The primary aim of this study was to determine the relationship between the practice of transformational leadership and a high-performance culture.The study hypothesized a positive relationship between transformational leadership and a high-performance culture. It also examined the predictive value of transformational leadership behaviours to the different dimensions of a high-performance culture. The survey included a sample of 209 leaders fromvarious South African organisations. The Multifactor Leadership Questionnaire (MLQ5X Form 5X) was completed by these leaders and their subordinates. The High-performance Culture Questionnaire was completed by the subordinates only. Findings indicated positive correlations between transformational leadership and a highperformance culture. Furthermore, differences were found to exist in the predictive value of transformational leadership behaviours to the various dimensions of a high-performance culture. The theoretical and practical implications of these findings were discussed. / Dissertation (MCom)--University of Pretoria, 2016. / tm2016 / Human Resource Management / MCom / Unrestricted

The subject matter of this thesis is governance principles in global management concepts and the application of such principles by managers at a local level. The thesis includes a case study on a foreign-owned Swedish group of companies that has introduced the management concept of High Performance Culture in all of its consolidated group countries. Global management concepts usually originate from the United States and make use of neorational governance principles. High Performance Culture is a management concept that puts increased performance and individualisation in the foreground. In addition, the concept advocates co-determination and self-development. The governance principles further promote employee autonomy orientation and self-development in addition to a leader-centric approach. The case study results indicate a discrepancy in the requirements of the governance principles of the management concept, highlighting the various dimensions of cultural layers and values to which managers in the same organisation are subject. The same values had an effect in different ways on the managers’ interpretation and handling of the management concept. This interpretation and handling of the management concept tools led to an implementation that partially opposed what the French management team and management concept advocated. The managers choosing to oppose the governance principles of the management concept can be seen as an example of modern individualism, according to which people are increasingly questioning rigid and hierarchic authority while showing initiative and assessing one’s own personal work. Hence, the values of modern individualism can act as a counterforce to neorational governance principles. / <p>Akademisk avhandling för avläggande av doktorsexamen i Arbetsvetenskap, som med tillstånd av Fakultetsnämnden vid Fakulteten för humaniora och samhällsvetenskap, vid</p><p>Karlstads universitet framläggs till offentlig granskning fredagen den 25 oktober 2013 kl. 13.00, sal C203, Högskolan i Borås.</p>

The subject matter of this thesis is governance principles in global management concepts and the application of such principles by managers at a local level. The thesis includes a case study on a foreign-owned Swedish group of companies that has introduced the management concept of High Performance Culture in all of its consolidated group countries.  Global management concepts usually originate from the United States and make use of neo-rational governance principles. High Performance Culture is a management concept that puts increased performance and individualisation in the foreground. In addition, the concept advocates co-determination and self-development. The governance principles further promote employee autonomy orientation and self-development in addition to a leader-centric approach.  The case study results indicate a discrepancy in the requirements of the governance principles of the management concept, highlighting the various dimensions of cultural layers and values to which managers in the same organisation are subject. The same values had an effect in different ways on the managers’ interpretation and handling of the management concept.   This interpretation and handling of the management concept tools led to an implementation that partially opposed what the French management team and management concept advocated.    The managers choosing to oppose the governance principles of the management concept can be seen as an example of modern individualism, according to which people are increasingly questioning rigid and hierarchic authority while showing initiative and assessing one’s own personal work. Hence, the values of modern individualism can act as a counterforce to neo-rational governance principles. / Avhandlingen studerar styrningsprinciper i globala managementkoncept samt hur de översätts av chefer på lokal nivå. En fallstudie har genomförts i ett svenskt utlandsägt företag där managementkonceptet Högpresterande kultur har införts i koncernens samtliga länder. Högpresterande kultur är ett globalt nyrationellt managementkoncept med ökad prestation och individualisering i förgrunden. Men konceptet förordar även medbestämmande och självutveckling. Av resultatet framgår att i kraven från managementkonceptets styrningsprinciper uppstod en krock som synliggjorde olika dimensioner av kulturella lager med värderingar som cheferna omfattades av, i en och samma organisation. Organisatoriska identiteter på skilda nivåer och funktioner, med skillnader i värderingar, påverkade hur cheferna översatte och hanterade managementkonceptet. Även utlandsägandet var av betydelse för genomslaget. Cheferna tog till sig styrningsverktygen då de gav sken av medarbetarorienterade styrningsprinciper. En krock uppstod dock med ledarcentrering inbäddad i konceptets verktyg. Chefernas val att gå emot konceptets styrningsprinciper skulle kunna tolkas i enlighet med en modern individualism. Den säger att människor i allt högre utsträckning ifrågasätter rigida och hierarkiska auktoriteter, samt tar egna initiativ och gör egna bedömningar i arbetet. Den moderna individualismens värderingar skulle således kunna stå som en motkraft till nyrationalistiska styrningsprinciper.

Purpose - ​The purpose of this thesis is to examine the organisational culture at the case company to find out whether or not Human lean can contribute to a high performance culture. Methodology - ​A qualitative study was conducted with a case study as the basis for investigating the company's organizational culture. The empirical data was collected by semi-structured interviews with the staff of the company. Findings - ​The empirical study first presents a summary based on the respondents' responses and thereafter displays the case company in comparison to the characteristic features and behaviours of high performance cultures. Lastly, the study shows howHuman lean, with the help of visual management, KASAM and continuous improvements, can contribute to a high performance culture. Contribution - ​This study tests existing theory in a new context and presents a scientific gap on how Human lean can contribute to a high performance culture. / Syfte - ​Syftet är att undersöka organisationskulturen på fallföretaget för att se om Human lean kan bidra till att skapa en high performance kultur. Metod - För att undersöka fallföretaget organisationskultur har en kvalitativ studie genomförts med fallstudie som grund. All empiri har utformats utifrån semistrukturerade intervjuer med personalen på fallföretaget. Resultat - I studiens empiri presenteras först en sammanställning utifrån respondenternas svar för att sedan jämföra hur fallföretaget förhåller sig till de karaktäristiska dragen och beteendena high performance culture erhåller. Avslutningsvis visarstudienhurHumanlean med hjälp av visuell styrning, KASAM och ständiga förbättringar bidrar till en high performance culture. Bidrag - Denna studie testar befintligt teori i ett nytt kontext och framför ett vetenskapligt gap om hur Human lean kan bidra till en high performance culture.