforts for state building.
Olivier Roy demonstrates that the Islamic Fundamentalism of today is still the Third Worldism of the 1960s: populist politics and mixed economies of laissez-faire for the rich and subsidies for the poor. In Roy's striking formulation, those marching today beneath Islam's green banners are the same as the 'reds' of yesterday, with similarly dim prospects of success. Richly informed, powerfully argued, and clearly written, this is a book that no one trying to understand Islam can afford to overlook.
This book challenges the established, neoclassical view of industrial success in developing countries. By re-examining the role of government intervention in the industrialization of Brazil and South Korea, it seeks to show that the key to industrial success does not lie in a simple combination of outward-orientation and laissez-faire, but in the government's success in remedying crucial market failures in the product and factor markets.