Aus Punkt 1: "Häufig werden die in virtuellen Unternehmen (vgl. z. B. Tjaden 2003) abzuwickelnden Produktions- und Dienstleistungsprozesse von firmenübergreifenden Mitarbeiterteams übernommen. Damit stellt sich die Frage nach der Führung dieser Mitarbeiter, die aus den beteiligten Firmen bzw. Organisationseinheiten entsendet werden und sich möglichst so verhalten sollen, dass der Teamerfolg gesichert werden kann. In der Literatur zur Mitarbeiterführung in virtuellen Unternehmen werden vornehmlich zwei gegensätzliche Aspekte behandelt. Einerseits wird angenommen, dass in virtuellen Unternehmen Führung von Mitarbeitern nicht notwendig ist (z. B. Picot; Reichwald; Wigand 2001/Scholz 1998). Mitarbeiter erstellen gemeinsam und gleichberechtigt in einem Team die Leistung. Führung erübrigt sich bzw. wird den Mitarbeitern überlassen, die selbstständig beispielsweise die Koordination der Arbeitsaufgaben übernehmen."

Thesis (M.Admin. (Administration and Management)) -- University of Limpopo, 2022 / The local government is the first level of government closest to the people, and it is required under the 1996 Constitution of the Republic of South Africa to meet the needs of the people in their designated areas. Political and administrative leadership in the municipalities is entrusted with the responsibility of providing public services and managing government resources. Existing literature exhibits that municipal leaders possess certain characteristics that if effectively implemented, may effectively meet the needs of the people. With a distinct focus on Greater Giyani Local Municipality in Limpopo Province, the current study investigates the role of leadership in service delivery in South African municipalities. This study adopts “theory triangulation” as the theoretical points of departure due to its utilisation of four leadership theories (Servant, Transformational, Situational & System leadership theories). Municipal leadership in the Greater Giyani is expected to serve the public by providing high-quality service to the communities. To fulfil the purpose of this study, a mixed method research approach is adopted, which incorporates qualitative and quantitative methods. A questionnaire was used to collect quantitative data whereas interviews and document analysis were utilised to collect qualitative data. The collected data was then analysed through statistical package for social science. The findings of the study reveal that political and administrative leadership play a role in facilitating service delivery. However, there are also government issues that have to be considered in relation to service delivery, such as insufficient development training programs, and unqualified administrators. Aspects such as lack of understanding and compliance, poor public participation, and lack of adherence to work ethics are found to be amongst factors which hamper service delivery. This study submits that policy makers and managers in the municipalities should be trained in managerial skills. Additionally, the municipal leadership should always adhere to policies related to work ethics and procurement processes. The study also concludes that policy makers and senior managers in the municipalities need to develop relevant policies and strategies to enhance the role of leadership in service delivery in the municipalities.

Thesis ( M. Tech. (Public Management )) - Central University of Technology, Free State, 2013 / Traditional Leaders (Chiefs) historically served as “governors” of their communities with authority over all aspects of life, ranging from social welfare to judicial functions. The Basotho generally hold Chiefs in high esteem, continue to turn to them for assistance when conflict arises, depend on them for services, such as birth and death registration and regard them as integral and relevant role-players in local governance. Although many countries in Africa maintain a system of Traditional Leadership and many have incorporated Traditional Leaders into democratic forms of government, a concern exists in some quarters that Chieftainship in Lesotho may present a challenge to democratic governance and development. Similarly, local government structures created by the current decentralisation processes are perceived by many as deteriorating the authority of Chiefs. According to the Constitution of Lesotho, 1993 (Act 5 of 1993), the co- existence of the Chiefs and local Councils are legitimised. Under the legislation governing this process (the Local Government Act, 1997 (Act 6 of 1997), some of their powers and functions have been transferred to local government structures. The major sources of conflict between Chiefs and Councillors appear to be uncertainty and confusion around roles and functions of the various role-players created by the legislative and institutional framework and the loss of power and status that many Chiefs feel. Some of this confusion may be a deliberate form of resistance to the changes, but it is apparent that legislative clarity is required and that the roles and functions of all role- players need to be clearly defined and understood if development is to take place in a coordinated way. The inclusion of two Chiefs in each Community Council as well as two in District Municipalities would seem a genuine attempt to ensure that Chiefs are not marginalised in this modern system of local governance in Lesotho. The high proportion of Traditional Leaders (Principal Chiefs) in the Senate is a clear indication of the pre-eminence of the institution of Chieftaincy (Traditional Leadership) in Lesotho. On the other hand, the National Assembly is completely elected and consists of 120 members, elected through the so-called Mixed–Member-Proportional representation model. Although Chieftaincy is part of this organ of the state, it has limited powers in the legislative process and general decision-making processes outside Parliament. These powers are instead a jurisdiction of the elected representatives in the National Assembly. A similar set up exists at the local government level where Councillors enjoy decision-making powers with Chieftainship structures, such as the village, area and ward Chiefs role being ambiguously defined. It is very clear that the co-existence of the two institutions is a very crucial and challenging one. This co-existence has raised a number of political, developmental and conceptual problems and problems and challenges that have not been adequately addressed, let alone resolved. One of the problems is the anomalous situation in which people are simultaneously citizens of the state and subjects of the Chiefs. Other challenges include, amongst others, contradicting legislation, revenue constraints, a lack of human resource capacity, poor stakeholder management, the increasing rate of HIV/Aids in Lesotho, and so forth. Possible causes of these challenges had been investigated as well as how they can be managed or minimised in order to enable Chiefs to play an effective role in a modern democracy. With this research study an attempt was made to explore the role of Traditional Leaders in the current system of local government in Lesotho and how to improve Chieftainship as a strategy to complement governance at the grassroots level. The term “Chiefs” is used in this research study as synonymous to Traditional Leaders, because it is the term used in all legislation dealing with Traditional Leaders in Lesotho and it includes Principal Chiefs, Area Chiefs, Chiefs and Headmen, unless the context clearly indicates otherwise.

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2006. / Though the Maganja da Costa District in Mozambique has potential for the development of natural resources, the District is neither economically self-reliant nor empowered and is the poorest within the country. Thus, the research question set for this study is: What are the main factors that inhibit poor people in the study area from effectively using local resources for their livelihoods and what possible alternatives could enable them to achieve economic empowerment? In an attempt to answer the question, the following aspects were investigated: the systems of local resources, product and indigenous knowledge use and management; the local mechanisms of acquiring and sharing information, knowledge and skills; the obstacles to acquiring and sharing information, knowledge and skills; the influence of such obstacles on the management of local resources and livelihood strategies, as well as on the community’s organisational, leadership and entrepreneurship capacity. An exploratory study was conducted in the study area using the qualitative method, involving participatory action research. A comparative literature review and field work was conducted in order to collect the data. Raw data were collected in two phases: While pilot research took place over 5 days, more extensive research took place over 21 days. During the extensive research, in-depth household interviews were conducted, using semi-structured personal interviews, focus group interviews and discussions, direct observations and cross-checking methods employing a sample size of 101 respondents randomly selected and 10 key informants. The Statistical Programme of Social Science (SPSS) was used to process and analyse the raw data. The results show that the main factors that inhibited poor people in the study area from effectively using local resources and products for their livelihood were: i) a lack of knowledge, skills and talents; ii) the inadequate mechanisms in place for sharing local information, knowledge and skills; iii) the ineffective community organisation and leadership; iv) a lack of entrepreneurship skills and capabilities; v) the inadequate existing infrastructure, transport and trading systems; vi) a low level of partnership and networking; vi) a disruption of socio-cultural cohesion; and vi) inadequate mechanisms for planning, implementation and management of local development strategies, programmes and projects by local government. Most of the government’s development strategies in Mozambique focus on economic growth, which does not necessarily entail the economic empowerment of poor people. The role of traditional leadership has been neglected, which has resulted in the disruption of traditional values and belief systems that might otherwise have positively contributed to socio-cultural cohesion. The role that community building could play in assisting poor people in the study area to establish common values, and to develop collective goals and actions, should enable them to acquire and/or share information, knowledge, skills and talents in such a way as to strengthen themselves. Such strengthening of organisational, leadership and entrepreneurship capacities and skills could significantly contribute to attaining economic self-reliance, poverty alleviation and sustainable development, if the community building approach were to be adequately applied. Additional research is required in order to identify appropriate mechanisms for making further advances in applying such an approach in rural Mozambique, especially in the study area.

The Community Service Organization, a grassroots social service agency that originated in Los Angeles in the late 1940s, is generally identified by its male leadership. Research conducted for the present oral history, however, indicates that Mexican American women were essential to the founding of the organization, as well as to its success during the forty-six years it was in operation. This paper is a history of the founding of the CSO based on interviews with eleven Mexican American women and one Mexican American man, all of whom were founding members.

This study is concerned with discovering relationships between community power structures and economic growth. The economic growth in selected Northeast Texas counties and their major cities is compared with the power structures in each of these communities during the 1944 through 1968 period.

Thesis (DTech. in Public Management)

After an extended period of apartheid and its inherent ills, the first democratic elections were finally held in 1994 in South Africa. Major changes in governance issues had to be effected in order to improve the well-being of millions of South Africans living in abject poverty. One of the major structural changes made by the democratic government with regards to governance was to introduce a threesphere governmental structure comprised of national, provincial and local spheres. Through the system of intergovernmental relations and cooperative governance, powers and functions of the three spheres are defined as well as the inter-relationship between them. Local government has been identified as the sphere closest to the people and therefore critical to service delivery. Over the last five years, local governance issues have been receiving increasing attention as it has been realized that in order for the government to improve human well-being, local governments have to be efficient and competent. However, there is an impasse within the sphere of local government which is posing a serious challenge to service delivery, especially in rural areas. This impasse is related to roles and responsibilities of traditional leadership vis-a-vis municipal councillors. This problem is more noticeable in the former homeland areas where considerable power used to be in the hands of traditional leaders during the apartheid era. This study used case study evidence from the Department of Social Welfare and Population Development led poverty alleviation project, the Imbothimuni Flagship Programme, to investigate the role of Environmental Impact Assessment (EIA) as a catalyst for improving the state of intergovernmental relations and cooperative environmental governance. The project was implemented in the rural village of Imbothimuni at Mid-Illovo in KwaZulu-Natal. The findings of the study showed that there remains a lack of cooperation between traditional leadership and municipal councillors. The democratic government's initiatives to strengthen local government and enhance service delivery are not realized where there are conflicts and ambivalence over who should exercise the leading role in rural development. A myriad of legislative provisions have been drafted to legitimize the institution of traditional leadership, but they still fail to provide a legislative framework within which traditional leaders and municipal officials can cooperate. As a result of this lack of cooperation, developmental imperatives continue to be compromised and environmental degradation persists. The in-depth analysis of the legislative provisions relevant to traditional leadership shows that the government has resolved to legitimize the institution, in spite of the controversial debate on this notion. What is needed as a matter of urgency is a succinct legislative framework within which traditional leaders and municipal councillors can operate without conflict. The study revealed that the role of EIA in bringing together stakeholders, including traditional leaders and municipal councillors, is invaluable. The study also revealed that there is an urgent need for environmental awareness campaigns aimed at municipal officials, grass roots communities and most importantly, the traditional leaders. / Thesis (M.Sc.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.

Map on lining papers Bibliography: leaves 425-435