Thesis (Ph. D.)--University of California, Santa Cruz, 1986. / Typescript. Includes bibliographical references (leaves 231-256).

Thesis (Master of Public Affairs)--Washington State University, May 2010. / Title from PDF title page (viewed on July 13, 2010). "Department of Political Science." Includes bibliographical references (p. 28-31).

Thesis (M.Psych.Org.) - University of Queensland, 2006. / Includes bibliography.

Thesis (Ph. D.)--Oxford Graduate School, 2001. / Abstract. Includes bibliographical references (leaves [118]-178).

Thesis (Ph.D.)--Ohio University, November, 2004. / Title from PDF t.p. Includes bibliographical references (p. 132-146)

Thesis (M. Hous. M.)--University of Hong Kong, 2007.

Thesis (M.S.)--Kutztown University of Pennsylvania, 1987. / Source: Masters Abstracts International, Volume: 45-06, page: 2706. Typescript. Abstract precedes thesis as [2] preliminary leaves. Includes bibliographical references (leaves 55-56).

Thesis (Ph. D.)--University of Texas at Austin, 1999. / Vita. Includes bibliographical references (leaves 159-167). Available also in a digital version from Dissertation Abstracts.

In this study intelligence is perceived as a primary variable in explaining the needs, motivations and behaviour of individuals in society in general, and in the organisation specifically. A distinction is made between IQ, which is perceived as a rational intelligence that has its roots in Newtonian physics, EQ, which is perceived as an adaptive and emotional intelligence that enables an individual to adapt to changing circumstances, and SQ, which is perceived as a spiritual intelligence that enables an individual to recontextualise a situation towards a meaningful and holistic experience. It is argued that changes and developments in society during the 20th and 21st centuries can be related to a growing awareness and understanding of intelligence in society from IQ to SQ. This argument is supported by various discussions regarding different time periods from the 20th century to the 21st century, and societal members¡¦ reactions to changes in the environment during these time periods. It is also maintained that changes in society impact significantly on the organisation since the employee is a member of both society and the organisation. As such, any changes in the needs, motivations and behaviour of societal members will also reflect in the organisation. Based on an in-depth literature review, and descriptive, explanatory and exploratory descriptions in this study, it is maintained from the results obtained in Chapter 4 regarding the SQ-needs and motivations of the new employee that organisational management need to recognise the spiritual-related intelligence behind the changing needs and motivations of the new employee as meaning-seeking individual. This is especially important as a means of merging the SQ-needs and behaviour of employees, thus limiting the occurrence of anomie, conflict and workplace resistance in the organisation. The argument of this study is that the manner in which most organisational and managerial practices, communication, and employees, are approached in the modern organisation, is unable to provide meaning or purpose. It is argued that it is not through the process of control, prediction or mere adaptation to a changing environment, but through an emergence into a ¡¥new reality¡¦ that meaning is established. This emergence into a new reality requires a spiritual intelligent leadership approach through which the SQ-needs and motivations of the new employee can be addressed. Most important is that organisations need to provide a channel for employees through which they can express newly acquired values, needs and motivations, such as a well-defined and well-developed communication system. Zohar (1997) argues that the most effective means of recognising and implementing SQ in the organisation would be through the process of communication. A point of departure in meeting the needs and motivations of the new employee would therefore be through the process of spiritual intelligent communication in which the sender (manager or leader) recognises the meaning-seeking needs and motivations of the receiver (employee) to such an extent that they can both negotiate a shared meaning regarding organisational practices due to a new understanding between them. The aim of this study is therefore to investigate such a communication model by exploring the need for a spiritual intelligent transactional model of organisational communication. Based on the new-found knowledge gained with regards to the application of SQ in the organisational context, this study has identified the following potential topics for future research: ,,X Empirical research could be conducted to test the viability of the proposed spiritual intelligent transactional model of organisational communication. ,,X SQ as a primary and determinant variable in organisational behaviour, employee or managerial development, and organisational success, can be researched. ,,X Further research studies can be conducted to determine the SQ-related needs of employees in large and small organisations. Studies like these could contribute significantly to methods and means of addressing the growing problems of anomie, poor management and communication practices, conflict, and resistance in the modern organisation. / Communication Science / D. Litt. et Phil.(Communication)

The importance of leadership style and the organizational citizenship behavior have been recognized in many research studies. However, the influence of empowering leadership on employee's change-oriented organizational citizenship behavior and employees' cognitive mechanism to engage in such behavior have received little attention. Drawing on social cognitive theory, the present study explores the effects of empowering leadership on change-oriented organizational citizenship behavior directly and indirectly through employees' willingness to take risk. The study also examines the boundary conditions that employees would make the decision to engage in such behavior with the effects of two moderators - regulatory focus and perceived organizational support.;A nested data model of empowering leadership, willingness to take risk, regulatory focus, perceived organizational support and change-oriented organizational citizenship behavior were tested using a 3-wave sample of 173 matched dyad relationships from nine financial institutions in Hong Kong. The research model rests with individual-level as unit of analysis while controlling the variances from the teams using hierarchical linear modeling. The results show that willingness to take risk can partially mediate the relationship between empowering leadership and change-oriented organizational citizenship behavior. In addition, promotion focus, prevention focus and perceived organizational support can moderate the relationship between empowering leadership and willingness to take risk when they are of low level while promotion focus and willingness to take risk are proved to be predictors of change-oriented organizational citizenship behavior. Implications from the findings for future research and management practice will be discussed.