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Bu çalışma örgüt çalışanlarının algıladıkları liderlik türlerinin içsel/dışsal motivasyon ve performans üzerinde etkisini ve bu etkinin derecesini ortaya koymayı amaçlamaktadır. Bu amaç doğrultusunda lider, liderlik, içsel motivasyon, dışsal motivasyon ve performans kavramları araştırılmıştır. Çalışma ile dönüşümcü liderlik, etkileşimci liderlik ve serbest bırakıcı liderlik türlerinin motivasyon ve performansa etkisi incelenmiştir. Çalışmamızın evrenini Akdeniz Elektrik Dağıtım Anonim Şirketinde çalışan 1472 kişi oluşturmaktadır. 328 kişiden yüz yüze anket yöntemi ile veriler toplanmıştır. Elde edilen verilerle güvenilirlik ve geçerlilik analizleri, faktör analizi, korelasyon ve regresyon analizleri yapılmıştır. Faktör analizi ile kuramsal olarak ortaya konulan modelin, istatistiksel olarak anlamlı olduğu görülmüştür. Korelasyon analizi sonuçlarına göre içsel motivasyon ile dönüşümcü ve etkileşimci liderlik arasında anlamlı bir ilişki bulunmuştur. Dışsal motivasyon ile ele alınan üç liderlik türü arasında anlamlı bir ilişkisi olduğu görülmüştür. Performans ile dönüşümcü liderlik arasında orta düzeyde ilişki tespit edilmiştir. Etkileşimci liderlik ile performans arasında düşük düzeyde ve negatif yönlü bir ilişki tespit edilmiştir. Regresyon analizi sonucuna göre dönüşümcü ve etkileşimci liderlik türünün içsel ve dışsal motivasyon üzerinde anlamlı bir etkisi olduğu görülmüştür. Hem içsel hem de dışsal motivasyonun performans üzerinde etkili olduğu görülmüştür., This study aims to reveal the effect of the perceived leadership types on internal / external motivation and performance and the degree of this effect. For this purpose, the concepts of leader, leadership, intrinsic motivation, extrinsic motivation and performance were investigated. In this study, the effects of transformational leadership, interactive leadership and liberating leadership on motivation and performance were examined. The universe of our study consists of 1472 people working in Akdeniz Electricity Distribution Company. Data were collected from 328 people using face to face survey method. Reliability and validity analyzes, factor analysis, correlation and regression analyzes were performed.The model, which was put forward theoretically by factor analysis, was found to be statistically significant. According to the results of correlation analysis, a significant relationship was found between intrinsic motivation and transformational and interactive leadership. There was a significant relationship between extrinsic motivation and three types of leadership. A moderate relationship was found between performance and transformational leadership. A low-level and negative relationship was found between interactive leadership and performance. According to the results of the regression analysis, transformational and interactive leadership types have significant effect on internal and external motivation. Both intrinsic and extrinsic motivation was found to have an effect on performance.

Bu çalıĢma, Meslek lisesi öğretmenlerinin ve meslek lisesi müdürlerinin algılarına göre; okul müdürlerinin liderlik stillerinin düzeyinin, bazı değiĢkenlere göre anlamlı farklılık gösterip göstermediğini ve öğretmenlerin algılarına göre okul müdürlerinin liderlik stilleri arasında önemli bir farklılık olup olmadığını belirlemek amacıyla hazırlanmıĢtır. AraĢtırmada nicel ve nitel yöntemler birlikte kullanıldığı için karma yöntem araĢtırmasıdır. Nitel ve nicel veriler eĢ zamanlı olarak elde edilmiĢ, yöntemlere eĢit derecede önem verilmiĢtir. Okul müdürlerinin liderlik stillerini saptamak amacıyla okullarda görev yapan öğretmenlere Avolio ve Bass (1995)‟in geliĢtirdiği “Çoklu Faktör Liderlik Ölçeği” uygulanmıĢ, beĢ okul müdürü ile yarı yapılandırılmıĢ görüĢme formu kullanılarak görüĢme yapılmıĢtır. AraĢtırmada Kocaeli ili Darıca ilçesinde toplamda beĢ meslek lisesi bulunduğundan, çalıĢmanın evrenini bu okullarda görev yapan öğretmen, müdür yardımcısı ve okul müdürü olmak üzere toplamda 352 kiĢi oluĢturmaktadır. ÇalıĢmanın evreninde yer alan meslek liselerindeki öğretmenlerden gönüllü olanların arasından seçim yapılmıĢtır. Evrendeki beĢ okula gidilmiĢ araĢtırma ile ilgili ölçek uygulanmıĢ ve bununla beraber beĢ okul müdürü ile yüz yüze görüĢme yapılmıĢtır. AraĢtırmanın bulgularına göre okul müdürlerinin liderlik stilleri ve alt boyutu olan dönüĢümcü liderlik stilleri öğretmenlerin cinsiyet, yaĢ, eğitim durumları, mesleki kıdem ve branĢ değiĢkenine göre anlamlı bir farklılık göstermemektedir. EtkileĢimci liderlik boyutunda yaĢ, eğitim durumları ve branĢ değiĢkenine göre anlamlı bir farklılık göstermezken, cinsiyet ve mesleki kıdem değiĢkenine göre anlamlı bir farklılık gösterdiği sonucuna ulaĢılmıĢtır., This study is prepared for vocational high school principals to determine the level of leadership styles. Vocational high school principals‟ leadership styles whether it differences significantly according to the perceptions of vocational high schoools teachers and according to some variable. This is mixed method research because quantitative and qualititative analysis methods are used together. The qualititative and quantitative data were obtained simultanously and given equal importance both methods. “Multi-factor leadership scale” what is improved by Avolio and Bass (1995) is applied to the teachers who working in the mentioned schools. Also interview method used for five vocational high school principals with semi-structred interview form. This study is include just the District of Darıca in Kocaeli Province. There are five vocational high schools at this area. There are total 352 people who including teachers, assistant principals and principals. These vocational high schools are the universe for this study. The volunteer method is used for the teachers and interview method used for five school principals. According to the findings the vocational high schools principals‟ leadership styles and subdimension which is transformational leadership styles have no differ significantly depending on the gender, age, educational study of teachers, professional seniorty and branch. But, level of interactive leadership styles differs significantly depending on gender and professional seniorty.

Danışman: DR. ÖĞR. ÜYESİ ERDEM BAĞCI Yer Bilgisi: İstanbul Gelişim Üniversitesi / Lisansüstü Eğitim Enstitüsü / İşletme Anabilim Dalı Konu: İşletme = Business Administration, Bu tez çalışmasında, etkileşimci ve karizmatik liderliğin çalışan memnuniyeti üzerine etkileri incelenmiştir. Araştırma Ankara il sınırları içerisinde yer alan beş yıldızlı oteller üzerinden yürütüldü. Ankara il sınırları içerisinde yer alan beş yıldızlı yirmi altı otelde çalışan 624 kişi bu araştırmanın örneklemini oluşturmaktadır. Verilerin analizi SPSS 23 programı ile yapılmış ve %95 güven düzeyi ile çalışılmıştır. Çalışmada etkileşimci liderlik algısı, karizmatik liderlik algısı ve çalışan memnuniyeti arasındaki ilişki korelasyon testi ile analiz edilmiştir. Ayrıca değişkenlerin demografik değişkenlere göre farklılık gösterme durumu T testi ve ANOVA testi ile analiz edilmiştir. Araştırma sonucu elde edilen verilere göre, Etkileşimli Liderlik Ölçek puanı ile Çalışan Memnuniyeti Ölçek puanı arasında pozitif yönlü zayıf bir ilişki bulunmaktadır. Karizmatik Liderlik Ölçek puanı ile Çalışan Memnuniyeti Ölçek puanı arasında pozitif yönlü zayıf bir ilişki bulunmaktadır. Karizmatik Liderlik Ölçek puanı ile Etkileşimli Liderlik Ölçek puanı arasında pozitif yönlü zayıf bir ilişki bulunmaktadır. Etkileşimli Liderlik ve Karizmatik Liderlik Çalışan Memnuniyetini pozitif yönde etkilemektedir. Karşılaştırma testleri neticesinde ise cinsiyet, yaş, eğitim durumu, medeni durum, hizmet süresi, çalışma pozisyonu ve aynı kurumda çalışma süresine göre istatistiksel olarak önemli farklılıklar saptanmıştır., In this thesis, the effects of interactive and charismatic leadership on employee satisfaction are examined.It was carried out over five star hotels within the provincial borders of Ankara. The sample of this research is 624 people working in twenty six five star hotels in district of Ankara. Data were analyzed with SPSS 23software and 95% confidence level was used. In the study, the relationship between interactive leadership perception, charismatic leadership perception and employee satisfaction was analyzed by correlation test. In addition, the status of the variables differing according to demographic variables were analyzed with the T test and ANOVA test.According to the data obtained from the research, there is a weak positive relationship between Interactive Leadership Scale scores and Employee Satisfaction Scale scores. There is a weak positive relationship between Charismatic Leadership Scale scores and Employee Satisfaction Scale scores. There is a weak positive relationship between Charismatic Leadership Scale scores and Interactive Leadership Scale scores. Interactive Leadership and Charismatic Leadership positively affect Employee Satisfaction. As a result of the comparison tests, statistically significant differences were found according to gender, age, education level, marital status, total service period, working position and service period in the same institution.

El liderazgo y la innovación están estrechamente vinculados en una relación que se nutre mutuamente. Hoy en día, la innovación garantiza la competitividad y la supervivencia corporativa, y el liderazgo debe ser el motor del cambio y la innovación. El artículo analiza la relación entre liderazgo e innovación, y el papel clave del liderazgo para desarrollar un desempeño innovador. El estudio de los diferentes estilos de liderazgo muestra efectos diferentes en el desempeño innovador a nivel corporativo. El análisis ilustra el impacto limitado de los estilos de liderazgo administrativo, de gestión y transaccional en el desempeño de la innovación, mientras que los enfoques participativos e interactivos parecen generar resultados más positivos en términos de resultados innovadores. Finalmente, el artículo se centra en los estilos carismáticos y transformacionales, que están vinculados a la alta motivación de los empleados y a altas tasas de innovación corporativa; y el estilo estratégico que vincula la innovación con la visión a largo plazo de la organización, Leadership and innovation are closely related in a mutually nurturing relationship. Nowadays, innovation guarantees competitiveness and corporate survival, and leadership must be the driver of change and innovation. The article analyses the relationship between leadership and innovation, and the key role of leadership to develop innovative performance. The study of the different leadership styles shows a diverse impact on the innovative performance at the corporate level. The analysis illustrates the limited impact of administrative, management and transactional leadership styles on innovation performance, while participative and interactive approaches, seems to generate more positive results in terms of innovative output. Finally, the article focuses on charismatic and transformational styles, which are linked to high motivation of employees and to high rates of corporate innovation; and the strategic style that links innovation to the long-term vision in the organization

Z wprowadzenia: "Zrównoważony rozwój w kontekście społecznej odpowiedzialności biznesu kojarzy się najczęściej z rozwojem uwzględniającym dbałość o pracowników, środowisko lokalnych społeczności, zasoby naturalne. Rzadziej w tym kontekście bierze się pod uwagę innowacyjność, która może mieć różne aspekty. Innowacja, pochodząca od łacińskiego terminu oznaczającego odnowienie, w sferze ekonomicznej może mieć charakter stworzenia nowego produktu, ulepszeń w dotychczasowych produktach, wprowadzenia nowych technologii, wykorzystania nowych surowców, usprawnień organizacyjnych, marketngowych czy szerzej rynkowych. Idea zrównoważonego rozwoju swymi korzeniami sięga obaw T.R. Malthusa, związanych z odmienną skalą przyrostu ludności i środków na utrzymanie. Oprócz zmniejszenia skali przyrostu naturalnego, głównie dzięki szeroko pojętej innowacyjności, katastrofa wieszczona przez Malthusa okazała się przesadzona lub co najmniej znacznie odsunięta w czasie. Wydaje się, że właśnie dzięki innowacyjności pozostawienie zasobów i szans rozwoju przyszłym pokoleniom nie stoi w sprzeczności z utrzymaniem bieżącego oraz rosnącego poziomu życia. Innowacyjność pozwala na lepsze zaspokojenie potrzeb indywidualnych i wspólnych, a dzięki efektywniejszemu wykorzystywaniu zasobów, nie uszczupla ich drastycznie."(...)

In the article various forms of reactive and proactive apporaches of interactive leadership is poutlined and discusssed. It is concluded that reactive and proactive Reactive and proactive approaches are to be considered as complementary rather than as a mutually exclusive dichotomy. In addition, it is analysed and discussed how it is possible to develop and implement proactive and participatory approaches. Finally, possible outcomes of such approaches are examplified and discussed.

Günümüzde işletmelerde liderlik davranışlarıve örgütsel bağlılık davranışlarıgibi konuların önemi günden güne artmaktadır. Yöneticilerin liderlik davranışlarının işletmelerindeki insan kaynaklarının örgütsel bağlılıklarınıartırmada etkili olduğu pek çok araştırma sonucunda ortaya koyulmuştur. Bu çalışmada, çalışanların liderlik algılarıile örgütsel bağlılıklarıarasındaki ilişkinin incelenmesi amaçlanmıştır. Bu doğrultuda, öncelikle yönetsel ve Dönüşümcü liderlik tarzlarıve örgütsel bağlılık kavramıalt boyutlarıyla kısaca incelenerek konunun kavramsal çerçevesi oluşturulmaya çalışılmıştır. Çalışmanın araştırma kısmında ise; Tunceli ve Malatya devlet hastanelerinde görev yapan toplam 148 yardımcısağlık personelinden ebe, hemşire, sağlık memuru, biyolog, laborant, röntgen teknisyeni ve diyetisyen toplanan veriler, istatistikî analize tabii tutulmuştur. Araştırmanın sonucunda; “Yöneticilerin sergiledikleri liderlik tarzlarıçalışanların bağlılıklarınıgerçekten etkiler mi?” şeklinde belirlenmişolan sorunun cevabının “evet” olduğu ortaya çıkmıştır. Liderlik tarzlarından özellikle dönüşümcü liderliğin örgütsel bağlılık üzerinde güçlü bir etkisinin olduğu belirlenmiştir. Araştırma sonuçlarının ve önerilerin, özellikle sağlık işletmeleri yöneticilerine, liderlik tarzlarının birlikte çalıştıklarıinsan kaynağının örgütsel bağlılıklarınıdaha fazla artırma noktasında faydalıolacağına inanılmaktadır., Producing good quality service has been come obligation more than necessity for all organizations in the world which in globalization process more and more. In this process Transformational structure of leadership in organizations that aimed quality, has been changed towards transformational concept. In the times when great changes are experienced, new values rise and in the times when nobody guess the future, we need leaders who can draw new ways. The leadership style which can best suit to this rapid changing is transformational laedership. A transformational laeder has all the beheaviours and characteristics of ‘charismatic effect’, ‘intellectual stimulation’, ‘insprational motivation’, ‘individual support. Important result of transformational leadership on employees one of the organizational commitment. Organizational commitment can be defined as internalization towards the organization, identification, and adopting the organizational objectives as well as the desire to be a member of the organization and the extent to sacrifice. Studies on leadership and organizational commitment behaviors become the issues that are frequently researched by various disciplines such as management, human resource management and behavioral sciences and importance of the concepts is increasing every day. By motivating employees today’s leaders should form healthy environments, in which creativity and commitment are supported, they take pride in their works, and are proud of their successes. A variety of researches emphasize the effectiveness of managers’ leadership behaviors on increasing the organizational motivation of human resources in business enterprises. Employees feeling themselves as a part of the organization, that is, those who work with high organizational commitment are quite important for the business enterprise’s productivity and innovativeness. In creating an organizational commitment this view highlights the necessity of accepting the leadership applications as an important guide. The universe of this research consists of 976 subsidiary health care personnel working at public hospitals in Malatya and Tunceli. The sample on the other hand is composed of 300 people selected randomly. Questionnaire is distributed to 300 people and 4 of them cannot be used since they were not filled completely. Analysis is conducted via data collected from 296 subsidiary health care personnel. This number is found to be statistically significant. In the research, data is collected via distributing a questionnaire with three sections. During the implementation of the survey, participants are informed only to evaluate the present situation and warned not to consider the desired or wanted situations. The first section of the questionnaire contains personal questions such as age, education level, marital status, number of children, and terms of office. The second section of the questionnaire contains Multi-Factor Leadership Questionnaire MLQ to measure employees’ perception of leadership. This leadership questionnaire was first developed by Bass in 1985, and then it is revised via new studies. Bass and Avalio 1999 updated by finalizing it as MLQ 5x. This questionnaire being developed for testing effective leadership has strong validity and reliability in evaluation of leaders’ performance in different national cultures at different organizational levels. MLQ is a survey containing forty-five descriptive statements and measuring leadership styles under four dimensions. These are as follows: Transformational Leadership 20 questions , Transactional Leadership 12 questions , Non-Transactional Leadership 4 questions , Outcomes of Leadership 9 questions . In the third section of the questionnaire, to determine the participants’ organizational commitment level, “Organizational Commitment Scale” developed by Meyer and Allen and used by many researchers is employed. The scale suggested by Meyer and Allen aims to measure three dimensions of organizational commitment, Effective Commitment 6 questions , Continuance Commitment 6 questions , and Normative Commitment 5 questions , with 17 statements in total. Scales are constructed as 5-point Likert scale 1= not at all,...5=frequently, if not always and each category is considered to have equal intervals. For each participant, findings of 5-point scaled-answers above are coded as 5, 4, 3, 2, and 1 for the statements in favor and coded in the reverse order for the statements in opposition, and then arithmetic means of all the answered questions are calculated accordingly. Thus, each participant’s score was calculated. In interpretation of the arithmetic means of research findings, the intervals taken into consideration are as follows: low 1.00 ≤ arithmetic mean ≤2.60 , moderate 2.60 < arithmetic mean≤ 3.40 , and high 3.40 < arithmetic mean ≤ 5.00 . To test whether the means differ from the expected values one sample t test, to identify the correlation between perception of leadership and organizational commitment correlation test is used, and to determine whether arithmetic means differ for demographic characteristics one-way ANOVA and independent sample t-test are used. This study mainly intends to assess the correlation between employees’ perception of leadership and organizational commitment. So, primarily transactional leadership styles, transformational leadership styles and concept of organizational commitment are briefly scrutinized with sub-dimensions and conceptual framework is formed. The result of the research findings indicates that answer of the question “Leadership styles of managers really affect the commitment of employees?” is yes. Of all the leadership styles, the strong influence of transformational leadership on organizational commitment is identified. Statistical analyses indicate high organizational commitment of participants. While the perceptions of transformational and interactive leadership are high, perceptions of non-transactional leadership is moderate. Results point out that participants feel normative commitment at most, and then they feel continuance commitment and effective commitment respectively. This makes it possible to state that, the fact that the participants experience normative commitment at most supports literature. The main reason participants keep working at the organization is not “real desire to stay” but instead it is “obligation”. Findings obtained from the measurements of employee attitudes towards businesses guide managers to determine strengths and aspects to be improved. Organizational commitment has a positive influence on job satisfaction, productivity and service quality and thus it increases consumer satisfaction. All of the researches increase the importance of organizational commitment and state how effective “personal characteristics” are in providing organizational commitment. Besides, they intend to attract attention of managers to those issues. The relations between organizational commitment and leadership style and job satisfaction can be recommended as issues for further research. Research results and recommendations are believed to be useful especially for health care business managers for further increasing organizational commitment of human resources that they work together through their leadership styles

Die Führung hat gerade in unsicheren Zeiten einen besonders hohen Stellenwert, da sie ein zent-rales Bindeglied zwischen Unternehmen und Mensch darstellt. Sie kann jedoch, im Kontext des digitalen Wandels, auf unterschiedlichste Arten interpretiert werden. Häufig genannte Schlagwörter wie „partizipativ“, „agil“ oder „virtuell“ erwecken den Eindruck, dass es darüber hinaus nichts ande-res mehr geben kann. Die Literatur dazu erscheint vielfältig und unstrukturiert. Die Master Thesis soll den Fokus des Lesers auf die wesentlichsten Elemente der Führung im digitalen Wandel rich-ten und damit einen Eindruck vermitteln, welche Aspekte zukünftig priorisiert und welche eher als nachgeordnet angesehen werden sollten. Sowohl ältere und bewährte Literatur als auch neuere und dem aktuellen Zeitgeist entsprechende Literatur wurde verwendet, um dem Leser ein mög-lichst repräsentatives Bild bereitstellen zu können. Da es nicht das Ziel der Arbeit ist, die aktuelle Betriebsrealität abzubilden, könnte der ein oder andere Leser die übliche Betriebsrealität in der Arbeit vermissen. Viel eher ist diese Arbeit als zukunftsorientierter Ansatz zu verstehen, welcher zwar ausgewählte Schwerpunkte einschließt, diese jedoch in ihrem Umfang emergent aus der Li-teratur heraus entstanden sind. Das Literaturreview hat hervorgebracht, dass es für Führungskräfte eher darum geht authentisch aufzutreten, verstärkt menschenorientiert zu handeln und die intrin-sischen Antriebe des Menschen anzusprechen. Es ist erfolgversprechend, wenn die Unterneh-mensziele und die Individualziele ineinanderfließen und Individuen dazu angespornt werden, Höchstleistungen zu vollbringen. Menschenzentriertheit, Ganzheitlichkeit sowie der individuelle und gemeinschaftliche Fortschritt haben sich als zentrale Bausteine moderner Führung herauskris-tallisiert. Des Weiteren kann die Transparenz in der Führung sowohl eine Chance als auch ein Risiko darstellen., Ing.Sergej Schmidt, Masterarbeit Universität Klagenfurt, Universitätslehrgang Business Manager/in 2021, in englischer Sprache

Kuntien johtamisessa ovat läsnä yhtäaikaiset ja risteävät muutosvirrat ja syötteet. Muuttuva yhteiskunta ja sen monimutkaiset ja kompleksiset ilmiöt haastavat kuntajohtamista ja vaativat ratkaisukseen erityistä, vuorovaikutteista johtamisotetta. Kompleksisuutta voidaan jäsentää yhteiskuntaa läpileikkaavana ominaisuutena, joka kehystää koko julkishallintoa ja erityisesti kuntajohtamista näyttäytyen johtamisympäristön epäjohdonmukaisuutena, epävarmuutena, monimerkityksellisyytenä, monitulkintaisuutena, monisidoksisuutena, yhteen kietoutuneina ja kerrostuneina verkostoina sekä lähes kaikkialla näkyvänä moninaisuutena. Tässä tutkimuksessa tarkastellaan kuntajohtamisen vuorovaikutteistumista kertautuvassa kompleksisuudessa. Tutkimuksen tarkoituksena on neljään osajulkaisuun pohjautuen tarkastella sitä, miten edellä esitetyt toiminta- ja johtamisympäristön muutokset vaikuttavat kuntajohtamiseen erityisesti johtajuuteen liittyvän vuorovaikutteisuuden näkökulmasta. Väitöstutkimus etsii vastausta kysymyksiin, miten toimintaympäristön kompleksisuus heijastuu kuntien johtamiseen ja miten johtajuutta rakennetaan kompleksisuudessa? Tutkimuksen tulokset muodostavat tulkinnan siitä, miten kuntajohtaminen muuntuu yhä vuorovaikutteisemmaksi. Vuorovaikutteinen kuntajohtajuus ei rajaudu vain viranhaltijatyönä toteutettuun johtamiseen, vaan vuorovaikutus kietoutuu tiiviisti osaksi myös luottamushenkilötyönä tehtävää poliittista johtamista. Viime vuosikymmenten aikana tapahtunut toimintaympäristön muutos heijastuu kuntajohtamiseen monin tavoin. Kuntarajojen liudentuminen, valtion ja kuntien välisten suhteiden viileneminen, kuntalaisten muuttunut rooli osallistuvista kuntalaisista vaativammiksi asukkaiksi ja paikallispolitiikan pirstoutuminen ovat muuttaneet johtamisen kokonaisuutta yhä monimutkaisemmaksi ja kompleksisemmaksi. Perinteisten valtakoalitioiden hajoaminen ja yhden asian liikkeet protestiryhmittymineen haastavat johtamista ja heikentävät politiikan ennakoitavuutta. Tämän seurauksena poliittinen johtajuus kehittyy ja sitä kehitetään vuorovaikutteisemmaksi. Vuorovaikutusta hyödynnetään toimintaympäristön pirstoutumisen hallintana sekä yhtenäisyyden ja ennakoitavuuden varmistamiseksi. Alati muuntuvat yhteistyösuhteet ovat korvanneet vakiintuneet valtaeliitit ja yhteistyökumppanit, ja näitä yhteistyösuhteita kuvaa tilannesidonnaisuus. Kuntajohtajuus näyttäytyy mitä suurimmissa määrin liikkeenä näiden lukuisten vuorovaikutteisten toimijuuksien välillä. Erilaisten toimijuuksien hallitsemisen merkitys syntyy luottamuksen rakentamisen tarpeesta ja sosiaalisen pääoman hyödynnettävyydestä. Luottamus ja sosiaalinen pääoma näyttävät kasautuvan vuorovaikutuksellisessa ja neuvottelevassa ilmapiirissä. Johtajuus rakentuu reunaehtojen, toimintatapojen sekä odotusten tunnistamisella ja niiden tarkoituksenmukaisena tulkintana. Vuorovaikutuksella on keskeinen merkitys tulevaisuuden johtajuuspotentiaalin kannalta. Vuorovaikutteistuva kuntajohtaminen muovaa kuvaa johtajuudesta vuorovaikutteisena toimijuutena, ja nostaa esiin eri toimijoiden välisen vuoropuhelun mahdollistamisen ja tukemisen vastauksena kompleksisen toimintaympäristön haasteisiin. Vaikutusvaltaa vahvistetaan tukemalla muiden välistä vuorovaikutusta ja siten edistämällä tiedon leviämistä sekä korostamalla kollektiivista näkökulmaa ongelmien ratkaisuissa yksilöllisten tai rajatun intressiryhmän edun sijaan. Siten vaikutusvaltaa on mahdollista kasvattaa muodollista asemaa laajemmaksi. Johtajuus näyttäytyy vaikuttamisen prosessina, jolloin käytännössä johtaminen on jatkuvaa ja toistuvaa johtajuuden edellytysten rakentamista. Monen suuntainen kompleksisuus on asemoitunut kiinteäksi osaksi kuntajohtamista ja lisännyt vuorovaikutustarpeita moninkertaisiksi. Vuorovaikutuksesta ja sen hyödyntämisestä on tullut keskeinen kuntajohtajuutta muovaava elementti. Tutkimuksen tuloksia voidaan tulkita siirtymänä johtajapositioista kohti vuorovaikutteista kuntajohtamista, mikä tukee käsitystä johtajuudesta kollektiivisena toimijuutena monien toimijoiden verkostossa. Yksilöllisten johtamiskompetenssien sijaan huomio kääntyy sosiaalisiin prosesseihin, vuorovaikutteiseen johtamiseen. Riittävän ymmärryksen saavuttamiseksi on hyödynnettävä kollektiivisesti syntyvää tulkintaa tulevaisuuden suunnasta, toimintavaihtoehdoista ja tavoitteista. Monitoimijuus ja prosessuaalisuus asemoituvat johtajuuden keskiöön. Vallitsevassa kompleksisuudessa johtaminen tapahtuu muovaamalla vuorovaikutuksen edellytyksiä. Kompleksisessa toimintaympäristössä on hyödyksi, että vaikutusvallan ohella myös vastuu erilaisten syötteiden hyödyntämisestä ja johtamisesta on yhä enemmän jaettua. Kuntajohtajuuden tehtävänä on mahdollistaa toimintaan osallisten oppimista, luovuutta, tukea sopeutumiskykyä ja tiedonjakamista. Fokuksessa on toiminta yhteenkokoavana voimana ja koordinaattorina tosiasiallisen suorittamisen sijaan. Simultaneous and intersecting flows and information feeds are encountered in the management of municipalities. This complexity is a societal feature that frames the entire public administration, particularly the context of municipal leadership. Complexity manifests as inconsistency, uncertainty, ambiguity and intertwined and layered networks of a management environment. It also occurs almost everywhere. Increased complexity in an operating and management environment is reflected in the development of municipal management. A changing society and its complex phenomena require a special leadership approach as a solution. In consideration of the above-mentioned issues, this study examined the interactivity of municipal management in a stratifying complexity. On the basis of four sub-publications, this research was aimed at exploring how changes in an operating and management environment affect municipal management, especially from the perspective of leadership-related interactivity. This doctoral thesis also sought to shed light on how municipal leadership evinces the complexity of a municipal operational environment and how municipal leadership is constructed in complexity. The results form a description of how municipal management is becoming increasingly interactive. That is, interactive municipal leadership is not limited to management carried out as administrative work but is also closely intertwined with political leadership. Changes in operating environments over the past decades have affected municipal management in many ways. The dissolution of municipal boundaries, the cooling of relations between the state and municipalities, the altered role of residents from participating community members to more demanding residents and the fragmentation of local politics have rendered the overall picture of management progressively complex. The disintegration of traditional power coalitions and the emerging single-issue movements, with their protest groups, challenge leadership and increase the unpredictability of politics, thereby also developing political leadership. Interaction is used to manage the fragmentation of operating environments and ensure unity and predictability. Ever-transforming work relationships have replaced historical regimes and established partnerships, and cooperative alliances are now described by situationality. Municipal management appears, to a large extent, as a movement between these numerous interactive activities. The importance of managing different activities arises from the need to build trust and social capital, which seem to accumulate in an interactive and negotiating climate. Leadership is built on identifying a framework’s conditions, ensuring the suitability of operating methods and expectations and interpreting them appropriately. Interactive municipal management shapes the image of leadership as an interactive agency in response to the challenges presented by a complex operating environment. Interactive municipal management is also defined by action as a supporter of dialogue between other parties. Influence is strengthened by supporting interaction between others, thus promoting the dissemination of information and highlighting the collective perspective in problem solving rather than focusing on the interests of individual or limited-interest groups. These outcomes pave the way for increased influence beyond a formal position. Leadership is regarded as a process of influence, in which this role is a continuous and repetitive building of leadership conditions. Multi-directional complexity has become an integral part of municipal management and has elevated interactional needs many times over. The use of interaction has become a key shaper of municipal leadership, both at the administrative and political levels. The results of this study can be interpreted as a shift from managerial positions towards interactive leadership, which supports the concept of leadership as a collective activity in a network of many actors. Instead of a concentration on individual management actions, attention turns to social processes and interactive leadership. To achieve sufficient understanding, a collective interpretation of future directions, policy options and objectives must be carried out. Multi-functionality and processing lie at the heart of leadership. Under prevailing complexity, leadership takes place by shaping conditions for interaction. In a complex operating environment, a useful measure in addition to influence is the increased sharing of responsibility for utilising and managing different feeds. The role of leadership is to enable learning, creativity, support adaptability and knowledge sharing among those involved. The focus of municipal leadership is to act as an assembling force and coordinator instead of an individual performer.