Beyond transformational transactional and laissez-faire leadership ab 41.99 € als Taschenbuch: . Aus dem Bereich: Bücher, Ratgeber, Lebenshilfe,
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
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 purpose of this study was to focus on Federal TRIO Program Directors who are located across the US and U.S. territorial possessions and their self-reported leadership styles. In particular, this study sought to examine leadership styles in conjunction to gender, race/ethnicity, and years of experience. Twenty-one specific research hypotheses were developed via the study's five research questions. General conclusions point to Transformational leadership style as the style of leadership most commonly associated with the sample population. Furthermore, significance in additional variables such as gender and years of professional experience was not demonstrated in leadership style. No differences in race/ethnicity and leadership style were found. The implications of the findings provide insight into the type of leaders Federal TRIO Program Directors are. Future studies would enhance the literature base, assisting researchers who wish to study further leadership as it relates to Federal TRIO Program Directors.
The purpose of this study is to examine the effect of leadership styles on organizational performance in Amhara water work21`s construction enterprise. The study encompasses all employees working in the four offices of the enterprise and 283 respondents were drawn from all offices by using stratified sampling technique. From leadership types, three independent variables were considered to affect organizational performance. Namely, laissez-faire leadership styles, transactional leadership style and transformational leadership style. In order to test whether these variables determine the performance of the organization, multiple regressions was employed which is feasible model when there is more than one independent variable. Lastly, it was found that all factors are most prevalent in the prediction of organizational performance of Amhara Water Works construction enterprise. In general, the study revealed organizational performance of Amhara water works construction enterprise is good and leaders are using transactional and transformational leadership but leaders are not using laissezfaire leadership style.
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).
The purpose of this study was to find out determinants of leadership at the United Nations Agencies in Ethiopia if the leadership style of UN agencies is transactional, transformational or laissez-faire. UN agencies leaders were defined as Directors and Professional Level (Deputy Director Level) individuals listed by the UN Agencies in Ethiopia using the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio (2000).
Leaders, research shows, inevitably face conflict in their organizations and spend a large portion of their days resolving conflict. Different leaders resolve conflict in different manners. Following previous research that examined personality type and conflict management styles, this dissertation study explored the relationship between leadership styles Transactional, Transformational, and Laissez-faire and conflict management styles Competing, Collaborating, Compromising, Avoiding, and Accommodating. This study found many positive correlations between leadership styles and conflict management styles. For example, Transactional Leadership and the Competing conflict management style were positively correlated, as were Transformational Leadership and the Collaborating conflict management style. Additional insight regarding leadership styles and conflict management styles may help leaders of organizations more efficiently and more effectively resolve conflict. Whereas this study is important, future researchers should explore the implications of the current study to corroborate any implied relationships that may exist between leadership styles and conflict management styles.