The purpose of this project was to examine the arts as a positive change agent for community development. Exploring how and for what purpose nonprofit arts organizations can create social capital can provide insight on how the arts industry can be a leader in the transformation of communities and regions around the globe. The perspectives of artists, community developers, sponsors and beneficiaries of the arts provided insight on how and in what ways the arts can evoke change by building connections and inspiring participation. Community development theorist Bhattacharyya (2004) distinguished community development from related fields such as economic development and social work by highlighting its ability to build solidarity and create agency. For Bhattacharyya, solidarity means trust and relationships where community members can work together for change. Once united for a cause, agency means the implementation of the group's goals. To explore the multiple ways which the arts can inform community development change for leaders, two case studies were conducted. Insights came from data collected for each case through key informant interviews and organizational website analysis.

Employees‟ perceptions regarding the role of powerful partners in developing the managerial leadership of small and recipient organisations are vital, given the research developments regarding partnerships. This research has focused on the power that governs the relationships between large and self-governing funding organisations and dependent recipient organisations. The emergence of developing managerial leadership, linked to powerful partnership systems, appears to be a vital field for research in the developed world. For instance, this is evident in the United States of America but not in Africa, especially in the sub-Saharan region. Partnership is simply conceived of as a relationship between one or more NGOs, and in such a relationship, power is understood as being one partner having the ability to influence another partner, or other partners, to do what they would otherwise not do. Intentional and observable power between organisations often results in a diverse and complex managerial leadership and organisational life for small and recipient organisations. In this regard, the recipient partner organisations striving for leadership, management- and organisational growth, and change, commonly struggle with internal and external power influences embedded in powerful partnerships. Sub-Saharan Africa‟s, especially South Africa‟s, development NGOs and funding partnerships are not an exception to this challenge. This dissertation is an embryonic qualitative but objective enquiry into managers‟ and employees‟ perceptions regarding the influences of donors and the University of KwaZulu-Natal on growth at the Sinomlando Centre for Oral History and Memory Work in Africa. The research adopted the narrative and interpretive paradigm, combined with the qualitative methods of data collection and analysis. Three data collection methods were used: 1) archival; 2) face-to-face interviews; and 3) participant observation. The Sinomlando Centre is an organisation originally conceived as a research and community development entity, based at the University of KwaZulu-Natal, South Africa. While existing within, and depending on the University, the Centre predominantly relies on international funding partnerships. This environment is solely driven by the founding director, who steers the organisation towards its full cognisance. It is this very environment that inspired the question of employees‟ perceptions regarding the influence of these powerful partnerships, in augmenting leadership and management at the Sinomlando Centre. This research project draws on library-, internet-, and archival searches to explore concepts pertaining to: systems and systems thinking; behaviour and learning in organisations; leadership and management development, and power and partnerships. This research harnesses the findings generated from the interviews and participant observation studies, with the academic studies linked to these concepts. This is done in order to discuss and highlight the fact that the employees at the Sinomlando Centre think and confirm that the donors, the Director, and the University, are all systems that influence their organisation. The research found that the University, the donors, and the leadership, are all system structures that limit the Sinomlando Centre‟s organisational and leadership growth. Thus, in consideration of the existence of the Sinomlando Centre within the University, the dependence on foreign funding partnerships, and the reliance on the Director, this dissertation concludes that developing managerial leadership can be possible only if the organisation considers: 1) re-positioning itself and self-organisation within its environment of existence; 2) openness to change-management; and 3) widening internal opportunities for managing powerful partnerships. / Thesis (M.Com.)-University of KwaZulu-Natal, Durban, 2012.

Thesis (Ph.D.) -- Mississippi State University. Department of Instructional Systems, Leadership and Workforce Development. / Title from title screen. Includes bibliographical references.

Leadership development is very important in business and much is often said about ‘growing’ leaders in business organisations. Leadership development cannot be achieved in one training course or programme, but should rather be an everyday practice of existing leaders. Leader development concentrates on individual leader development, enrichment or attainment of within-person competence while leadership development concentrates on relational development. This paper addresses and outlines how an all-inclusive method to leadership development and succession planning is needed for the employees of the Eastern Cape Treasury. It also looks at the willingness of the existing leadership in government to coach and mentor the youth of today to take on a leadership role when the current leaders exit the market. The head office in Bhisho for the Eastern Cape Treasury has 390 employees and in total, when combined with district offices around the Eastern Cape, there are 454. The questionnaire was sent out to 80 employees and 55 of those were filled and returned to the researcher. The targeted employees were those in the following positions: Administrative Officer, Assistant Director, Deputy Director, Director and Chief Director. The empirical results though showed that Autocratic Leadership and Satisfaction with Compensation Package had no correlation with Leadership development, whereas Organisational Culture, Senior Management Support and Participative Leadership Style showed positive correlation with Leadership development success. Implementing the recommendations might help with improving leadership development in the Provincial Treasury.

Global leadership crises and increasing executive leadership failures necessitate a new approach to executive leadership development. Globalisation results in new leadership challenges that affect people, the planet and peace across the world. Critical issues include increasing extremism and terrorism, displaced migrants fleeing to stable countries, earth warming and economic decline. The role of the individual executive leader cannot be isolated from human development challenges. Various executive leadership failures and examples of unethical leadership practises, both internationally and in South Africa, place the focus on ethical governance and emotionally matured leadership development. This study follows a nexus, based on a three-stranded cordial link between human development, emotional intelligence and executive leadership. The central themes of the United Nations Human Development’s (UNDP) reports of 1990 to 2009 as well as the Post-United Nations Human Development Report of 2015 form a framework for evaluating the relationship between human development and executive leadership. Although economic growth is central to human development, the development of people through building human capabilities and active participation to improve their lives, are the main goals of the UNDP-2015. The role of executive leadership, leadership derailment and required executive proficiencies and attributes are investigated by evaluating traditional leadership theories and approaches as a lens for investigating leadership development. The positive effect of globalisation is that it affords new approaches and opportunities for executive leadership development. Emotional intelligence-based leadership, including the role of neuro-leadership, is evaluated and an integrative approach that involves the new paradigm of leadership as a response to human development challenges and globalisation is presented. The new paradigm of integrative leadership approaches includes empirical-based authentic leadership, shared leadership and gender-based leadership. The integrative leadership models of Hatala and Passmore are selected as a framework to propose a theoretical emotional intelligence leadership model for this study. New opportunities to develop emotionally intelligent executive leaders include technology-based training, iLeadership and eLeadership in an environment without boundaries. Time constraints are identified as a key obstacle for leadership development. Various training and executive coaching strategies are evaluated and proposed to accelerate leadership development. The link between human development and executive leadership development is proposed by collective leadership approaches towards Corporate Social Responsibilities (CSR) above entrepreneurial acumen and stakeholder involvement. A positivist approach based on quantitative research using Structural Equation Modelling (SEM) is used. The primary research problem is formulated to investigate the multidimensional and complex nature of factors that influence the success of developing emotionally intelligent executive leaders in South Africa. A conceptual theoretical model comprising of factors that influence Human Development and the perceived success of Emotional Intelligence Training is developed. A total of ten independent variables that influence the two mentioned dependent variables are identified. The proposed model and envisaged hypotheses are empirically tested. The study consists of a 73-itemed questionnaire with 360 participants. The sourced data are statically analysed by means of the exploratory factor analysis (EFA) to assess the discriminate validity of the research instrument and to confirm underlying dimensions of the constructs. Cronbach-alpha coefficients are calculated for each of the identified factors by using SEM. The significance of the hypothesised relationships in the revised model is tested. The value of this study’s contribution to the body of knowledge lies within the findings, the proposed Integrative Emotional Intelligence Leadership Model and recommendations for future research. The proposed model identifies practical training approaches to accelerate executive leadership against a background of serious leadership failures in South Africa.

In recent years the important of leadership in the organization has become an area of interest. Leadership has been noted to impact corporate culture, employee commitment and response and the overall performance of the organization. Given the fact that leadership is such an important part of organizational development and discourse, effective methods for developing effective leadership in the organization are needed. Without definitive methods for leadership development, organizations will not be able to optimize the outcomes of leadership in the organization. Thus, there is a clear impetus to delineate what works best in the context of leadership development. This study used concurrent qualitative and quantitative research to understand better the effect of cross-cultural influences on the leadership development programmes and leadership practices development in a study population consisting of managers and supervisors in the Kuwaiti banking industry. Although Kuwaiti organisations employ many international employees and operate foreign subsidiaries, they have not created leadership development programmes to improve cross-cultural leadership skills for managers. As a result, Kuwaiti managers often rely on traditional transactional methods and an authoritarian style of leadership that may be less effective with employees from different nations and cultural backgrounds. The qualitative phase of the research collected data from Kuwaiti bank managers through interviews while the quantitative phase of the research collected data with survey instrument. The quantitative phase of the study also tested the validity of a conceptual model and hypotheses using structural equation modelling and regression analysis. The research was guided by distributed leadership theory, which considers leadership as a series of interactions between leader and follower with the follower sometimes adopting an informal role as temporary leader. The theory also considers the context in which the leader operates as a critical factor for motivating leadership practise. The testing and validation of the theoretical model in the study led to the acceptance of a new 'Effective Cross Cultural Leadership' (ECL) model. This model describes the relationship between the exogenous or independent variables of cultural differences, training and development in traditional Kuwaiti leadership, cross cultural leadership development programmes and international leadership practises with the endogenous or dependent variables of leadership development programmes and leadership practises development. The testing of the hypotheses of the study showed a statistically significant relationship between the four independent variables and the two dependent variables with exception of the relationship between the independent variable of international leadership practises and the dependant variable of leadership programmes development. The quantitative findings also indicated that demographic variables do not have a moderating effect on the model. The qualitative findings of the study determined that cultural differences between employees and managers influence the managers' leadership behaviours and their understanding of the type of leadership development programmes to improve their cross-cultural leadership skills. Managers with greater experience or knowledge of foreign cultures adopt more flexible leadership practises when leading international teams. The qualitative findings also determined that front office managers are more willing to use participative leadership styles in leadership practises, while back office managers rely on authoritarian leadership styles focusing on tasks in their leadership practises, indicating that the context influences leadership styles and practise. The findings of the study including the development and validation of the Effective Cross-Cultural Leadership (ECL) model contribute to the theoretical and practical knowledge of cross-cultural leadership in Kuwait that can be extended to other Middle Eastern nations. In addition, the study finding extends cross-cultural theory by indicating that international influences both internal and external to the organisation affect leadership styles despite national norms and preferences. These findings implied that Kuwaiti organisations experience significant pressure to adopt some international leadership practises and styles to accommodate the expectations and needs of the many international workers employed in Kuwait. The practical implication of these findings showed that Kuwaiti managers would benefit from leadership training emphasising that no standard or correct approach to leadership exists and that it can be acceptable for leaders to use participative styles when warranted by the situation.

It is no secret that the North American church has seen a decline over the last twenty years. This is especially pronounced in the younger generations. Significantly fewer people walk through the doors of a church each week. There are a myriad of factors that are driving this decline. One area that needs to be explored is the disengagement of young adults in church leadership. Engaging young adults in leadership is a proven way to engage them in the church. By listening to the voices of Canadian young adults, this dissertation offers a starting point for leaders. Making space for young adults to serve in leadership will both strengthen the church and reengage a lost generation.

This thesis explores the Where Leaders Learn slogan of Rhodes University. It does this by means of an analysis of discourses constructing leadership and leadership development within the institutional context. The discourse analysis was made possible as a result of interviews with a range of people involved in leadership and leadership development at the University. The analysis revealed that leadership development is constructed as taking place within a highly structured system that enables instructional and managerial leadership but constrains transformational leadership. The discourses that give meaning and understanding to the construct of leadership draw heavily on position within a hierarchy. The discourse of functional efficiency is enabled through practices related to reward, recognition, succession planning and mentorship which all serve to replicate the existing leadership structures creating more of the same and in essence stifling the potential for emancipatory leadership. The analysis also shows that a discourse of collegiality serves to create a false sense of a common understanding of leadership in the light of evidence of uncertainty and contestation around the meaning of the slogan Where Leaders Learn and, by association, the very construct of leadership. The discursive process of understanding leadership and developing an institutional theory for the purposes of infusing this into a curriculum poses many challenges. Barriers to new ways of thinking reside within the researchers' ontological and epistemological commitments. This amplifies the need for a more reflective ontology towards leadership and its consequences, especially so in a multidisciplinary environment such as Rhodes University.

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