Despite widespread concern and many attempts to eradicate illiteracy, it persists. Part of the problem is that too little is known about the people for whom literacy programs are designed. Such programs may fail if they are designed by people who view their clientele as deficient. This perspective of deficiency is based on two assumptions: first, that literacy is a necessary pre-condition for success in life and second, that illiterate people are lacking in self-confidence, are unable to maintain employment, are poor, and are caught in a cycle of deprivation and under education. This study examines the characteristics and perceptions of illiterate men who have achieved varying degrees of financial and employment success but do not read beyond the grade-three level. The findings indicate that in spite of deficiencies in reading, illiterate individuals learn a number of coping techniques and manifest innumerable skills and achievements. Thus, a "deficiency" oriented intervention program that over-emphasizes the importance of literacy diminishes the observable accomplishments of the illiterate adult and may fail. Intervention programs designed for illiterate adults need to bolster the participants' sense of accomplishment and teach coping skills as well as literacy skills.

The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

Despite widespread concern and many attempts to eradicate illiteracy, it persists. Part of the problem is that too little is known about the people for whom literacy programs are designed. Such programs may fail if they are designed by people who view their clientele as deficient. This perspective of deficiency is based on two assumptions: first, that literacy is a necessary pre-condition for success in life and second, that illiterate people are lacking in self-confidence, are unable to maintain employment, are poor, and are caught in a cycle of deprivation and under education. This study examines the characteristics and perceptions of illiterate men who have achieved varying degrees of financial and employment success but do not read beyond the grade-three level. The findings indicate that in spite of deficiencies in reading, illiterate individuals learn a number of coping techniques and manifest innumerable skills and achievements. Thus, a "deficiency" oriented intervention program that over-emphasizes the importance of literacy diminishes the observable accomplishments of the illiterate adult and may fail. Intervention programs designed for illiterate adults need to bolster the participants' sense of accomplishment and teach coping skills as well as literacy skills. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate

This research is to develop in-basket work samples to measure an individual's willingness and ability to display behaviors that are often associated with successful leadership in organizations as described by Bass.

The purpose of this study was to examine the effects of behavioral checklist critical item content on subsequent global, Likert-type ratings. It was hypothesized that assessment center participants rated with positive critical items would receive higher scores on subsequent global ratings than would participants rated with negative critical items. Additionally, it was hypothesized that volunteers would receive better ratings than nonvolunteers. Finally, it was hypothesized that behavioral ratings would show less susceptibility to halo effect than global ratings.

The aim of this study was to determine the relationship between emotional intelligence and leadership styles in a petrochemical organisation (represented by transformational, transactional and laissez-faire leadership styles) and to determine if emotional intelligence can predict an effective leadership style. Leaders (N = 161) were selected from a business within a South African petrochemical organisation. Self reports from the EQ-i and the Multifactor Leadership Questionnaire (MLQ Form 5X) were analysed. Correlation analyses indicated statistically significant relationships between emotional intelligence and transformational and laissez-faire leadership. Findings indicated positive correlations between emotional intelligence (specifically adaptability) and transformational leadership. Negative correlations were obtained between emotional intelligence (specifically intrapersonal skills) and laissez-faire leadership. Theoretical implications and practical applications of these findings were discussed. / Psychology / M.A. (Industrial and Organisational Psychology)

Text in English / The aim of this research was to explore the contribution spiritual intelligence has made to leadership in the public sector; in an effort to encourage further debates about the legitimacy of spiritual intelligence in the workplace. The research design followed in this study is qualitative. The target population of this study were the leaders of the Free State Department of Education who have had self-acknowledged spiritual intelligence experience in their leadership context. The construct `spiritual intelligence` is a relatively complex phenomenon; hence the participants were recruited through a snowball sampling technique. The findings of this study revealed that spiritual intelligence contributes to leadership in the public sector. This study revealed that there is an association between leadership and spirituality and spiritual intelligence according to the subjective views of the participants. This suggests that researchers need to recognise the core component of internal development of leaders. The research attempted to bring about this type of awareness into the corporate world, and hopefully a valuable contribution will be made to future leadership attitudes, leadership styles, and working environment. / Psychology / D. Litt. et Phil. (Consulting Psychology)

Thesis (MPhil)--Stellenbosch University, 2011. / ENGLISH ABSTRACT: Gold mining in South Africa is an industry that is more than a century old. The impact of gold mines on communities and the environment are enormous. This thesis is a case study based in one of the major gold producers in South Africa that has been in operation for more than 50 years and has more than 30 years of life still left. Exploring the impact mining has had on communities and the environment, this thesis is a call for leadership action towards sustainable futures. This call is made through a suggested sustainable development leadership framework. Georgius Agricola gave a warning regarding the devastating environmental impacts of mining as early as 1556, however mining still has the same negative impacts to the environment and people. The argument in this thesis is that, it is only through genuine leadership that the impacts of mining can be mitigated. However leadership is looked at not from the position of the leader or the leadership style but from the belief system of the leader when it comes to environmental management and community development. The motivation for the study was based in observing how leadership at our Gold mine rallied behind prevention of mine closure when the mine was faced with electricity crisis in 2008. The electricity crisis demonstrated that it is through genuine and committed leadership that all challenges can be overcome including sustainable development crisis. The call for leadership at our mine is to demonstrate the same leadership commitment in addressing environmental and community development challenges. The literature review begins by highlighting sustainable development global challenges and initiatives to address them. This is followed by impacts of gold mining on society and the environment around the various regions of the world. Leadership belief systems are then discussed, highlighting, how belief systems influence the way a leader responds to environmental issues. In developing the sustainable development leadership framework findings from observations, conversations, interviews and focus group discussion that were conducted throughout the mine are presented. The aim of the research was to determine the understanding of employees on the impact of our company on communities, environment and themselves and also the employees’ opinions of leadership. The findings were that the majority of employees believe that leadership is not genuine in addressing community, employee safety and health, and environmental issues at our company and through interviews with leadership, the findings are that, environment and community issues are done for compliance and reputation purposes with no genuine belief that they should be done. To address this understanding a call to leadership is made through a suggested sustainable development leadership framework that takes into consideration the findings from the case study. The thesis ends by proposing that this suggested framework should be tested further within our company. / AFRIKAANSE OPSOMMING: Goud mynbou in Suid-Afrika is 'n bedryf wat meer as 'n eeu oud is. Die impak van goudmyne op gemeenskappe en die omgewing is enorm. Hierdie proefskrif is 'n gevallestudie wat gebaseer is op een van die groot goudprodusente in Suid-Afrika wat al vir meer as 50 jaar reeds in werking is en wat 'n veredere lewensverwagting van meer as 30 jaar het. Hierdie tesis is 'n ondersoek na die impak wat mynbou op die omliggende gemeenskappe en omgewing het asook 'n beroep om leieskap optrede vir volhoubare ontwikkeling. Hierdie beroep vir volhoubare ontwikkeling word gemaak deur middel van 'n volhoubare ontwikkeling leierskap raamwerk. Georgius Agricola het alreeds in 1556 gewaarsku teen die impak wat mynbou op die omgewing en mense sou hê. Vandag het mynbou het egter nog steeds dieselfde negatiewe impak op die omgewing en die mense. Die argument in hierdie tesis is dat dit slegs deur ware leierskap is dat die impak van mynbou versag kan word. Leierskap word egter nie bekyk uit die posisie van die leier of die leierskap-styl nie, maar eerder uit die gewetens oortuiging oogpunt van die leier wanneer dit kom by omgewingsbestuur en ontwikkeling van die gemeenskap. Die motivering vir hierdie studie is gebaseer op die waarneming van hoe leierskap by ons goudmyn mynsluiting voorkom het gedurende die 2008 elektrisiteitskrisis. Die elektrisiteitskrisis het getoon dat uitdagings sowel as volhoubare ontwikkelings krisisse wel deur ware en toegewyde leierskap oorkom kan word. Die versoek is nou vir ons myn om dieselfde leierskap toewyding toe te pas waar omgewing en gemeenskap ontwikkelings uitdagings aangepak word. Die literatuur oorsig begin deur die globale uitdagings op volhoubare ontwikkeling onder die vergrootglas te plaas en wys hoe om die uitdagings te addresseer. Dan volg die impak wat die goudmynbedryf het op die omgewing en samelewing van verskeie streke in die wêreld. Leierskap geloof oortuiging word dan bespreek met die klem op hoe geloofsoortuiging 'n invloed het op die manier wat 'n leier reageer op omgewings kwessies. Die ontwikkeling van die volhoubare ontwikkelings raamwerk is gebasser op obserwasies, gesprekke, onderhoude en fokusgroepsbesprekings van regoor die myn. Die doel van die navorsing was om die begrip van die werknemers te bepaal aangaande die impak wat ons maatskappy het op die gemeenskap, omgewing en hulself en ook om die werknemers se opinies van leierskap te bepaal. Die bevindinge was dat die meerderheid van die werknemers van mening is dat leierskap by ons maatskappy nie opreg is wanneer dit kom by aanspreek van gemeenskap kwessies, werknemer veiligheid en gesondheid, en omgewingskwessies nie. Deur middel van onderhoude met die leiers van ons maatskappy is ook bevind dat die omgewing en die gemeenskaps kwessies slegs aandag geniet aangesien dit vir die nakoming van vereistes en reputasiedoeleindes verys word en nie as gevolg van 'n werklike oortuiging dat dit gedoen moet word nie. Om hierdie begrip aan te spreek word 'n beroep gemaak tot leierskap deur middel van hierdie voorgestelde volhoubare ontwikkeling leierskap raamwerk wat die bevindings van die gevallestudie in ag neem. Die tesis eindig deur voor te stel dat hierdie voorgestelde raamwerk verder getoets moet word in ons maatskappy.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The current effects of globalisation are requiring of leaders to deal with many changes in the workplace, including a globally changing, diverse workforce. The question that this research report aims to address is what does it require of a leader to be successful in the business environment today and what characteristics or behaviours would such a leader display? It is argued that although the context of leadership has and will continue to change, the fundamentals of leadership have essentially remained the same (Kouzes and Pousner, 2002:xviii). A comprehensive study of literature in the field of leadership will reveal the views of various writers on this subject, namely what constitutes effective leadership. Five leadership theories, which in the researcher's opinion give a balanced overview of the various theories, are discussed in more detail and later on used to evaluate the leadership characteristics and style of one of the very successful leaders in South Africa, the current CEO of Sanlam, Dr. Johan van Zyl. The combination of these five theories focuses on leadership characteristics, leadership behaviours, different leadership styles and the relational aspect of leadership, that is the interaction between the leader and his followers. These five theories include the situational leadership theory, servant leadership, transformational leadership, the theory of level five leadership and emotional intelligence. A broad overview of Sanlam's history focusing on the company's transformation in recent years and its contribution to broad based empowerment are also discussed, providing the background and context to discuss the leadership provided by Johan van Zyl in recent years. The fourth chapter of this report provides an analysis of primary data collected through questionnaires sent to senior executives of Sanlam as well as through an interview with Van Zyl. The final chapter contains conclusions from the research results, namely the leadership characteristics and style of Van Zyl and his leadership approach as compared to the various theories studied. The researcher is of the opinion that valuable lessons are to be extracted from examining Van Zyl's leadership characteristics and style and that these could be applied to modern business practice. The research results showed that Van Zyl has characteristics of most of the leadership theories investigated in this study including characteristics of the situational leader, transformational leader, level five leader and that of an emotionally intelligent leader and that this is standing him in good stead for the transformation and strategic repositioning of Sanlam. / AFRIKAANSE OPSOMMING: Die huidige gevolge van 'n globaliserende wereld vereis van leiers om voortdurende veranderinge in die werksplek te bestuur, insluitende 'n globaal veranderende, diverse werkspan. Die vraag wat hierdie navorsingsprojek pobeer beantwoord is wat vereis dit van 'n leier om suksesvol te wees in die besigheidswereld vandag en watter leierseienskappe en gedrag sal so n leier betoon? Dit word beweer dat alhoewel die konteks van leierskap verander het en voortdurend sal verander, het die fundamentele begrip van leierskap dieselfde gebly. 'n Omvattende literatuurstudie in die veld van leierskap sal die standpunte van verskillende skrywers in die vakgebied daarstel om vas te stel wat, volgens die teorie, effektiewe leierskap behels. Vyf leierskap teoriee, wat in die navorser se opinie 'n geredelike oorsig gee van die verskeie leierskapsteoriee, word in groter diepte beskryf en later gebruik as die grondslag waarop 'n baie suksesvolle leier in Suid-Afrika, huidige uitvoerende beampte van Sanlam, Dr. Johan van Zyl se leierskap eienskappe en styl ge-evalueer word. Die kombinasie van die vyf teoriee fokus op leierseienskappe, gedrag, leierskapstyle, en die verhoudingsaspek van leierskap, byvoorbeeld die interaksie tussen die leier en navolgers. Die vyf teoriee sluit die situasionele leierskapteorie, dienende leierskap ('servant leadership'), transformasionele leierskap, vlak vyf leierskap en die teorie van emosionele intelligensie in. 'n Bree oorsig van Sanlam se geskiedenis wat fokus op die maatskappy se transformasie die afgelope paar jaar en bydrae tot breed gebaseerde swart ekonomiese bemagtiging ('broad based black economic empowerment') word ook bespreek en dien as die agtergrond en konteks om Dr. Johan van Zyl se leierskap te evalueer. In Hoofstuk Vier word 'n analise van primere data gedoen. Die data is ingesamel deur vraelyste wat voltooi is deur senior bestuurders van Sanlam asook deur 'n onderhoud met Van Zyl. Die finale hoofstuk beval afleidings i.v.m die leierskapseienskappe en -styl van Van Zyl en sy leierskapsbenadering soos vergelyk met die teoretiese benadering bestudeer. Die navorser is van die opinie dat belangrike lesse geleer kan word vanaf die studie van Van Zyl se leierskaps eienskappe en -styl en dat dit toegepas sal kan word as moderne besigheids beginsels vir leiers. Die bevindinge van die studie het getoon dat Van Zyl eienskappe van die meeste van die leierskapsteoriee wat bestudeer is in die studie betoon. Dit sluit eienskappe in van n situasionele leier, 'n transformasionele leier, n vlak vyf leier en 'n emosionele intelligente leier. Hierdie bevindinge word onderskraag deur die literatuur oor leierskap en die navorser is van die opinie dat hierdie eienskappe hom in n goeie posisie plaas vir die transformasie en strategiese herposisionering van Sanlam.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Successful strategy execution remains critical for any organisation. Yet many organisations seem to have difficulties in implementing their strategies, especially in the public sector. This study explores the role of middle managers in executing organisational strategies in the local government sector. The study adopted a qualitative research method and followed a case study strategy, using a local authority council (LAC) in Namibia. Using semi-structured individual interviews, I interviewed 10 middle managers, selected through applying purposive sampling and representing diverse characteristics of the target group. I introduced a theoretical framework consisting of four research focus areas to guide the study: the value-adding role of middle managers, the key enablers for middle managers to execute strategies successfully, the key processes they follow and the key tools they use to implement corporate strategies. I also conducted a critical literature review on the above focus areas. The findings suggest that middle managers interpret, communicate and translate organisational strategic goals into actions in their value-adding role as champions, synthesisers, facilitators and implementers. The results of the research study also indicates that communication and the availability of resources are key enabling factors, whereas systems, structures, policies and communication channels are key processes impacting on the middle managers' effective implementation of corporate strategies in this LAC. In the same vein, resources – information technology (IT) in particular, performance management systems and laws – were found to be the key tools. Some disconfirming evidence also emerged from the study, suggesting that some middle managers play a value-subtracting role, characterised by disruptive behaviour and being bogged down in routine duties. This research study is, at best, an explorative one, as it used a limited sample. Further research is necessary to gain more in-depth insights about the different roles of middle managers and their influence on strategy generation and implementation versus the role of top/senior managers. As the study employed a case study design, the generalisability of the findings is also limited to this LAC. Further, while I aimed to give a trustworthy account of the experiences of the research participants, many factors may have interfered with the processes of fair collection and interpretation of data, including personal emotional involvement with the topic, presuppositions formed from reading the literature, and various aspects of the interaction with the research participants. Further research is therefore needed to validate the assumed relationships that are expressed in the thematic map. This study is of value to the LAC in that, in the present context of this organisation, top management formulate the organisational strategic goals (vision, mission, strategic thrusts and objectives), with little involvement of middle managers. The study records the views of middle managers, indicating that there is a gap between the agenda setting and leadership of top managers and the observed roles of middle managers. Yet, effective strategy execution requires constant feedback, commenting on and questioning the strategy in order to facilitate understanding. Middle managers thus correctly argue that continuous dialogue and interaction with senior managers increases the alignment of their tactical initiatives with top management's conception of corporate strategy. / AFRIKAANSE OPSOMMING: Suksesvolle strategieuitvoering bly van deurslaggewende belang vir enige organisasie. Tog is dit oënskynlik vir menige instansie moeilik om hulle strategieë ten uitvoer te bring, veral in die openbare sektor. Hierdie studie ondersoek die rol van middelvlakbestuurders in die toepassing van organisatoriese strategieë in die plaaslike regeringsektor. Met behulp van ʼn kwalitatiewe navorsingsmetode en ʼn gevallestudieontwerp, is ʼn Namibiese plaaslike regeringsraad ('n sogenaamde LAC) onder die loep geneem. Semi-gestruktureerde afsonderlike onderhoude is met tien middelvlakbestuurders gevoer, welke tiental deur doelgerigte steekproefneming gekies is en die diverse kenmerke van die teikengroep verteenwoordig. Die studie word gerig deur ʼn teoretiese raamwerk met vier navorsingsfokusgebiede, naamlik die waardetoevoegingsrol van middelvlakbestuurders; die kerninstaatstellers vir middelvlakbestuurders om strategieë suksesvol in werking te stel; en die kernprosesse wat middelvlakbestuurders volg, sowel as die kerninstrumente wat hulle gebruik om korporatiewe strategieë uit te voer. ʼn Oorsig van kritieke literatuur is ook op elk van voormelde fokusgebiede onderneem. Die bevindinge dui daarop dat middelvlakbestuurders, in hulle waardetoevoegingsrol as kampvegters, sintetiseerders, fasiliteerders en toepassers, organisatoriese strategiese doelwitte vertolk, oordra en in dade omskakel. Die navorsing bevind ook dat kommunikasie en die beskikbaarheid van hulpbronne kerninstaatstellers is, terwyl stelsels, struktuur, beleid en kommunikasiekanale die kernprosesse is wat middelvlakbestuurders se doeltreffende inwerkingstelling van korporatiewe strategieë in die LAC onder beskouing beïnvloed. In dieselfde trant blyk hulpbronne – veral inligtingstegnologie, ʼn prestasiebestuurstelsel en wette – die kerninstrumente te wees. Die studie lewer egter ook teenstellende bewyse op dat sommige middelvlakbestuurders inderwaarheid ʼn waardeverminderingsrol speel, omdat hulle ontwrigtend optree en in roetinetake vasval. Hierdie navorsingstudie is hoogstens ondersoekend, met ʼn beperkte steekproef. Verdere navorsing is dus nodig om ʼn dieper insig in die verskillende rolle van middelvlakbestuurders en hulle invloed op die formulering en inwerkingstelling van strategie teenoor dié van top-/senior bestuurders te verkry. Aangesien die studie van ʼn gevallestudieontwerp gebruik maak, is die veralgemeenbaarheid van die bevindinge ook beperk tot die onderhawige LAC. Voorts, hoewel die studie 'n betroubare weergawe van die navorsingsdeelnemers se ervaringe probeer gee, kon verskeie faktore met die prosesse van billike datainsameling en datavertolking ingemeng het, wat persoonlike betrokkenheid by die onderwerp, vooronderstellings uit die literatuur, en vele aspekte met betrekking tot wisselwerking met navorsingsdeelnemers insluit. Die aangenome verhoudinge in die tematiese kaart moet dus deur middel van verdere navorsing bekragtig word. Die studie is van waarde vir die betrokke LAC, aangesien die topbestuur van die organisasie tans die organisatoriese strategiese doelwitte (visie, misie, strategiese fokuspunte en oogmerke) sonder veel oorleg met middelvlakbestuurders bepaal. Middelvlakbestuurders kon dus deur hierdie studie ook húlle menings lug, waaruit duidelik blyk dat daar ʼn gaping is tussen topbestuurders se agendabepaling en leierskap, en die waargenome rolle van middelvlakbestuurders. Doeltreffende strategieuitvoering verg egter deurlopende terugvoering oor, kommentaar op, en bevraagtekening van die strategie ten einde werklike begrip in die hand te werk. Middelvlakbestuurders het dus gelyk dat voortdurende gesprekvoering en wisselwerking met senior bestuurders nodig is om te verseker dat taktiese projekte op middelvlak in pas is met die topbestuur se gedagtes oor korporatiewe strategie.