Thesis (MComm)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2010. / Title from title screen (site viewed June 22, 2010). PDF text: 164 p. : ill. ; 3 Mb. UMI publication number: AAT 3398225. Includes bibliographical references. Also available in microfilm and microfiche formats.

Thesis--University of Washington. / Vita. Another copy has number: Thesis 27469. Bibliography: leaves [133]-143.

The thesis argues that there is a statistically significant positive relationship between a leadership style and creativity. There is a higher statistically significant positive relation between Transformational Leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency and originality of thought), can be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this, the research in this study firstly uses the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity. A discussion of the areas that were researched, leadership style and associational/ideational fluency of thought and originality, as elements of creativity, provide the context in which the research should be viewed. A detailed discussion of the method, which was employed and the measuring instruments used to establish whether there is a statistical correlation between leadership style and creativity, precedes the experimental results. A critical discussion of the results obtained from the statistical analysis and the literature on leadership style and creativity provides a foundation for recommendations for organisations on how to use the results of this study. The dissertation recommends that, in order to improve on research of leadership and creativity, the Multifactor Leadership Questionnaire (MLQ) could be considered as a starting point. It would also be worthwhile pursuing means of improving the Multifactor Leadership Questionnaire as creativity could be accounted for by the MLQ. This measuring instrument could be recommended as a test during the selection process. It is recommended that the manager of the person also completes the instrument and rates the person from his/her perspective when similar research is done in future. Although scoring seems to be a difficulty characteristic of any measurement that involves divergent thinking, it would be of value to pursue means of further improving the Remote Associates Test (RAT) for future research purposes in the South African context. Objectivity in the scoring of divergent thinking tests seem to be difficult to achieve. In order to score fluency and originality of thought objectively, use can be made of experts, who have the knowledge and skills required, to provide such evaluations. The findings in this research are valuable because of a lack of previous research on the relationship between creativity and leadership style. / Dr. J. Zaaiman

M.A. / Please refer to full text to view abstract

Ph.D. (Industrial Psychology) / As a key on-going concern for modern organisations, effective leadership is the focus of this study. Effective leadership is probably the primary factor in how well organisations deal with on-going change. This creates successful organisational cultures that are conducive to employee engagement in order to achieve outcomes of great customer service, which in turn will have desired business results. Leadership effectiveness is defined as the extent to which a leader achieves the consequences intended. In other words, that which I as a leader envisaged as an outcome of my actions has been achieved. In reality, one finds big mismatches between what leaders intend and the outcomes of their actions. This has perplexed me, even in cases of well-meaning leaders who did aspire to making themselves and their organisations more effective. This ineffectiveness has remained, notwithstanding a myriad of leadership advice on what constitutes “good” leadership, and how to implement such advice. The advice and its implementation have a poor record. At a very minimum, this advice fails because it is not actionable, and simply represents that which somebody else espouses, but cannot enact. These mismatches between what leaders say and what they actually do in practice lead to leaders being ineffective. The study endeavours to assist the executives who participated in this study in becoming aware of the root causes of this ineffectiveness. In particular, this study proposes a theory of action (Action Science) approach to explain why there is a gap between the espoused values of leaders and their actions. A theory of action asserts that human action is not accidental, it is deliberately planned, i.e., all human beings have a particular picture, model or belief of how to view the world in their minds, and go about executing a particular task within the constraints of this model.

M.Com. (Industrial Psychology) / It is in the interest of the modern organisation to have control over the physical passage of time. The passage of time impl ies change and it is often the way in which change is handled that determines the success or failure of the organisation. Although the manager has a wide variety of means at his disposal with which he can manipulate concrete physical time within his managerial functions, it is especially his ability to move psychologically in time, either to the past or to the future, that enables him to control the passage of time. The manager's ability to orientate himself towards should, therefore, play an important part in the successful execution of his managerial functions. The importance of time orientation in management is not only self evident, but time orientation itself is increasingly receiving attention as a fundamental determinant of human behavior...

Every year, more and more management positions are being filled by engineers and other technical personnel in spite of dual or parallel path systems for promotions in many companies. In spite of the centrality of engineers and management in industrial organizations and modern society, engineers are generally viewed to be unsuccessful in management roles due to the following shortcoming of skills: inadequate managerial education during engineering studies, administrative skills, interpersonal skills, personality and career orientation, management knowledge. This research argues that there is a difference in leadership style between experienced and inexperienced engineers in South Africa. It was found that experienced engineers in Eskom are more transformational and more transactional compared to inexperienced post-graduated engineering students at the Rand Afrikaans University. To demonstrate this in the study, the researcher used the Multifactor Leadership Questionnaire to identify leadership style. The argument is substantiated by the results of a statistical analysis of leadership style for experienced and inexperienced engineers. The findings of this research indicate the theory that successful managers tend to grow into their jobs over an extended period (Bennett, 1996 and Sedge, 1985). The findings also support the arguments of O’Connor (1994) and Badaway (1995) that engineers have no typical career path to prepare them for the management role. It is therefore imperative that inexperienced engineers prepares themselves for management and obtain knowledge about management and development management skills during their formal studies. / Dr. L. Naude

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