Greta Thunberg and the Generation of Moral Authority: A Systematic Literature Review on the Characteristics of Thunberg’s Leadership

Numerous efforts have been made by political leaders worldwide to prevent further climate change and develop sustainable solutions. However, due to conflicting political positions and the complex solutions required, attempts to limit climate change have proven largely ineffective. For these reasons, a new kind of environmental change leader is needed to catalyze significant societal transformation. In recent years, Greta Thunberg has become a major spokesperson for environmental issues, mobilizing people worldwide to act against climate change. Utilizing a theoretical framework based on transformational leadership and moral authority, this article discusses, by means of a systematic literature review, the characteristics of Thunberg’s leadership. Using the PRISMA protocol, data were collected from various national and international media sources. With the assistance of ATLAS-ti.v.9 Scientific Software Development GmbH, Berlin, Germany, qualitative deductive content analysis was performed to analyze the data. In this review, we discuss how Thunberg embodies five characteristics that are typical of moral authority, thereby becoming a transformational leader who influences the possibility of preventing climate change and promotes more sustainable solutions. This article concludes that it is through the characteristics of moral authority that Greta Thunberg has become a global transformational leader for those defending the natural environment.

The Role of Leadership Style in Fostering Creativity in the Workplace

The success of a business in the face of competition is inextricably linked to the ability of a transformational leader to foster a climate of creativity in the workplace. This study presents the findings of an analysis of the role of transformational leaders in fostering a climate of creativity in organizations. Multiple regression analysis is used to analyze data collected from respondents who are randomly selected from employees at several companies and then processed using the SmartPLS application. The researcher developed an instrument for the variables transformational leadership and climate of creativity based on several instruments used in previous research. The findings indicate that there is a strong correlation between transformational leadership and a climate of creativity, implying that transformational leadership plays a critical role in fostering creativity in the workplace.

Leadership Achievements in Extreme Situations

Organizational leadership requires developing an understanding of your own worldview as well as the worldviews of others. The worldview is a composite image created from the various lenses through which individuals view the world. It is not the same as the identity, political stance, or religious viewpoint, but does include these things. It incorporates everything an individual believes about the world, combining the tangible and the intangible. The individual’s worldview is defined by that individual’s attitudes, opinions, beliefs, and the outside forces the individual allows to influence them. The worldview is the “operating instructions” for how the individual interfaces with the world. One who does not take into consideration how individuals interface with the world is in a much weaker position to lead these individuals. Furthermore, the organizational leadership requires an understanding of the composite worldview of the organization, which consists of the many diverse and sometimes conflicting worldviews of the individuals within that organization. Keywords: Professional experience, transformational leader, leadership interpretations, game norms.

Job Satisfaction and the Perception of Managers as Transformational Leaders: Examining the Role of Ethnicity and Other Demographic Characteristics of Employees in Multi-ethnic Teams

There is a lack of consensus regarding the impact of personal factors, such as ethnicity, on job satisfaction in employees working in multi-ethnic teams. Globalization has led to an increase in the heterogeneity in team members’ characteristics. Therefore, organizations are interested in identifying effective ways to manage such teams. Transformational leadership has been proven effective in managing teams to reach organizational goals. Accordingly, the present study aimed to examine the impact of ethnicity and other demographic characteristics on employees’ job satisfaction and their perception of their manager as a transformational leader. The sample comprised 115 mid-level employees from three US-based multinational technology firms. Data were collected using a questionnaire that included the Leadership Practices Inventory, the Job Satisfaction Survey, and items on participants’ demographic characteristics. Analysis included parametric or non-parametric statistics and correlations. Findings revealed a high job satisfaction level and a high tendency to perceive one’s manager as a transformational leader. No significant differences were observed based on demographic characteristics, while job satisfaction and perception of the manager as a transformational leader were correlated positively. These findings suggest that the transformational leadership style may be conducive to the effective management of heterogeneous groups.

The Transformational Leader

This chapter provides the reader with background and discussion regarding the transformational leadership model developed by James MacGregor Burns in 1978. The theory was further refined by Bernard Bass through the 1980s and 1990s and has become a hallmark for leaders who wish to embrace change and improve their organization's performance. Collaboration, empathy, trust, and a genuine concern for all employees or followers in the organization are vital to the success of the transformational leader. A comparison of the theory of instructional leadership to transformational leadership provides the reader with an understanding of the differences between these leadership models. Discussion shifts to focus on how trauma negatively affects employees and organizations and how the elements and practices of transformational leadership can work to bring healing and wholeness to school communities and weather the potentially negative effects that change has on a learning community.