This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)

Authenticity is a positive psychological construct often described as being true to oneself, and being authentic means displaying behaviour and expressing oneself in a manner that is consistent with the true self. The aim of this research was to explore managerial experiences of authenticity in the workplace. Purposive sampling was used to select five managers to participate in the study. Data was gathered using semi-structured interviews and data analysis revealed four main themes and related sub-themes. Key findings include that managers construct authenticity as being true to oneself, and that their authenticity is facilitated by contextually appropriate behaviour, the manifestation of multiple selves and open, structured work environments. Barriers to authenticity include interpersonal judgement, limitations on self-expression, leader power and authority, organisational culture and irregular work practices. Being authentic was found to have a positive impact on intrapersonal and interpersonal relations, whilst inauthentic behaviour had negative consequences at both levels. / Industrial and Organisational Psychology / M. A. (Industrial and Organisational Psychology)

Text in Afrikaans / Die doel van hierdie navorsing is om te bepaal tot watter mate waargenome leierskapvaardighede van die middelvlakbestuurders in 'n provinsiale hospitaal, 'n voorspeller is van topprestasie. Vanuit die literatuuroorsig word leierskapteoriee, die veranderende konteks van leierskap, leierskapstrategiee en -vaardighede bespreek. Die rasionaal vir topprestasie, visie in topprestasie-organisasies en die beginsels van topprestasie word ook bespreek. Die navorsingsontwerp is 'n beskrywende studie en maak gebruik van 'n gestratifiseerde ewekansige steekproef. Die leierskapvaardigheidsvraelys (Charlton, 1991) is vir die meet van die leierskapvaardighede gebruik en die PA VE-vraelys is gebruik vir die meet van die vlak van topprestasie in die organisasie-eenheid. Die resultate vertoon bemagtiging as die vemaamste voorspeller van topprestasie by die middelvlakbestuurders. Toekomstige navorsing kan temas insluit soos die rol en potensiaal van 'n gedeelde visie, volharding, en werkstevredenheid. Relevante sleutelwoorde is transformerende leierskapvaardighede, topprestasie, bemagtiging en middelvlakbestuurders. / The aim of this research is to determine to what extent perceived leadership competency of the middle level manager in a provincial hospital, is a predictor of peak performance. The literature highlights leadership theories, the changing context of leadership, leadership strategies and competencies. The rationale for peak performance, vision in peak performing organizations and the principles of peak performance are also discussed. The research design is a descriptive study which uses a stratified randomized sample. The leadership competence questionnaire (Charlton, 1991) is used to measure the leadership competencies. The PA VE questionnaire is used to measure the level of peak performance in the organizational unit. The results indicate empowerment as the most prominent predictor of peak performance of middle level managers. Future research may include the role and potential of a shared vision, determination and work satisfaction. Relevant keywords are transformational leadership competencies, peak performance, empowerment and middle level managers. / Industrial and Organisational Psychology / M.Com. (Bedryfsielkunde)

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial & Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial and Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Authenticity is a positive psychological construct often described as being true to oneself, and being authentic means displaying behaviour and expressing oneself in a manner that is consistent with the true self. The aim of this research was to explore managerial experiences of authenticity in the workplace. Purposive sampling was used to select five managers to participate in the study. Data was gathered using semi-structured interviews and data analysis revealed four main themes and related sub-themes. Key findings include that managers construct authenticity as being true to oneself, and that their authenticity is facilitated by contextually appropriate behaviour, the manifestation of multiple selves and open, structured work environments. Barriers to authenticity include interpersonal judgement, limitations on self-expression, leader power and authority, organisational culture and irregular work practices. Being authentic was found to have a positive impact on intrapersonal and interpersonal relations, whilst inauthentic behaviour had negative consequences at both levels. / Industrial and Organisational Psychology / M. A. (Industrial and Organisational Psychology)

Little interest has been shown in the leadership of voluntary providers of informal education for young people. This is true of one of the largest providers: the Scout Association. The thesis examines the nature, diversity and sources of the knowledge and understanding of leadership of Scout Association leaders in one English Midlands city. The understanding is compared with contemporary ways of understanding leadership in education using a typology established by Gunter and Ribbins (2003) and Gunter (2005). The impact of leader training on the understanding of leadership and its perceived effect on leader performance is explored. A case study methodology is used including a questionnaire method supported by documentary evidence and drawing on personal experience. Data analysis involves factor analysis, analysis of variance and Chi-square tests. Findings indicate that leadership is understood in terms of inclusion and success and has an ethical basis pointing to a belief in shared leadership. Variations in this understanding exist amongst different groups. Understanding of leadership mainly comes from sources within the Association. There is a degree of uncertainty amongst leaders about the impact of leader training. Leadership is interpreted in a range of ways as described by the Gunter and Ribbins (2003) and Gunter (2005) typology. The findings could have implications for how the Association develops an understanding of leadership in the future and could influence the thinking and decision making of all leaders in the Association, in particular training managers and trainers from local to national levels of the organisation. The findings may also have implications for researchers interested in the impact of market forces on leadership in the formal education sector.

The aim of this quantitative study was to determine the relationship between authentic leadership (AL) and organisational commitment (OC) in a State hospital in South Africa. In this study AL was measured by means of the Authentic Leadership Questionnaire (ALQ) while OC was measured by the Organisational Commitment Questionnaire (OCQ). The self-report paper-and-pencil questionnaires were administered to a convenience sample of 222 participants in a State hospital in South Africa. The ALQ produced a Cronbach alpha coefficient of 0.815, while the OCQ produced a Cronbach alpha coefficient of 0.891, both of which were considered adequate for the purpose of the current study. Results indicated that there is a statistically significant positive relationship between Overall AL and Overall OC (r = 0.19, p ≤ 0.05). Results also indicated a statistical significant positive correlation between Overall AL and the three OC dimensions, namely Affective Commitment (r = 0.12, p ≤ .05), Continuance Commitment (r = 0.13, p ≤ .05) and Normative Commitment (r = 0.20; p ≤ .05). All the correlation coefficients obtained, although statistically significant at the 0.05 level, were of small practical effect, ranging from a low of 0.12 to a high of 0.20. These small correlations indicate that the relationships between the variables were weak, despite being statistically significant. The results of the regression analysis conducted indicated that AL accounted for a statistically significant amount of variance of Overall OC (adjusted r2 = 0.03, F (1.218) = 8.38, p ≤ 0.05), and of one of its three dimensions, namely Normative Commitment (adjusted r2 = 0.04, F (1.218) = 9.52, ρ ≤ 0.05). However, AL was unable to significantly predict the two dimensions of Continuance Commitment and Affective Commitment. Although two of the regression scores obtained in this study were statistically significant, the amount of variance they explained was extremely small, ranging from a low of 3% to a high of 4%. These results indicate that AL can predict the Overall OC and the Normative Commitment of a sample of participants in a State Hospital in South Africa. Limitations of the empirical study were the small sample size that was used in this study (n = 222), and the fact that the study was conducted in a single State Hospital, making the generalisation of results to other State or Private Hospitals in South Africa problematic. It was also recommended that due to the importance of AL as a contemporary approach to leadership, it should be studied further to determine its relationship with other organisational variables besides OC. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)