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Basic concepts of leadership that emerged in the late XX – early XXI centuries areanalyzed in the article. The role and position of a leader in accordance with theteam he / she leads is examined. The aim of the article is to identify theoreticalaspects of the leadership phenomenon. To identify the peculiarities of thephenomenon, special attention is paid to the theories of humanistic direction.In the realization of the purpose of this article the theoretical methodsof research were used: analysis of psychological literature; systematization,generalization, structuring of data of theoretical concepts.The results of the research suggest that it has been determined thateffective leader mediates between the organization and the individual in order toensure the achievements of the company and meet the needs of the individual ingrowth and self-development (C. Argyris), demonstrate empathy, attentiveness in the perception of new information, the ability to respond to it and depends onthe development of emotional intelligence (D. Goleman, R. Boyatzis, A. McKee),care for needs of his followers, serve them and help in achieving individual andteam goals (R. Greenleaf). It has been researched that Uniqueness, authenticity,leadership presence are the keys to successful leadership in the model byJ. Scouller. These qualities of a leader are also underlined by B. George andS. Friedman.As a conclusion the necessity of conducting empirical research to observeadvantages of contemporary leadership theories are noted and the importanceof determining peculiarities of leadership qualities development in schoolchildrenare stated., У статті проаналізовано основні концепції лідерства, що виникли наприкінці ХХ – на початку ХХІ ст., і визначено роль і позицію лідера відповідно до колективу, який він очолює. Мета дослідження полягає у визначенні теоретичних аспектів феномену лідерства. Для визначення особливостей феномену особливу увагу приділено теоріям гуманістичного спрямування, оскільки ідеологи концепцій лідерства почали визнавати, що результати досягнень усе більше залежать не стільки від якостей особистості самого лідера, скільки від того, як він мотивує, впливає на продуктивність послідовників, сприяє їх особистим досягненням і зростанню. Для реалізації мети нашої статті використано теоретичні методи дослідження, а саме: аналіз психологічної літератури, систематизація, узагальнення, структурування даних теоретичних концепцій. У статті розглянуто інтеграційну теорію індивіда й організації К. Арджиріса, теорію емоційного лідерства Д. Гоулмена, Е. Маккі та Р. Боятіза, філософію лідерства-служіння Р. Грінліфа, модель лідерства Дж. Скуллера, теорію автентичного лідерства Б. Джорджа, теорію тотального лідерства С. Фрідмена. За результатами дослідження визначено, що у концепції К. Арджиріса завданням ефективного лідера постає посередництво між організацією й індивідом для забезпечення досягнень компанії та задоволення потреб індивіда у зростанні та саморозвитку. З’ясовано, що ефективність лідера Е. Маккі та Р. Боятіз визначають здатністю до резонансності, що виявляється у демонстрації співпереживання, уважності при сприйнятті нової інформації, умінні відповідно реагувати на неї та залежить від розвитку емоційного інтелекту. Визначено, що філософія лідерства-служіння (Р. Грінліф) висуває до лідера вимогу служіння, піклування про потреби послідовників і членів команди для реалізації мети і позбавляє статусних переваг кращості. Показано, що унікальність, автентичність, щира присутність – основа успішного лідерства у моделі Дж. Скуллера. Ці переваги лідера підкреслено також Б. Джорджем і С. Фрідменом. Як висновок зазначено необхідність емпіричного дослідження переваг сучасних теорій лідерства та визначення особливостей становлення лідерських властивостей у школярів.

Führungskräfte werden in jedem sozialen Gebilde benötigt. Demzufolge kommen täglich Millionen von Menschen direkt oder indirekt mit unterschiedlichen Führungsverhalten in Kontakt. Diese unmittelbare Betroffenheit für viele in unserer Gesellschaft führt zu unterschiedlichen Auffassungen zu dieser Thematik. Aus diesem Grund widmet sich diese Arbeit den unterschiedlichen Führungsverhalten und den damit verbunden Leistungen. Zur Generierung eines einheitlichen Verständnisses in diesem Zusammenhang beschäftigt sich das Kapitel 2.1. mit den unterschiedlichen Begriffsbestimmungen. Dies ist maßgeblich für ein übereinstimmendes Verständnis aufgrund der unterschiedlichen Assoziationen der Begrifflichkeiten. Die abweichenden Gedankengänge aufgrund unserer gesellschaftlichen Werte und Strukturen können bei Ausleiben einer gezielten Definition zu unterschiedlichen Interpretationen führen. In der wissenschaftlichen Literatur wird darauf hingewiesen, dass drei von vier MitarbeiterInnen unter ihrer derzeitigen Führungskraft leiden. Diese Tatsache lässt darauf schließen, dass nicht jeder für eine Führungsfunktion geeignet ist. Ein wesentlicher Bestandteil in diesem Zusammenhang ist die subjektive und situative Wahrnehmung des Einzelnen. Unterschiedliche Analysen legen nahe, dass die Führungskompetenz und die richtige Anwendung von handwerklichem Können, im Bereich der sozialen Interaktion und Problemlösekompetenz, voneinander abhängig sind (vgl. Hintz, 2011, S.13, S.5ƒ). Die nachstehende Arbeit befasst sich daher mit den unterschiedlichen Führungsmodellen und Führungstheorien sowie deren Einflussfaktoren zur Generierung von außergewöhnlichen Leistungen. Zielsetzung der gegenständlichen Bachelorarbeit ist es die Zusammenhänge zwischen den unterschiedlichen Führungsverhalten herauszuarbeiten, die für außergewöhnliche Leistungen verantwortlich sind. Zur Erfassung der unterschiedlichen Zugangsweisen im Bereich der Führungsverhalten wurde eine Befragung von drei Führungskräften und drei Untergebenen durchgeführt. Um eine aussagekräftige und qualitative Analyse zu erreichen wurde im Rahmen der Befragung auf ein ausgeglichenes Geschlechterverhältnis der ExpertInnen geachtet. Zur spezifischen Beantwortung der Forschungsfrage, wurde zusätzlich zu den Experteninterviews eine wissenschaftliche Fallanalyse (Case Study) nach Yin durchgeführt. Den Schwerpunkt der Case Study bildet die Analyse der „Operation Neptune Spear“, im deutschsprachigen Raum ist der durchgeführte Spezialeinsatz (SpezE) auch als „Unternehmen Neptuns Speer“ bekannt. Es handelt sich im konkreten Fall um einen vom damaligen US-Präsidenten Barack Obama befohlenen Militäreinsatz, der von der Central Intelligence Agency (CIA) geleitet und von den NAVY SEALs, eine amerikanische Spezialeinsatzkraft (SEK), durchgeführt wurde und zum Tod von Osama bin Laden, den Gründer und ersten Anführer des Terrornetzwerks al-Qaida, führte. Leaders are needed in every social structure. Millions of people come into direct or indirect contact with different leadership behaviors every day. This direct impact on many in our society leads to different views on this issue. For this reason, this work is dedicated to the different leadership behaviors and the associated performance. To generate a uniform understanding in this context, chapter 2.1. deals with the different definitions in this context. This is essential for a consistent understanding due to the different associations of the terms. The different ways of thinking due to our social values and structures can lead to different interpretations if no specific definition is given. The scientific literature points out that three out of four employees suffer from their current leadership behavior. This fact suggests that not everyone is suitable for a leadership function. An essential component in this context is the subjective and situational perception of the individual. Different analyses suggest that leadership competence and the correct application of manual skills, in the area of social interaction and problem-solving competence, are interdependent (see Hintz, 2011, p.13, p.5). The following paper therefore deals with the different leadership models and leadership theories and their influencing factors for generating exceptional performance. The objective of this bachelor thesis is to identify the interrelations between the different leadership behaviors that are responsible for exceptional performance. In order to identify the different approaches in the area of leadership behavior, a survey of three managers and three subordinates was conducted. In order to achieve a meaningful and qualitative analysis, a balanced gender ratio of the experts was taken into account during the survey. In order to answer the research questions, a scientific case study according to Yin was conducted in addition to the expert interviews. The main focus of the case study is the analysis of the operation code named Operation Neptune Spear. In the German-speaking area, the conducted operation is also known as ‘Unternehmen Neptuns Speer’. The operation was a military operation ordered by the then US President Barack Obama, which was directed by the Central Intelligence Agency (CIA) and carried out by the NAVY SEALs, an United States special operations force (SOF), and which led to the death of Osama bin Laden, the founder and first leader of the terrorist network al-Qaeda.

Področje vodenja je v zadnjem desetletju eno izmed najbolj raziskovanih in preučevanih področij managementa, kljub temu pa raziskovalci še vedno niso našli enotnega modela za vodenje zaposlenih. Vodenje na kratko pomeni sposobnost vplivanja, spodbujanja in usmerjanja zaposlenih k doseganju želenih ciljev. Uspešnost vodenja je odvisna od vodje in njegovih značilnosti, k uspešnosti pa pripomore tudi ustrezno izbran stil vodenja. Čez leta so se oblikovale različne teorije oziroma modeli vodenja. Raziskovalci so na začetku preučevali vodenje glede na lastnosti vodje, kjer je bil prevelik poudarek na osebnostnih in telesnih značilnostih vodij. Za tem so raziskovalci začeli raziskovanje vedenjskih lastnosti vodij ter ugotovili, da so nekateri usmerjeni k zaposlenim, drugi pa k delu in doseganju ciljev. Ker vedenjske teorije niso popolnoma zadovoljile raziskovalcev, so po letih raziskav ugotovili, da je ključen dejavnik pri izbiri stila vodenja situacija. Tako so se oblikovale situacijske teorije vodenja, ki so jih kasneje nadgradili z drugimi novejšimi teorijami vodenja. Z raziskovanjem vodenja in teorij vodenja bomo tako v teoretičnem delu diplomskega projekta podrobneje opredelili vodenje ter izbrane teorije in stile vodenja. V sklopu vodenja so pojasnjena izhodišča za razumevanje vodenja, razlike med vodjo in managerjem, avtoriteta in moč vodje ter delegiranje. V sklopu teorij in stilov vodenja so pojasnjeni klasični stili vodenja, osebnostne teorije ter nekatere vedenjske in situacijske teorije. V raziskovalnem delu diplomskega projekta bomo s pomočjo anketnega vprašalnika poskušali ugotoviti, kakšno je trenutno stanje oziroma stil vodenja v izbranem podjetju, prav tako bomo podali tudi nekaj predlogov za prakso. Leadership is one of the most researched and studied areas of management in the last decade, however, researchers still have not found a single model that will help guide the employees in organizations. Leadership in short means being able to influence, encourage and direct employees to achieve their desired goals. The success of leadership depends on the leader and his/her characteristics, and the appropriately chosen leadership style. Over the years, various theories or models of leadership have been formed. Researchers initially examined leadership in relation to the qualities of a leader, where there was too much emphasis on the personal and physical characteristics of leaders. After that, researchers began exploring the behavioral traits of leaders, and found that some were employee-oriented and others were work-oriented and goaloriented. Since behavioral theories have not completely satisfied researchers, after years of research, they have found that a key factor in choosing a leadership style is the situation. Thus, situational theories of leadership were formed, which were later upgraded to other recent theories of leadership. By exploring leadership and management theories, we will further define leadership in the theoretical part of the project, as well as selected theories and styles of leadership. Within leadership are explained the starting points for understanding leadership, the differences between the leader and the manager, the authority and power of the leader, and delegation. Within the theories and styles of leadership, the classical leadership styles, personality theories, some behavioral and situational theories are explained. In the research part of the project we will use the questionnaire to try to determine the current state or style of leadership in the selected company, as well as give some suggestions for practice.

School leadership in post-primary schools in Ireland is in a state of flux. Since 2007, policy makers are advocating that school leaders should redesign their leadership practice to reflect a distributed style of leadership. The pace of change in the educational sector in Ireland due to the abundance of new policies and initiatives is driving this need for leadership change. The current dominant administrative style of leadership cannot meet the daily demands now expected of school leaders. Existing international studies into distributed leadership argue it has the potential to foster greater levels of engagement, creativity and accessibility to the wider expertise of the school community and so enable a better response to the rapidly increasing demands being placed on schools. It is not without its critics. Misconceptions, conflated terminology and a limited, albeit growing empirical study base fuels the cynicism. In Ireland the most salient criticism is the limited research available to support practitioners in the practice of distributed leadership. Compounded by the statutory obligation now on school principals to reflect distributed leadership, these school leaders face many challenges to translate this theoretical concept into their daily practice. The researcher undertook this study to respond to this challenge. Using James P. Spillane’s theoretical framework of distributed leadership, the researcher observed the leadership interactions between the principal, teachers and the school environment from two separate post-primary schools. Arising from this one-year case study a schema was constructed. The schema is configured by the practices of modelling, resourcing, cohering and judging. The study identifies specific issues in current practices that will need to be addressed to support the accepted practices of distributed leadership within the schools. 2021-10-04

The article reveals the meaning of the notion “leadership”. Modern national and foreign approaches which determine leadership have been analyzed. Processes of leader­ship and management have been compared. Main characteristics of future educators` leader­ship qualities have been proposed. Components in the structure of leadership qualities of stu­dents of higher educational establishments have been suggested: the self-organization ability, the organizational activity ability, the interpersonal cooperation organization ability. Criteria of future educators `leadership qualities maturity have been determined: cognitive, opera­tional, personal. The emphasis is placed on the fact, that educational establishments have the opportunity to form leadership qualities with the help of the students` participation in the work of self-governing bodies. The brief description of the experimental approach of students` who are going to be future educators, leadership qualities by means of student self-govern­ance has been suggested. The educational potential of “Young Leader School” (translitera­tion “Shkola Molodoho Lidera”) in the formation of pedagogical university students` leader­ship qualities has been viewed. The staged nature of the organization of various forms of the extracurricular educational activities of students has been revealed., В статье раскрывается значение понятия «лидерство». Проана­лизи­рованы современные национальные и зарубежные подходы, определяющие лидерс­тво. Процессы лидерства и управления были сопоставлены. Предложены основные харак­теристики лидерских качеств будущих педагогов. Предложены компоненты в струк­туре лидерских качеств студентов высших учебных заведений: способность к самоор­ганизации, способность к организационной деятельности, способность к орга­низации межличностного сотрудничества. Определены критерии зрелости лидерских качеств будущих педагогов: познавательный, операционный, личностный. Акцент сде­лан на то, что учебные заведения имеют возможность формировать лидерские каче­ства с по­мощью участия студентов в работе органов самоуправления. Предложено краткое описание экспериментального подхода студентов, которые станут буду­щими педаго­гами, лидерских качеств посредством студенческого самоуправления. Ра­ссмотрен образовательный потенциал «Школы молодого лидера» (транслитерация «Школа мо­лодого лидера») в формировании лидерских качеств студентов педагогиче­ского вуза. Выявлен поэтапный характер организации различных форм внешкольной учебной дея­тельности студентов., У статті розкривається зміст поняття «лідерство». Проаналізовано сучасні національні та зарубіжні підходи, які визначають лідерство. Порівняно про­цеси лідерства та управління. Запропоновано основні характеристики лідерських яко­стей майбутніх вихователів. Запропоновано компоненти в структурі лідерських якос­тей студентів вищих навчальних закладів: здатність до самоорганізації, здатність до організаційної діяльності, здатність організації міжособистісної співпраці. Визначено критерії зрілості лідерських якостей майбутніх вихователів: пізнавальна, оперативна, особистісна. Акцент робиться на тому, що навчальні заклади мають можливість фо­рмувати лідерські якості за допомогою участі студентів у роботі органів самовряду­вання. Запропоновано короткий опис експериментального підходу студентів, які бу­дуть майбутніми педагогами, лідерськими якостями за допомогою студентського са­моврядування. Розглянуто освітній потенціал «Молодої школи лідерів» (транслітера­ція «Школа молодого лідера») у формуванні лідерських якостей педагогічних студентів університету. Виявлено поетапний характер організації різноманітних форм позашкі­льної виховної діяльності студентів.

I examine the phenomenon of Chinese-style developmental leadership—leader behaviors that prioritize subordinates’ development over the achievement of collective goals. Using multiple qualitative data sources, I find that Chinese-style developmental leadership integrates authoritarianism and benevolence, two seemingly paradoxical leadership approaches. Specifically, when Chinese leaders consider their subordinates’ development their core duty and make it their priority, they: (1) emphasize discipline by instantly correcting mistakes and granting a second chance in the condition of absolute obedience; (2) take the initiative to remove obstacles that prevent subordinates from cultivation, of which subordinates may not be aware; (3) insist on the pursuit of excellence in the face of challenges to allow subordinates to discover their full potential; and (4) engage in role modeling to urge subordinates to comply with their instructions as a means of dealing with crises. Such behaviors in turn enhance subordinates’ professional capabilities, interpersonal insight, and self-transcendence. I further contrast developmental leaders with exploitative ones, who alternate authoritarianism and “pseudo-benevolence” in the face of conflicts of interest, and conclude with a theoretical model of how Chinese leaders’ integration of authoritarianism and benevolence approaches is possible and an effective form of developmental leadership.

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Vodenje podjetja pomembno določa raven njegovega delovanja in tudi pričakovanih rezultatov. To še posebej velja za mala podjetja, pri katerih ima vodenje odločilno vlogo pri obstoju in razvoju. Naloga obravnava problematiko vodenja malih podjetij, na katero vplivajo značilnosti delovanja teh podjetij ter specifičnosti pri oblikovanju ter izvajanju vodenja. Zaradi svojih posebnosti se vodenje malega podjetja pomembno razlikuje od vodenja velikega podjetja. Iz celotne teorije vodenja smo v nalogi predstavili in preučili Fiedlerjev model vodenja, transformacijski model vodenja ter Crosbyjev pristop k vodenju. Teoretična spoznanja o vodenju smo nato uporabili za obravnavo slogov vodenja po Kurtu Lewinu in Rensisu Likertu ter značilnosti njihove uporabe v okolju malih podjetij. Dodatno smo primernost posameznih slogov vodenja preučili v okviru življenjskega cikla obravnavanih podjetij. V nalogi smo življenjski cikel podjetij preučili na osnovi teorije rasti in razvoja podjetij. V aplikativnem delu naloge pa smo teoretična spoznanja o vodenju povezali z dejavnostmi in procesi, ki potekajo v temeljnih fazah življenjskega cikla malih podjetij. To smo naredili tako, da smo izvedli intervju z lastnikom malega podjetja, nato pa smo povezali njegove izkušnje in prakso s teoretičnimi spoznanji v tem diplomskem delu. Managing the company significantly determines the level of its effectiveness and also the possible results. Especially for small businesses, where management plays a decisive role in the existence and potential further development of enterprises. The task deals with the problems of the management of small enterprises, which are influenced by the characteristics of the operation of these companies and the specifics in the design and implementation of management. Because of its particularities, the management of a small company differs significantly from the management of a large company. From the overall management theory, we presented and examined Fiedler's leadership model, the transformation model of leadership, and Crosby's approach to leadership. Theoretical knowledge of leadership was then used to deal with the leadership styles of Lewin and Likert and the characteristics of their use in the environment of small businesses. Additionally, we examined the suitability of individual management styles within the life cycle of the companies concerned. In the project, the company's life cycle was examined on the basis of growth theory and company development. In the applicative part of the assignment, theoretical knowledge of leadership has been linked with the activities and processes that take place in the basic phases of the life cycle of small enterprises. We did this in such a way that we conducted an interview with the owner of a small company, where we combined experience and practice with theoretical examination in this diploma work.

Vodenje je eden izmed pomembnih mehanizmov v organizaciji. Najpomembnejši za uspešno delovanje organizacije. Vodje morajo poskrbeti za uspešno opravljanje delovnih nalog, hkrati pa se dandanes vedno bolj poudarja, da dobre vodje poskrbijo tudi za osebnostno rast svojih podrejenih. »Uspešno podjetništvo zna iz priložnosti ustvariti vrednost.« (Turner, 2004, str. 72) Slabo vodstvo po drugi strani pelje organizacijo v propad. Delavci niso krivi za stečaje podjetij, marveč so žrtve le teh. V zadnjih desetletjih je propadlo mnogo velikih slovenskih firm (Mura, TAM, Prevent, Rog, Tomos, Tobačna Ljubljana, ipd.,...) ali pa so prešle v roke tujih investitorjev (Lek, Mercator, Droga Kolinska, Banka Koper, Aerodrom Ljubljana in še in še bi lahko naštevali). Ne bomo začeli omenjati slovenskih ustvarjalcev, ki so morali začeti svojo pot v tujini, ker jim naša država ni dovolila graditi, ali pa tujih investitorjev, ki so za razliko od slovenskih dobili dovoljenje za odprtje tovarn ker to že spada v drugo področje. Kljub temu pa se tukaj odpira vprašanje: ali morda začenjamo verjeti, da so tuji vodje boljši od naših? Mar se delavcem pod njihovim vodstvom bolje godi? Tema je pomembna na našem območju (Sloveniji nasploh), saj je potrebno ugotoviti, kaj se da pri tem storiti. Kakšnega vodjo bi si zaposleni želeli nad sabo in kakšni vodje bi bili potrebni, da bi slovenske tovarne ponovno začele rasti in ne propadati. Z raziskovalnim delom smo ugotovili, da bi slovenski delavci svoje nadrejene ocenili z oceno dobro, kar pomeni, da stanje ni tako katastrofalno, kot bi nekateri napovedali, vendar se da še veliko izboljšati. Najslabšo oceno med kompetencami, ki smo jih preverjali, so vodje dobili za socialne kompetence. Po drugi strani si delavci od nadrejenih najbolj želijo navezovanje stikov in zmožnost samokontrole. Leadership is one of the important mechanisms in the organisation. The most important one for the successful operation of the organization. Leaders must take care of successfully performing work tasks, while at the same time (nowadays) efficiency leaders take care also for the personal growth of their subordinates. "Successful entrepreneurship can create value from the opportunities" (Turner, 2004, str. 72). Bad leadership on the other hand leads the organization to ruin. Workers are not to blame for the bankruptcy of the companies, they are only victims of these. In the last decades many large slovenian firms has failed (Mura, TAM, Prevent, Rog, Tomos, Tobačna Ljubljana, etc.,...) or had passed into the hands of foreign investors (Lek, Mercator, Droga Kolinska, Banka Koper, Aerodrom Ljubljana and the list goes on and on). We will not begin to mention the Slovene artists, who had to start their way in a foreign country, because our country has not allowed to build them a company here, or foreign investors, that unlike the Slovenian granted permission for the opening of factories that already belongs in another area. However, here raises the question: are we maybe starting to believe that foreign leaders are better than Slovenian leaders? Do workers take a better place under their direction? The theme is important in our area (Slovenia in general), since it is necessary to find out what to do. What kind of leader do Slovenian workers want above them what kind of leaders would be necessary for re-growth of factories and not their collapse, as it is in custom in last years. With the research work we found out that Slovenian workers evaluated their superiors with a rating well, which means that the situation is not as disastrous as some would predict, but there is still a lot to improve. The lowest score among the competences we have checked, the managers are getting for the social competences. On the other hand, the competences that workers want the most from their superiors are making contacts and self-control ability.

The development of personal qualities of a leader under current conditions has been reviewed; the researchers’ understanding of leadership qualities development in the context of contingency approach has been analysed; a set of maximum number of personal qualities required for leaders of any kind of professional activities has been developed on the basis of experimental and analytical studies for the first time; the necessity and relevance of developing future psychologists’ leadership qualities has been considered., Рассмотрено развитие личностных качеств лидера в современных условиях; проанализированы взгляды ученых на развитие лидерских качеств с точки зрения ситуационного подхода; впервые был разработан на основе экспериментальных и аналитических исследований набор максимального количества необходимых личностных качеств лидера в любом виде профессиональной деятельности, рассмотрена необходимость и актуальность развития лидерских качеств у будущих психологов., Розглянуто розвиток особистісних якостей лідера в сучасних умовах; проаналізовані погляди вчених на розвиток лідерських якостей з точки зору ситуаційного підходу; вперше був розроблений на основі експериментальних та аналітичних досліджень набір максимальної кількості необхідних особистісних якостей лідера у будь-якому виді професійної діяльності, розглянута необхідність і актуальність розвитку лідерських якостей у майбутніх психологів.

La mayoría de revisiones acerca del liderazgo se han enfocado en el líder y su papel dentro de la organización. Las investigaciones actuales demuestran que los seguidores, como un elemento importante del liderazgo, poseen un papel activo en la selección del estilo de liderazgo y en la teoría desde la cual se le evaluará a un líder. Desde este punto, el objetivo de este artículo es identificar cuál ha sido el papel de los seguidores en el desarrollo de las teorías del liderazgo organizacional. Al evaluar el papel que tiene el seguidor dentro del desarrollo de las teorías del liderazgo se pudo concluir que de acuerdo con su percepción, su comportamiento y sus necesidades, exige cierta categoría de líder, que puede ser vista desde cada teoría. The most reviews about leadership have focused on the leader and his role in the organization. Modern research shows that the followers, as an important element of leadership, have an active role in the selection of leadership style and theory from which you evaluate a leader. From this point, the aim of this article is to identify what has been the role of followers in the development of theories of organizational leadership. In assessing the role of the follower in the development of theories of leadership, it was concluded that according to their perception, their behavior and their needs require a certain category of leader, which can be seen from each theory. A maioria dos comentários sobre a liderança centraram-se sobreo líder e papel dentro da organização. Pesquisas recentes mostram que os seguidores como um elemento importante de liderança, tem um papel ativo na seleção do estilo de liderança e teoria de que você será avaliado um líder. A partir deste ponto, o objetivo deste artigo é identificar o quetem sido o papel dos seguidores no desenvolvimento do teorias do liderança organizacional. Ao avaliaro papel doseguidor no desenvolvimento de teorias de liderança concluiu se que de acordo com sua percepção, seu comportamento e suas necessidades exigem ou exigir determinada categoria de líder que pode ser visto a partir de cada teoria.

V diplomskem delu raziskujemo, kako stili vodenja vplivajo na motivacijo zaposlenih. V teoretičnem delu predstavljamo temeljna teoretična izhodišča o vodenju in motivaciji, lastnostih uspešnih vodij, različnih stilih vodenja, teorijah, modelih in dejavnikih, ki vplivajo na vodenje in motivacijo zaposlenih. V drugem delu naloge smo na temelju opredeljenih teoretičnih izhodišč in skladno z namenom naloge raziskovali, kako stil vodenja vpliva na motivacijo zaposlenih v telekomunikacijskem podjetju. V sodobnih razmerah delovanja velja, da je motivacija zaposlenih eden ključnih dejavnikov, ki pripomore k doseganju ciljev in uspehu podjetja. V kolikor bodo vodje z ustreznim stilom vodenja znali ustrezno motivirati svoje zaposlene, bo v podjetju stopnja zavzetosti za delo višja, zaposleni bodo svojemu delu bolj predani in ga bodo tudi bolj vestno opravljali. Zaradi pomembnosti dobrih medsebojnih odnosov znotraj podjetja, dobre komunikacije med vodji in podrejenimi, motivacije in zadovoljstva zaposlenih, se je v sodobnem času kot najustreznejši in najpogostejši uveljavil participativen stil vodenja. Kot dokazujejo rezultati naše raziskave, se tega dobro zavedajo in poslužujejo tudi vodje v izbranem telekomunikacijskem podjetju. Z raziskavo prav tako ugotavljamo, da so zaposleni na svojem delovnem mestu zadovoljni, da dobro plačilo in dober sistem nagrajevanja najbolj vplivata na motivacijo zaposlenih in da vodje dovolj motivirajo svoje zaposlene. Hkrati ugotavljamo tudi, da vodje zaposlenim pri sprejemanju odločitev ne dopuščajo toliko samostojnosti, kot bi si jo zaposleni želeli. The following diploma thesis explores how different leadership styles can affect employee motivation. The first, theoretical part of the diploma thesis presents the theoretical basic facts about leadership and motivation as well as some characteristics of very successful leaders and various leadership styles. Furthermore, various theories and factors that have great impact on leadership and employee motivation have been presented. In the second part of the diploma thesis we explore, based on the previous theoretical basis and according to the purpose of the thesis, the impact of different leadership styles on the employee motivation at a telecommunication company. Nowadays, employee motivation is considered one of the most important factors when it comes to fulfilling the company’s goals and contributing to the success of the company. In the modern workplace society, it is a well-known fact, that leadership styles influence the motivation of their employees. When the management is able to motivate their employees using appropriate leadership styles to elevate their sub-ordinate interests, they become more engaged in their assignments. The level of their commitment to work becomes much higher and they tend to perform their duties more conscientiously. One of the most important and the most commonly used leadership style today is the integrator, since it enhances the importance of good interpersonal relationships, positive manager – employee communication and the general well-being of the employees. As shown by the results of this research paper, the management of the chosen telecommunication company are well aware of this fact and are trying to make use of it as much as possible. The research also reveals general satisfaction of the employees at their workplace. They are highly motivated by their management leadership style mostly as integrators, by adequate salaries and a well-established rewarding system. However, as shown by the research the employees are not as independent while making decisions as they would like to be. Nevertheless, the research also reveals slight dissatisfaction amongst the employees by the limited independence approved by their managers while making decisions.

P(論文)

Baigiamajame bakalauro darbe nagrinėjamos Generolo Jono Žemaičio Lietuvos karo akademijos lyderio ugdymo programos neoptimalumo priežastys. Pateikiama mokslinės literatūros analizė lyderystės vadovavime tematika, analizuojami tokie dokumentai kaip, Lietuvos karinė doktrina; Lietuvos kariuomenės karininkų karjeros koncepcija; Generolo Jono Žemaičio Lietuvos karo akademijos strategija; Pėstininkų būrio vado karinio rengimo programą. Tai pat remiamasi naujausiais Krašto apsaugos sistemos institucijų atliktais tyrimais kurie buvo skirti įvertini Karo akademijos lyderio ugdymo programą. Generolo Jono Žemaičio Lietuvos karo akademijos kariūnams, sėkmingai baigusiems studijas, Lietuvos Respublikos Prezidentė suteikia pirmąjį karininko – leitenanto laipsnį. Didžioji dalis šių karininkų būna paskiriami į būrio vado pareigas. Vienas svarbiausių veiksnių, lemiančių sėkmingą padalinio karių užduočių įvykdymą yra vado lyderystė. Lietuvos karinė doktrinoje nurodoma jog vado lyderystė yra labai svarbi siekiant užtikrinti, kad jo pavaldiniai suprastu jo sumanymus, įvykdytu nustatytus uždavinius ir sektų jį mūšyje. Baigiamajame bakalauro darbe buvo suformuluota hipotezė: Generolo Jono Žemaičio Lietuvos karo akademijos lyderio ugdymo programa nėra optimali. Siekiant patvirtinti arba paneigti hipotezę buvo atliktas tyrimas. Tyrimo metu apklausti 2015m. Lietuvos karo akademiją baigę karininkai. Tyrimo rezultatai parodė, kad lyderio ugdymo programa nėra orientuota į tikslinį vadovavimą, kariūnams trūksta susitikimų su karininkais-lyderiais kurie perteiktų asmeninę vadovavimo patirtį, ne visos programos temos yra reikšmingos rengiant Lietuvos kariuomenės karininką, programos įgyvendinimas nėra proporcingai išskirstytas per keturis kariūnų studijų metus., This bachelor thesis deals with The General Jonas Žemaitis Military Academy of Lithuania leadership training program reasons of non-optimality. Thesis presents the analysis of scientific literature in leadership topics and analysis of documents such as Lithuanian military doctrine, The officers’ career concept in Lithuanian military, The General Jonas Žemaitis Military Academy of Lithuania strategy, Infantry platoon leader training program. It is also based on National defence system institution research of Lithuanian Military academy leadership training program. Lithuanian President grants the rank of lieutenant to the graduates of the General Jonas Žemaitis Military Academy of Lithuania. The majority of these officers are assigned to the positions of platoon commanders. One of the key factors in determining the success of military unit is commander’s leadership skills. Lithuanian military doctrine states that commander’s leadership skills are very important to ensure that his soldiers understand their tasks and follow him in battle. In this thesis the hypothesis is formulated: the leadership training program of The General Jonas Žemaitis Military Academy of Lithuania is not optimal. In the process of the research, the officers who finished the academy in 2015 were questioned. The results of the research revealed that the leadership training program is not oriented to the mission command, cadets do not have enough meetings with officers - leaders who provide personal leadership experience and not all topics of leadership training program are important in Lithuanian military officer training process.

Organizasyonların idari kısımlarında görev yapan insanların nasıl bir liderlik tarzını benimsedikleri ve astlarının onları nasıl algıladıkları, astlarının davranışları ve organizasyona dair tavırları ile ilgili belirleyici etki oluşturmaktadır. Bu sebeple organizasyonda yer alan idarecilerin liderlik stilinin astları tarafından nasıl algılandığını ölçmek ve ortaya koymak, idareciler açısından başarılı bir idare uygulanmasında son derece önemlidir. Literatüre bakıldığında liderlik stilleri ile ilgili birçok görüş görülmektedir. Bu kapsamlı çalışmada ilk olarak lider, yönetici, liderlik kavramı, liderlik yaklaşımları ve liderlik stilleri ile alakalı bilgiler verilmektedir. Çalışmanın ikinci bölümünde Çorum, Çankırı, Karabük, Kastamonu ve Yozgat İlleri ve bu İllerin İlçelerinde(Sungurlu, Kurşunlu, Korgun, Tosya, Seydiler, Safranbolu, Gerede, Boğazlıyan, Sorgun, Yerköy, Saray, Çiçekdağı, Köseli) faaliyet gösteren ÇEDAŞ (Çorum Elektrik ve Doğal Gaz Ticaret A.Ş.) Grup şirketleri çalışanlarının, yöneticilerinin liderlik tarzlarını nasıl algıladıklarını ölçmek amacıyla bir çalışma yapılmıştır. Çalışma sonucu veriler analiz edilmiştir. Yapılan analitik çalışmaların sonucunda, çalışanların demokratik ve serbest bırakıcı bir liderlik tarzı istedikleri izlenimi oluşmuştur. Ancak firmada otokratik liderlik tarzının ağır bastığı görülmüştür. Sonuçlar ve değerlendirmeler sunulmuştur. What kind of leadership styles is adopted by the people who are working on administrative department of the organizations and how the subordinates perceive them, is create a determinant effect about behaviors of subordinates and attitudes related to organization. For this reason, to measure and revealing how the subordinates perceive the leadership styles of their managers who take place in the organizations, will be vital to implement a successful management by the managers. In the literature, there are several remark about leadership styles. At this extensive working firstly, information is given related to leader, manager, leadership concept, leaderhip approachments and leadership styles. In the second part,a working is done on the purpose of measure how the employees perceive the leadersip styles of their managers who work in the ÇEDAŞ (Çorum Electricity and Natural Gas Inc.) group companies in business at the Çorum, Çankırı, Karabük, Kastamonu and Yozgat cities and county of these cities((Sungurlu, Kurşunlu, Korgun, Tosya, Seydiler, Safranbolu, Gerede, Boğazlıyan, Sorgun, Yerköy, Saray, Çiçekdağı, Köseli). Working results is analized. Democratic and Laissez-faire leadership style is wanted by employees.But the otocratic leadersip style is seen in the firm.The results and considerations is presented. ÖZET -- i ABSTRACT-- ii TEŞEKKÜR--..iii İÇİNDEKİLER -- iv SİMGELER VE KISALTMALAR LİSTESİ--.viii ŞEKİLLER LİSTESİ-- ix TABLOLAR LİSTESİ--.. x ÖNSÖZ--.. xii BİRİNCİ BÖLÜM GİRİŞ----. 1 1.LİDERLİK İLE İLGİLİ TEMEL KAVRAMLAR--.. 1 1.1 Lider-- 1 1.2 Yönetici--. 5 1.3 Yönetici ve Lider Arasındaki Farklar--. 6 1.4 Liderlik-- 11 2. LİDERLİK TEORİ VE YAKLAŞIMLARI -- 18 2. 1 Klasik Örgüt Teorisinde Liderlik Yaklaşımı --. 18 2.1.1 Özellikler Yaklaşımı--.. 19 2. 2 Neo Klasik Örgüt Teorisinde Liderlik Yaklaşımı--. 24 2.2.1 Davranışsal Yaklaşım -- 24 2.2.1.1 Iowa Üniversitesi Liderlik Araştırmaları--.. 26 2.2.1.2 Ohio Devlet Üniversitesi Liderlik Modeli-- 29 2.2.1.3 Michigan Üniversitesi Liderlik Araştırması-- 31 v 2.2.1.4 Harvard Üniversitesi Araştırmaları--. 31 2.2.1.5 R. Blake ve J. Mouton Yönetim Tarzı Matrisi Modeli-- 32 2.2.1.6 Douglas Mc Gregor’un X ve Y Yaklaşımları--. 33 2.2.1.7 Rensis Likert’in Sistem 4 Modeli -- 34 2.2.1.8 Z Yaklaşımı -- 36 2. 3 Modern Örgüt Teorisinde Liderlik Yaklaşımı 37 2.3.1 Durumsallık Yaklaşımı-- 37 2.3.1.1 Fred Fiedler’in Etkin Liderlik Yaklaşımı -- 39 2.3.1.2 Yol- Amaç Yaklaşımı--.. 40 2.3.1.3 Reddin’in Üç Boyutlu Lider Etkinliği Yaklaşımı -- 40 2.3.1.4 Hersey ve Blanchard’ın Yaşam Dönemi Yaklaşımı-- 41 2.3.1.5 Vroom-Yetton-Jago Liderlik Yaklaşımı --. 42 2.3.1.6 Robert Tannenbaum ve Warren H.Schmidt’in Lider Davranış Süreci 44 2. 4 Post Modern Liderlik Yaklaşımı-- 44 3.LİDERLİK TARZLARI --. 45 3.1 Geleneksel Liderlik Teorileri-- 46 3.1.1 Bürokratik Liderlik -- 46 3.1.2 Otokratik Liderlik --.. 46 3.1.3 Demokratik Liderlik --. 49 3.1.4 Tam Serbesti Tanıyan Liderlik --.. 51 3.2 Modern ve Post Modern Liderlik Teorileri-- 53 3.2.1 Dönüşümcü (Transformasyonel )Liderlik --. 54 3.2.2 Etkileşimci (Transaksiyonel) Liderlik --. 61 3.2.3 Hümanist (Babacan) Liderlik-- 63 3.2.4 Karizmatik Liderlik-- 63 3.2.5 Stratejik Liderlik --. 66 vi 3.2.6 Vizyoner Liderlik-- 68 3.2.7 Hizmetkar Liderlik--. 70 3.2.8 Etik Liderlik--. 71 3.2.9 Otantik Liderlik-- 71 3.2.10 Eğitimsel Liderlik -- 71 4.YÖNETİCİLERİN LİDERLİK TARZLARININ ÇALIŞANLAR TARAFINDAN NASIL ALGILANDIĞI HAKKINDA YAPILMIŞ OLAN ÇALIŞMALAR--. 72 İKİNCİ BÖLÜM 5.ÇEDAŞ GRUP ŞİRKETLERİNDE YAPILAN BİR UYGULAMA --. 77 5.1 Kavramsal Çerçeve --.. 77 5.2 Araştırmanın Amacı ve Önemi -- 77 5.3 Araştırmanın Yöntemi -- 78 5.4 Araştırmanın Varsayımları --.. 79 5.5 Araştırmanın Veri Toplama Aracı -- 79 5.6 Araştırmanın Bulguları --.. 79 5.6.1 Demografik Bilgiler --. 80 5.6.2 Güvenilirlik Analizi Sonuçları--. 82 5.6.3 Faktör Analizi -- 84 5.6.4 Bağımsız Örneklem T Testi --. 85 5.6.4.1 Cinsiyete Bağlı T Testi --.. 85 5.6.4.2 Medeni Duruma Bağlı T Testi -- 87 5.6.5 Tek Yönlü ANOVA Testi --. 88 5.6.5.1 Yaş Kriterine Göre ANOVA Testi --.. 88 5.6.5.2 Eğitim Durumu Kriterine Göre ANOVA Testi --.. 90 5.6.5.3 Firmadaki Pozisyonu Kriterine Göre ANOVA Testi -- 90 5.6.5.4 Firmadaki Çalışma Süresi Kriterine Göre ANOVA Testi -- 92 vii SONUÇ VE DEĞERLENDİRME -- 93 KAYNAKÇA --. 96 EK-1 --. 106 EK-2--.. 107

Magistrsko delo je sestavljeno iz dveh delov. Teoretični del je usmerjen v pridobivanje znanja s področja vodenja in opredelitev najodmevnejših teorij vodenja, na podlagi katerih so se kasneje v praksi razvili mnogi modeli in stili vodenja. Proučili in definirali smo zadovoljstvo in nezadovoljstvo zaposlenih. Za boljše razumevanje zadovoljstva smo predstavili najpomembnejše teorije zadovoljevanja potreb človeka in dejavnike, ki vplivajo na zadovoljstvo zaposlenih pri delu. Vse to je pripomoglo h kvalitetnejši analizi in interpretaciji dobljenih podatkov. Na podlagi proučevane literature smo se odločili, da bosta predmet proučevanja magistrskega dela avtoritativni in participativni stil vodenja. V okviru empiričnega dela smo izvedli raziskavo na centrih za socialno delo v Sloveniji. V raziskavi je sodelovalo 119 zaposlenih z 11 centrov za socialno delo. Iz podatkov, ki smo jih pridobili z izvedbo ankete, smo ugotovili, da na centrih za socialno delo prevladuje participativni stil vodenja, ki se izraža npr. v zanimanju vodje za predloge sodelavcev za izboljšave, pri čemer vodja tudi sam aktivno sodeluje, v tem, da gradi na osebnih odnosih, vzpodbuja skupinsko odločanje, timsko delo, ustvarjalnost in samoiniciativnost, v zagotavljanju informacij za dobro opravljanje delovnih nalog ipd. Nadalje smo potrdili, da stil vodenja vpliva na zadovoljstvo zaposlenih, čeprav je povezanost med njima šibka. Pa vendar je zadovoljstvo zaposlenih toliko večje, če vodja uporablja participativni stil vodenja, in toliko manjše, če uporablja avtoritativni stil vodenja. Izkazalo se je tudi, da so zaposleni na splošno pri delu zelo zadovoljni, ravno tako so zelo zadovoljni z načinom vodenja svojega nadrejenega. Rezultati, ki so se nanašali na dejavnike zadovoljstva pri delu in pomembnost njihovega vpliva na zadovoljstvo zaposlenih, so pokazali, da na zadovoljstvo zaposlenih pri delu najpomembneje vplivajo zadovoljstvo z delom, zadovoljstvo s sodelavci, zadovoljstvo s stalnostjo zaposlitve, zadovoljstvo s pravočasnimi in vsebinsko ustreznimi informacijami, zadovoljstvo s svobodo in samostojnostjo pri delu itd., in da so razlike v pomembnosti vpliva posameznega dejavnika zelo majhne. Master's thesis is divided into two parts. The theoretical part is focused on the acquisition of knowledge in the field of leadership and definition of the most influential leadership theories upon which later on many models and leadership styles were developed in practice. We explored and defined the satisfaction and dissatisfaction of employees. For better understanding of the term satisfaction, we presented the most important needs theories and employee job satisfaction factors. All of this contributed to a higher quality of analysis and interpretation of the collected data. Based on a literature review, we decided to explore authoritative and participative leadership style. The empirical part is based on a survey conducted at the centers for social work in Slovenia. The study involved 119 employees from 11 centers for social work. According to the data obtained from the survey, we found out that the dominant leadership style at centres for social work is participative leadership style, which major characteristics are for example the interest of leader for employees proposals for improvements, in which the leader himself is actively involved, leaders' work on building strong personal relationships and his encouragement of group decision-making, teamwork, creativity and self-initiative, and providing information for the proper performance of duties, etc. Furthermore, we confirmed that the leadership style has impact on employee satisfaction, although the relationship between them is weak. Employee satisfaction is even greater if the leader uses participative leadership style and even less smaller if he uses authoritative leadership style. It was shown that employees are generally very satisfied at work, and they are also very satisfied with the way they are led. The results related to job satisfaction factors and the importance of their impact on employees satisfaction at work showed that employee satisfaction at work is largely influenced by satisfaction with work, satisfaction with coworkers, satisfaction with the continuity of employment, satisfaction with relevant information provided on time, satisfaction with the freedom and autonomy at work, etc., but the difference in the significance of importance of each factor is very small.

This is an electronic copy of an article; made available from Tourism management. Marnburg, E. (2006) ‘‘I hope it won’t happen to me!’’ Hospitality and tourism students’ fear of difficult moral situations as managers. Tourism Management , 27(4), pp. 561–57. http://www.sciencedirect.com/science/article/pii/S026151770500018X. Copyright 2006, with permission from Elsevier. In order to organize ethical education for future managers in the hospitality and tourism industry, an interesting study is to look into how students conceptualize the moral ordeals they think they will meet in their future management positions. Hospitality and Tourism students at the Norwegian School of Hotel Management, Stavanger University, were given a group assignment to write stories (narratives) about managers who were confronted with ethical dilemmas—a situation they could face as future managers. In order to make an explorative study of the narratives, an analytical categorization model based on former research in business ethics was constructed. This model focuses on what types of ethical dilemmas are described, who is involved in the situation, situational factors, individual attributes, and who is to blame for the dilemma appearance. Most of the dilemmas described in the histories were general business ethical issues and the students focused mainly on problems between superiors and subordinates within the organizations. The analyses revealed that the students have a sound conception of how moral dilemmas were elicited and of social reactions within the organization. The students also showed a high degree of self-insight and were generally skeptical of top management's decisions or lack thereof. However, the analyses also revealed that the students’ implicit theories about management included harsh expectations from the organizations and that individualistic and lone managers had to bear all the problems on their shoulders. Possible implications of the findings are discussed in relation to professional practice, education and future research.

This thesis describes some of the theories and research available in the field of leadership. It provides a brief summary of selected theories that have been researched in relation to personality characteristics (traits). In the historical introduction the thesis presents approaches and sources of the ideas about leadership, on which the newer theories are based. The main part of the thesis is focused on (1) trait theory and a link between the Big Five traits and leadership prediction, and (2) transformation approach to leadership and a link between the personality traits of transformation leaders measured using the Big Five. In the conclusion of the theoretical part some psychosocial aspects of leadership are described. The thesis also contains a draft of a research design that explores a connection between personality traits (Big Five) of leaders and the most common leadership types (transaction and transformation leadership).

Vodenje v ožjem pomenu besede pričnem obravnavati z teorijami vodenja na temelju osebnostnih lastnosti vodij. Slednja teorija je doživela svoje vrhunce na začetku obravnave področja vodenja. Pri tej teoriji o vodenju je osrednji element obravnave osebnost človeka. Poznejše obravnave, ki spadajo v to skupino teorij o vodenj pa se osredotočajo predvsem na relacijo med čustveno inteligenco in uspešnim vodenjem. Čustvena inteligenca pomeni, do katere mere vodja obvladuje svoja čustva, slednje pa vpliva na obvladovanja stresa pri posameznikih. Preučevalci vodenja so dognali, da ni enotnih osebnostnih značilnosti, ki bi vodile k uspešnemu vodenju na vseh področjih. Zato so svoje napore usmerili v preučevanje vedenja vodij. Iz preučevanja vedenja vodij izvira druga vrsta teorij o vodenju, to so vedenjske teorije vodenja. Prednost vedenjskih teorij vodenja je, da se zbrano znanje da posredovati ter na ta način izobraževati vodje za bolj uspešno vodenje. V prvem koraku opazovalci preučujejo vedenje vodij, v drugem koraku dognanja strnejo in jih posredujejo drugim vodjem, kot dobro prasko. Bistvo vedenjskih teorij vodenja je preučevanje relacije vodja sledilci. Pri vedenjskih teorijah vodenja je osrednje vprašanje, na kakšen način potegniti iz sledilcev največ za dosego ciljev organizacije. Vedenje, ki je vodilo k uspešnemu vodenju se preoblikuje v stil vodenja. Stil vodenja si lahko predstavljamo kot standardizirano vedenja vodij do svojih sledilcev, katero bi naj vodilo do maksimalnega učinka skupine za dosego ciljev organizacije. Za situacijske teorije je značilno, da že v prej omenjeni teoriji o vodenju, vključuje še situacijo. Torej situacijske teorije o vodenju preučujejo relacijo med situacijo, vodjo ter njegovimi sledilci. Vodja si izbere stil vodenja, izbor stila vodenja pa je odvisen od situacije ter od sledilcev, ki jih vodja vodi. Vodja mora dobro poznati situacijo, v katero se skupina podaja, dobro mora poznati sledilce ter na podlagi teh dveh elementov izbrati najprimernejši stil vodenja za uspešno dosego ciljev organizacije po učinkoviti poti. Kot most med teorijami o vodenju in prasko o vodenju v nalogi predstavljam dva izbrana modela vodenja. Prvi model vodenja je predstavnik vedenjskih teorij vodenja, drugi model vodenja je predstavnik situacijskih teorij vodenja. The discussion of leadership in a narrow sense of the word starts with leadership theories based on personal characteristics of the leaders. The latter theory has experienced its climax at the beginning of leadership area discussion. In this leadership theory the central element of discussion is human personality. Later discussions belonging to this group of leadership theories are focused primarily on the relations between the emotional intelligence and successful leadership. The emotional intelligence means the fact to which extent the leader controls his emotions, the latter influencing the stress control with an individual. The leadership analysts discovered that there are none unified personal characteristics that would lead to a successful leadership in all areas. Therefore all their efforts were directed towards analyzing the behavior of the leaders. From the analysis of leadership behavior a second kind of theory arises, these are the behavioral theories of leadership. The advantage of leadership behavior theories is that the gathered knowledge can be passed on and so the leaders can be educated to be more successful. In step one the analysts observe leaders’ behavior, in step two they sum up their discoveries and pass them forward to other leaders in a form of a good practice. The essence of behavioral leadership theories is to study the relations between leaders and followers. With the behavioral leadership theories the central question is in which way to draw the most from the followers to achieve the organization goals. The behavior that leads to a successful leadership transforms itself into a leadership style. The latter can be imagined as a standardization of leaders’ behavior towards their followers, which should lead to a maximum effect and the group reaching the organization goals. For the situational theories it is typical that they integrate a situation in the previously mentioned leadership theory. Therefore, the situational leadership theories study the relation between the situation, the leader and his followers. The leader chooses the leadership style, the choice depends on the situation and the followers that are led by the leader. The leader has to know the situation, into which the group is going to go, and the followers, well. Based on these two elements he has to choose the most appropriate leadership style for a successful achievement of the goals of the organization in an efficient way. In this paper we represent two chosen leadership models as a bridge between the leadership theories and the leadership praxis. The first leadership model is a representative of behavioral leadership theories, the second model of leadership is a representative of situational leadership theories.

A presente dissertação foi elaborada no âmbito do Mestrado em Administração e Gestão da Educação e resulta de um estudo efetuado em dois agrupamentos de escolas da área metropolitana do Porto. O estudo reflete conceções de professores sobre o coordenador enquanto “líder” do departamento curricular e partindo do problema - Quais os contributos de liderança do coordenador ao nível das dinâmicas de trabalho docente, desenvolvidas no departamento curricular? definiram-se os seguintes objetivos: analisar o papel e as funções do coordenador de departamento curricular na perspetiva dos diplomas legais; compreender perceções do coordenador em relação ao desempenho do cargo; compreender que práticas são adotadas pelos coordenadores, em relação ao seu departamento curricular, na sua ação diária; compreender perceções de docentes em relação ao exercício das funções de coordenador; compreender a influência do coordenador nas dinâmicas do trabalho docente ao nível do departamento curricular; identificar aspetos que docentes consideram importantes para reconhecer liderança ao coordenador de departamento. Para o efeito, recorremos a uma abordagem de natureza essencialmente qualitativa, numa aproximação ao estudo de caso, com recurso às técnicas de inquérito por questionário e entrevistas. O enquadramento teórico incidiu, inicialmente, numa análise do enquadramento legal ao nível dos normativos legislativos, essencialmente, no que concerne ao cargo de coordenador do departamento curricular e/ou similar; posteriormente, abordamos os conceitos de liderança, através de um breve historial acerca das teorias de liderança. Com base na análise das opiniões dos docentes sobre as funções e influência do coordenador, nomeadamente ao nível da representação, comunicação, interação, colaboração, promoção da iniciativa pessoal, resolução de problemas e objetivos comuns, concluimos que as perceções dos docentes apontam para um coordenador com uma liderança predominantemente transformacional. The present dissertation was written within the scope of the Master in Administration and Management of Education and it is the result of a study accomplished in two clusters of schools in the metropolitan area of Porto. The study reflects upon the perceptions teachers have about the coordinator as the "leader" of the curricular department and based on the problem: “What are the contributions of the coordinator’s leadership at the dynamics of teaching, developed in the curricular department? The following aims were defined: to analyze the role and functions of the coordinator of the curricular department in the perspective of the statutes; to understand the coordinator’s perception in relation to job accomplishment; to understand which practices are adopted by the coordinator, concerning its curricular department, in its daily action; to understand teachers’ perceptions with regard to the exercise of the coordinator’s tasks; to understand the coordinator’s influence upon teacher’s teaching practices; to identify features that teachers consider important to acknowledge leadership to the department coordinator. To accomplish this, a qualitative approach has been used, similar to a case study, by means of techniques such as surveys and interviews. Initially, the theoretical framework focused on an analysis of the legal framing in what concerns the legislative regulations, essentially regarding the position of the coordinator of the curricular department or similar and, then, the concepts of leadership are also discussed, through a brief history about the theories of leadership. Based on the analysis of the teacher’s points of views about the tasks and the coordinator’s influence, namely, in relation to the representation of the department, communication, interaction, cooperation, the promotion of personal initiative, problem-solving and common objectives, thereby concluding that teacher’s perceptions point to a coordinator with a predominantly transformational leadership. Orientação: Prof. Doutora Marta Abelha

Numerous traditional theories and paradigms of leadership purport to describe what leadership is. It is difficult to reconcile these traditional approaches, however, if each one alone, independent of the others, is viewed as capturing the actual identity of leadership. In this article, we take an integrative view of traditional approaches to leadership. To do so, we first identify some underlying ideas common to them. Next, we explain how these underlying ideas lead us to a fundamental theory about close relationships—that is, self-expansion theory,which refers to a psychological process in which an individual incorporates another into the self (Aron & Aron, 1986). We then review the traditional leadership theories to explore whether these theories may be linked through self-expansion theory and whether self expansion may help to explain why boundary conditions have been discovered for all of them.In this process, we explore whether traditional approaches to leadership might also be linked with more contemporary approaches through self-expansion theory. Finally, we discuss the implications for future research and professional practice of the integration of traditional approaches to leadership. Refereed/Peer-reviewed

Fenomen iskanja idealnega (modela) vodenja obstaja, odkar obstajajo podjetja. Poskusi »predpisovanja« ideala so bili v preteklosti pogosti, prav tako pa so pogosti tudi v času, ko se je samo vodenje, predvsem zaradi vpliva zunanjih dejavnikov aktualne gospodarske krize, spremenilo. Gospodarske krize so večinoma proučevane z makroekonomskega vidika, manj z mikroekonomskega vidika, še manj pa z vidika vodenja, kar je tudi predstavljalo eno ključnih omejitev našega raziskovanja. V našem delu smo v začetku analizirali gospodarske krize z makroekonomskega vidika (pri tem smo se predvsem usmerili na aktualno gospodarsko krizo in veliko depresijo 1929–1932). V nadaljnjih poglavjih pa smo tudi predstavili spremembe v vedenju vodij in sodelavcev v času negotovosti (kar aktualna gospodarska kriza zagotovo je). Tako smo uspeli pojasniti potrebno po spremembi modela vodenja v času aktualne gospodarske krize, v nadaljevanju pa predstavili ustrezen teoretični model vodenja. Pri oblikovanju celovitega teoretičnega modela vodenja v času aktualne gospodarske krize se nismo usmerjali v identificiranje (naj)ustrezne(jše)ga stila vodenja, temveč smo se posvetili elementom vodenja, ki bi jih model vodenja v času aktualne gospodarske krize moral vsebovati, in povezavam med njimi. Pri teh posameznih elementih vodenja pa smo opredelili nekatere priporočljive vzorce vedenja vodij. Izhajali smo iz dejstva, da vsaka akcija vodje povzroči (re)akcijo sodelavcev. Prav tako smo izpostavili vodjo kot ključni element vodenja (podobno kot večina sodobnih znanstvenih teorij vodenja) ter odnos med vodjo in sodelavci, katerega glavno povezovalo je zaupanje. Združili smo izsledke praktičnih raziskav nekaterih globalnih svetovalnih managerskih podjetij v času aktualne gospodarske krize, ki so proučevala poglede vodij na spremembe v vodenju v času gospodarske krize (s pomočjo sinteze ugotovitev teh raziskav smo identificirali pomembne elemente vodenja v času aktualne gospodarske krize) in ključnih elementov vodenja, ki jih izpostavljajo sodobne znanstvene teorije vodenja. Tako smo modelu zagotovili ustrezno celovitost. V samem modelu vodenja smo izpostavili pomen zaupanja med sodelavci in vodjo. Zaupanje je temeljni povezovalni člen vseh kriznih elementov vodenja, ki jih model vsebuje. Takšno vlogo smo zaupanju pripisali zaradi že omenjenih sprememb vedenja vodij in sodelavcev v času negotovosti oboji se srečujejo s povečanim stresom, (osebno) negotovostjo in strahom. Medsebojno zaupanje in povezanost predstavljata ključni dejavnik uspeha vodenja v času aktualne gospodarske krize, kar izhaja tudi iz izsledkov raziskav, ki smo jih v našem delu analizirali. Spremembe modela vodenja ni možno izvesti brez sprememb na strani vodje. Vodja mora biti tisti, ki mora najprej dokazati (sebi in sodelavcem), da je zmožen (samo)spreminjanja. Šele nato bo lahko učinkovito spremenil svoje sodelavce oz. njihovo vedenje. (Žal) pa ravno oseb(nost)ne spremembe vodje predstavljajo hkrati tudi največji omejevalni dejavnik pri spremembi modela vodenja oz. implementaciji predstavljenega celovitega teoretičnega modela vodenja v času aktualne gospodarske krize. Model, ki smo ga pripravili, doslej še ni bil praktično implementiran. Zato smo tudi ocenili možnosti implementacije modela v prakso, ob tem pa navedli nekatere ključne pogoje in možnosti ter omejitve praktične implementacije teoretičnega modela. Zaradi raznih omejitev bo model najverjetneje težko v celoti implementirati v prakso – vsekakor pa verjamemo, da bomo lahko učinkovito implementirali vsaj parcialne dele modela, saj se z vodenjem v času negotovosti srečujemo tudi sami pri svojem delu. As long as there are companies, the phenomenon of seeking (an) ideal leadership (model) will always exist. There have been many attempts at “prescribing” the ideal in the past, and these attempts are still common today when leadership is changing mostly due to the influence of the external factors of the present economic crisis. Economic crises are studied mostly from the macroeconomic point of view and less from the microeconomic one (even less from the leadership point of view) which is one of the key limitations in the survey. In the beginning this master thesis gives an economic crisis analysis from the macroeconomic point of view (with its main emphasis on the current economic crisis and the great depression dating from 1929 to 1932). Following chapters give the presentation of changes in the behavior of leaders and their co-workers in a time of instability (as is the present economic crisis). So it was possible to explain the need for a change of the leadership model during the current economic crisis. Further on, there is given a presentation of an appropriate theoretic leadership model. In the formulation of comprehensive theoretical leadership model during the current economic crisis were not directed at identifying the (most) appropriate style of leadership, but we have focused on the leadership elements that a leadership model should include during the current economic crisis and on the links between these elements. In these various elements of leadership, we have identified some recommended patterns of the behavior of leaders. We worked from the fact that every leader’s action causes an action or reaction from his/her co-workers. We also highlight the leader as the key element in leadership (as do most of the latest scientific leadership theories) and the relationship between the leader and his/her co-workers with trust as the main link. We combined the results of practical surveys of leaders during the current economic crisis, carried out by some global management consulting firms which have studied the opinions of leaders with regard to changes in leadership in times of economic crisis (the synthesis of these survey findings gave us the opportunity to identify some important leadership elements during the current economic crisis) and key elements in leadership underlined by the latest scientific leadership theories. In this way we have ensured an appropriate integrity for the model. The leadership model emphasizes the importance of trust between co-workers and the leader. Trust is the key link throughout all the crisis elements of leadership which are present in the model. Trust is given such an important role due to the aforementioned changes in the behavior of leaders and their co-workers during the time of instability both are faced with an increased level of stress, (personal) instability and fear. Mutual trust and connection are key factors of successful leadership during the current economic crisis which is evident from the surveys analyzed in the master thesis. It is estimated that it is not possible to change the leadership model without changes by the leader. The leader should prove (to him/herself and to his/her co-workers) that he/she is able to make changes themselves. Only then he/she will be able to change his/her co-workers and their behavior. (Unfortunately) personal and personality changes of leaders are the biggest limiting factor in changing the leadership model of the implementation of the presented integral theoretical leadership model in the time of the current economic crisis. The prepared model has not yet been implemented in practice. For this reason, the possibility of its implementation in practice was evaluated and given some key conditions, the possibilities and limitations of a practical implementation of the theoretical model. Due to various constraints it will probably be difficult to fully implement the model in practice – however, we believe that it will be possible to at least put some parts into practice, as we are also dealing with leaders

This current global context is full of both increasing opportunities, and increasing demands that are placed both on the corporations and the employees working within them. As the physical distances between leaders and followers widens, more emphasis will need to be placed on applying traditional benchmark leadership approaches and theories to this context. The study explores and highlights the following issues connected to distance management: How is the full range leadership model, including transformational, transactional, and laissez-faire leadership styles between the leader and followers affected when applied in a distance setting? How effective is the use of different information and communication technology mediums in closing the gap created through physical distance as a mediating factor between a leader and a follower in many situations? The researchers have concluded that distance has a profound effect on a leader’s ability to display the characteristics of transformational leadership. Passive avoidant styles also tend to manifest themselves more strongly in a distance setting than an office setting with daily contact. The transactional leadership characteristics of contingent reward and management by exception (active) seem to be more dependent on individual leadership style and do not seem to be as affected by distance as a primary influencing variable. The effects of the frequency of the use of information and communication technology on the distance sample was also examined in relationship to its affect on perception of leadership by individuals being managed in a distance setting. The affects from the use of more simpler forms of ICT are negligible. Richer forms of ICT medium (video conferencing and tele-links etc.) could be necessary to attempt to lessen this gap between leader perceptions in closer vs. distance settings. For those respondents already being managed at a distance, there seems to be only a medium level of correlation between the amount of contact that each of the respondents have had with their supervisor through mail or phone and their perceptions of the leader. This medium correlation is positive for both transformational and transactional leadership characteristics. When it comes to the passive avoidant characteristics the correlation is a medium negative one- as the amount of contact with the supervisor increases the perception that the supervisor employs these characteristics decreases. As companies spread out across the globe, more attention will need to be paid to distance as a moderating factor. The skills of transformational leadership will have to be assessed in more detail to find out how these leadership characteristics can still be both developed and applied so that they transfer over in a distance setting. Only then can the gap of distance be bridged, with technology most likely to play a key role in making this possible.

Yüksek Lisans Tezi Bu çalışmanın amacı; Edirne ilinde resmi ve özel okullarda görev yapan beden eğitimi öğretmenlerinin, liderlik davranışlarının bazı demografik değişkenler açısından değerlendirilmesidir.Araştırma evrenini; Edirne il merkezine ve ilçelerine bağlı resmi ve özel okullarda 2010-2011 eğitim öğretim yılında görev yapan beden eğitimi öğretmenleri ile Trakya Üniversitesi Kırkpınar Beden Eğitimi Spor Yüksek Okulu'nda görev yapan öğretim elemanları, oluşturdu. Araştırma verilerinin toplanmasında Halphin ve Winer (1957) tarafından geliştirilen ve Önal (1979) tarafından Türkçe'ye uyarlanan ?Lider davranışı betimleme anketi? esas alınarak, Can (2002) tarafından beden eğitimi öğretmenlerine yönelik uyarlanan anket kullanıldı. Araştırmada, toplanan verilerin (SPSS 20.0 istatistik paket programı kullanılarak ) frekans, yüzde, ortalama, standart sapma, minimum ve maksimum dağılımları tespit edildi. Görev sürelerine göre ve çalıştıkları okul türüne göre olan verilerin karşılaştırılmasında kruskal-wallis testi, ?cinsiyet? durumlarına göre verilerin karşılaştırılmasında mann-whitney u testi, ?ölçeğin güvenirliğini? tespit etmek için de cronbach alfa kullanıldı. Sonuç olarak; Beden eğitimi öğretmenlerinin yapıyı kurma ve anlayış gösterme liderlik davranışlarını göstermelerinde görev süresi ve çalıştıkları okul türü değişkeni bakımından anlamlı bir fark bulunamadı (p>0,05). Ancak beden eğitimi öğretmelerinin cinsiyet değişkenine bağlı olarak liderlik davranışlarından yapıyı kurma ve anlayış gösterme boyutlarını sergilemeleri açısından anlamlı bir farka rastlandı (p

The objective of this bachelor´s thesis was to perform sociometric tests and to define the social positions in the family as well as in the company, which is run by the family. The first part of the thesis includes the theoretical information necessary to establish the manager´s position and character, leadership theories, conflicts and its solutions, team work, communication in the firm, motivation of the employees, and harmonization of the family and company life. Within respect to the theoretical enquiry, the following were utilised: the social positions established with the aid of the sociometric test, matrices, target sociogram, an interview with the Executive Head of the company, as well as personal experience gained. The second part of the thesis includes the history, organisational structure, present situation of the company, commodities put up for sale and subsequent analysis of the sociometric positions. It was found that positions both in the family and in the company are identical. However, this is not satisfactory. The ideal solution would be the agreement of the sociometric positions and positions within hierarchy of the company.

Dissertação de Mestrado em Administração e Gestão Educacional apresentada à Universidade Aberta Esta investigação foi realizada no âmbito do Mestrado em Administração e Gestão Educacional, tendo como tema “PRÁTICAS DE LIDERANÇA DO/A DIRECTOR/A. UM ESTUDO EM ESCOLAS PÚBLICAS DO DISTRITO DE COIMBRA”. O estudo teve como principal objectivo caracterizar e identificar as práticas de liderança mais postas em prática pelos/as Directores/as das Escolas Públicas do distrito de Coimbra, segundo o modelo desenvolvido por Kouzes e Posner (2009). O quadro teórico de referência aborda a liderança (conceito de liderança e de líder; algumas teorias de modelos de liderança; a liderança e o género; a liderança nas organizações escolares; a liderança na perspectiva da avaliação externa), o modelo de Kouzes e Posner e a liderança no contexto normativo educacional (evolução do suporte legislativo que legisla as lideranças escolares). No processo de investigação usou-se a metodologia quantitativa, nomeadamente o inquérito por questionário, tendo respondido a este 35 Directores (num total de 56 possíveis). A análise dos dados recolhidos demonstrou que a prática de liderança mais utilizada pelos/as Directores/as das Escolas Públicas do distrito de Coimbra foi “Permitir que os outros ajam”. Por outro lado, a prática de liderança que apresentou valores mais baixos foi “Desafiar o processo”. Em todas as práticas de liderança, o género masculino obteve resultados mais elevados do que o feminino, embora as diferenças não tenham sido estatisticamente significativas. No que ao tipo de estabelecimento de ensino diz respeito, os Agrupamentos de Escola obtiveram, em todas as variáveis, valores mais elevados nas cinco práticas de liderança, comparativamente às Escolas não agrupadas. Verificaram-se diferenças estatisticamente significativas nas práticas de liderança “Mostrar o caminho” e “Encorajar a vontade”. Os resultados apresentaram, também, relevância na prática de liderança “Inspirar uma visão conjunta”. Os/as Directores/as com mais experiência no cargo obtiveram resultados mais elevados que os seus pares com menos experiência, excepto na prática de liderança “Encorajar a vontade”, onde ambos apresentaram o mesmo valor de média. Os/as Directores mais novos/as (36 a 45 anos) apresentam resultados mais elevados em todas as práticas de liderança, quando comparados com os seus pares mais velhos (+45 anos). This research was conducted in the Masters in Educational Administration and Management subordinated to the theme "DIRECTOR’S LEADERSHIP PRACTICES. A STUDY IN PUBLIC SCHOOLS OF THE DISTRICT OF COIMBRA". This study's main objective was to characterize and identify the leadership practices more implemented by Directors of Public Schools in the district of Coimbra. The theoretical framework deals with the leadership (the concept of leadership and leader, some theories of leadership models, leadership and gender, leadership in school organizations, the leadership from the perspective of the external evaluation), the model of Kouzes and Posner and educational leadership in the legal context (evolution of the legislation support which rules school leaderships). In the research process it was applied the quantitative methodology, namely the survey by questionnaire, having responded to this 35 Directors (of 56 possible). The analysis of the collected data showed that the practice of leadership that most Directors applied in the Public Schools in the district of Coimbra was "Allow others to act". On the other hand the practice of leadership that showed lower values was "Challenging the process". In all practices of leadership male gender achieved higher performance results than female gender although the differences were not statistically significant. In what concerns to the type of school, school clusters obtained higher values in the five leadership practices, in all variables, compared to non-grouped schools. There were statistically significant differences in the leadership practices "Show the way" and "Encourage the will." The results also showed significance in the practice of leadership “Inspire a shared vision”. Directors with more experience achieved higher results than their peers with less experience, except in the practice of leadership "Encourage the will", where both presented the same average value. The youngest Directors (36 to 45 years old) showed higher results in all leadership practices when compared to their older peers (over 45 years old).

The purpose of this paper is to analyze the preferences of Croatian managers regarding the traits, skills, and leadership styles. Results on the sample of 207 Croatian managers indicate the existence of presumed traits and skills, as well as preferences of appropriate leadership styles in the everyday managerial activities. Also, an interdependence of all these factors has been observed, regardless of the demographic characteristics of the surveyed managers.

Yüksek Lisans Tezi “Liderlik Özellik ve Davranışlarının Belirlenmesi ve Konuyla İlgili Olarak Yapılan Bir Araştırma” adlı bu tez çalışması üç bölümden oluşmaktadır. Bu çalışmanın temel amacı, kâğıt ve kimya sektöründe faaliyet gösteren işletmelerde görev yapan lider konumundaki personelin, liderlik davranışlarının betimlenmesidir. Çalışmanın birinci bölümünde liderin ve liderliğin ne olduğu, liderin yöneticiden farkı, liderliğe ihtiyaç duyma nedenleri, liderde bulunması gereken özellikler, liderlikte kullanılan güç ve otorite ve liderlik davranış tipleri anlatılmaktadır. İkinci bölümde ise geçmişten günümüze kadar liderlik teorileri incelenmiştir. Özellik kuramı, davranışsal teoriler ve durumsallık teorileri bu kapsamda araştırmaya dâhil edilmiştir. Üçüncü bölümde araştırmaya yer verilmektedir. Ölçme aracı olarak Ohio State (Eyalet) Üniversitesi’nin “Liderlik Davranışlarını Betimleme Anketi” kullanılmıştır. Araştırma 283 kişilik katılımcı ile yapılmıştır. Ankete katılan 283 kişinin 181’i kâğıt sektöründe, geri kalanı ise kimya sektöründe çalışmaktadır. Araştırma verilerinin çözümlenmesinde SPSS (Statistical Package for the Social Sciences-Sosyal Bilimler İçin İstatistik Paketi) programı kullanılmıştır. Faktör analizi neticesinde liderlik davranışlarının beş alt boyutta toplandığı saptanmış ve madde (soru) içerikleri incelenerek her boyuta bir isim verilmiştir. Araştırma sonuçlarına göre liderlerin cinsiyet, yaş, hiyerarşik kademe, eğitim durumu, medeni durum, çocuk sayısı, örgütte çalışma süresi ve çalıştıkları sektöre bağlı olarak, liderlik davranışları boyutlarından bazılarına bakış açılarında farklılıklar olduğu tespit edilmiştir. Anahtar Kelimeler: Lider, Liderlik, Liderlik Teorileri, Liderlik Özellikleri, Liderlik Davranışları. Abstract This thesis named “Describing the Leadership Traits and Behavior and a Research Which Is Made as Related to the Subject” has three chapters. Main purpose of this research is to describe leadership behaviors of the personnel who are commissioned as a leader in the organizations which function at paper and chemical sectors. In the first chapter of the research, “what is leader and leadership, the difference of a leader from a manager, reasons of feeling the need for leadership, the traits that a leader must have, the power and the authority which are used in leadership and leadership behavior types” have been reported. As for in the second chapter, leadership theories have been examined from past to now. Trait theory, behavioral theories and contingency (situational) theories have been added into research in this scope. The third chapter states the research. Ohio State University’s “Questionnaire of Describing Leadership Behaviors” has been used as the measurement scale. The research was conducted with 283 participants. 181 of 283 participants work at paper sector and the rest work at chemical sector. The SPSS (Statistical Package for the Social Sciences) program has been used for the analyzing the data of the research. As a result of factor analysis, it is determined that leadership behaviors are gathered in five sub dimensions and each dimension has been named by examining the contents of the questions. According to the results of the research, it is determined that there are some differences in the views of leaders regarding some of the of the leadership behavior dimensions depending on the gender, age, hierarchical position, state of education, number of children, occupational sectors, working period of time and marital status. Key Words: Leader, Leadership, Leadership Theories, Leadership Trait, Leadership Behavior.

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004. Due to the fact that the environment in which companies in 'South Africa are operating is constantly changing, these companies are undergoing a process of transformation. Organisations that intend competing successfully within this changing environment will have to have the right kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at all levels to successfully navigate these troubled waters. Much of leadership has to do with the way in which leaders motivate their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers. Another factor, equally important, is the concept of locus of control. Research has also shown that people perceive differently, that which controls their destiny. Does the leader feel that he/she is controlled by this constantly changing environment in which he/she has to lead, or is he/she as the leader of an organisation in control of him-herself and his/her actions, and therefore also in control of the company itself? The question that inevitably arises is the following: is there any relationship between the style of leadership and the locus of control of the leader, and if so, what is the nature of this relationship? A quantitative design (two test survey design on a large population) was used to take the measurements on the style of leadership and the locus of control of the leaders. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then carried out in order to determine the relationship that exists between the two measurements, as well as the nature of the relationship. There were 221 respondents from organisations in South Africa, most of whom were in a middle level of leadership. The results showed that an internal locus of control and a disposition towards autonomy were associated with a laissez-faire leadership style as well as a transformational leadership style. It also showed that an external locus of control was associated with a laissez-faire leadership style. Recommendations for organisations and for future research were made. Masters