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)

Most industries are confronted with increasingly volatile environments that consist of rapid change and unpredictable dynamics. These factors require a particular leadership style that is capable of dealing with complexity. The suggested alternative leadership paradigm is based on the ideas of quantum mechanics, complexity theory and relativity theory; thus referred to as Einsteinian-Quantum leadership paradigm. To establish whether such leadership paradigm is emerging in volatile environments, semi-structured interviews and multiple surveys were distributed to managers and leaders in the international airline industry. Based on the results, a Quantum Leadership Matrix (QLM) was established to test for the level of quantum leadership behaviour in the selected industry and assist in identifying gaps between Newtonian-Cartesian and Einsteinian-Quantum characteristics in order to develop sustainable leadership models. The QLM and surveys indicated that managers and leaders still resist in a transition phase where both Newtonian-Cartesian and Einsteinian-Quantum leadership characteristics can be observed simultaneously. / Business Management / M. Com. (Business Management)

No abstract available / Business Leadership / Ph. D. (Business Leadership)

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

No abstract available / Business Leadership / Ph. D. (Business Leadership)

The main purpose of this study was to determine the positive relationship between transformational leadership and organisational culture using a sample of 238 employees of a military organisation. A secondary objective was to determine whether individuals from different race, position and age groups differ significantly in perception regarding transformational leadership and organisational culture. The instruments used in the study were the Leadership Profile Inventory and the Organisational Culture Inventory. The results of the empirical study indicated that there was a significant statistical positive relationship between transformational leadership and the constructive dimension of organisational culture. The findings also indicated that demographic groups differ significantly in perception regarding transformational leadership and organisational culture. It is recommended that interventions aimed at leadership development and organisational culture change take into consideration the relationship between transformational leadership and organisational culture. This study is concluded with recommendations for industrial and organisational psychology practices and further research. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)

This study explored the relationship between leadership styles and organisational climate by means of quantitative research. Data from an organisational climate survey was used during the analysis. The results indicate that there was a positive correlation (0,749 at the 0,01 level) between leadership styles and organisational climate, thus supporting the research hypothesis. A standard multiple regression analysis was conducted and three leadership styles were found to predict 55,6% of the variance in organisational climate. The Authoritative leadership style made the largest unique contribution to the variance in organisational climate. The interaction between biographical and organisational variables and leadership styles and organisational climate was studied by means of t-tests and ANOVAs. Although statistically significant differences were found, these terms were of little practical significance and the effect sizes were generally small. The study concludes with recommendations for Industrial and Organisational Psychology practices and further research. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This research comprised an investigation into the relationship between transformational leadership and organisational creativity. The overall aim of the research was to determine whether creativity in organisations can be linked to transformational leadership behaviours. A literature review was done to conceptualise transformational leadership and organisational creativity and to identify the theoretical relationship between these concepts. During the investigation it was found that a relationship does exist between transformational leadership and organisational creativity. A one-way ANOVA analysis and post hoc analysis were performed to address the empirical research questions. The descriptive statistics were analysed in terms of senior management and middle management, and their raters. The data analysis revealed that the research results were largely supportive of the theoretical research findings on the relationship between transformational leadership and organisational creativity. With regard to senior management, it was found that most raters rated their teams as creative, despite the fact that a relationship between transformational leadership and organisational creativity could not be determined due to the small sample size. With regard to middle management, it was found that a correlation existed between inspirational motivation, idealised influence (attributes and behaviour) and organisational creativity. It was further found that there was a correlation between senior management’s perceptions of their transformational leadership attributes and their direct reportees’ perceptions. There were significant differences between middle managers’ perceptions of certain elements of transformational leadership and that of their direct reportees. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The study sought to establish the effect of age, gender, job level and race on attitudes towards affirmative action. A research was conducted in a government organisation in the security cluster in one of the provinces in South Africa. Findings indicated that men and women’s disposition towards affirmative action was positive. Employees at different job levels and varying age groups were also positive towards affirmative action in general. There were significantly lower numbers of white participants and those on senior management levels such that this cannot be objectively reported. The generally positive regard employees have towards affirmative action is good for the organisation if it wants to build a cohesive culture that is non sexist and does not discriminate on the basis of job level and age. / Industrial and Organisational Psychology / (M. Com. (Industrial and Organisational Psychology))