Utilizing a modified Delphi Technique research study, consensus was sought from 298 practitioners in the public assembly facility management (PAFM) industry regarding their perceptions on varied matters connected to the academic preparation of managers/executives serving the industry. A comprehensive literature review and a prior pilot study were conducted for the purpose of creating the initial survey (Questionnaire 1). The pilot study consisted of an open-ended interview session with a panel (N=16) of PAFM managers. Sixty-four (64) of 66 consensus-seeking items attained consensus from the respondents (N=298) after Questionnaire 1 results were tabulated. Respondents were given the opportunity to re-assess their Questionnaire 1 choices in Questionnaire 2 and if compelled, change them. Items related to Kinesiology and Physical Education did not attain consensus status in Questionnaire 1 or Questionnaire 2. This study concluded: a) academic program in PAFM is beneficial to the industry (96%) and 63.5% viewed the degree as very important or essential; b) the preferred academic delivery level was Bachelors/undergraduate (52.7%); c) the degree program should be housed in Business (42%); d) the preferred competencies and skill sets were identified; e) the preferred course components were identified. / Statistical analysis showed that there was a significant relationship between the type of public assembly facility where a respondent worked and the preferred academic unit of the program, as well as preferred general course components. Recommendations for future research include: (a) conducting a similar study employing solely qualitative methodology; (b) seeking potential significant relationships with gender, ethnicity, geographic location, ownership and governance of facilities, years of experience; and (c) comparing and contrasting results of this study among faculty who currently teach public assembly facility management courses and the students that are in said courses . The rising cost of providing safe and cost-efficient public assembly facilities require that the people operate these facilities possess the best set of managerial, administrative and technical skills related to the management of these facilities; this study aids in that quest by suggesting competencies and course components, and potentially a PAFM general academic curriculum, based on practitioner viewpoint. / by James J. Riordan. / Thesis (Ph.D.)--Florida Atlantic University, 2009. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2009. Mode of access: World Wide Web.

published_or_final_version / Public Administration / Master / Master of Public Administration

This study was aimed at assessing the adequacy of the management development activity and its support by top management in the public service of the North West province. The South African public service is a key instrument by which service delivery can be ensured, as a result there is a need to enhance its capacity. Management development, particularly for senior management, should be seen as the most important component of human resource development in the public service, which should be improved. Certainly there are considerable benefits to be derived from an effort by any developing country to develop its public service senior managers. Current research reveals that management development is accepted as a contributor to organisational performance. Whilst this is the case, often not all management development programmes meet the needs of the organisation. Some management development programmes fail because of lack of top management support, together with organisational conditions and practices that are supposed to contribute to their effectiveness and overall organisational effectiveness. Thus, an assessment of the adequacy of the management development activity of the public service of the North West province should often be conducted so as to improve on it and thereby contribute to the enhancement of service delivery. In terms of research design and methodology, this study was evaluative in nature. The study involved the systematic collection of information on the worth of the management development programme, which has to make value judgements concerning the worth of such a programme. The target population for this study was all senior managers in the public service of the North West province. The accessible population comprises of those senior managers who were based in Mafikeng, the capital of the province and the seat of government in which all-administrative head offices of all provincial departments are located. The research sample was drawn from senior managers within some departments that form the North West provincial administration. Structured questionnaires and unstructured interviews were used in this study as data collection instruments. Combinations of both qualitative and quantitative methods of data analysis are used. To interpret the data collected from the Management Development Audit section of the Questionnaire, a scoring and interpretation worksheet was adapted for use. Some managers were also interviewed in order to find out their opinions about management development effectiveness. The findings of the study revealed that the management development activity in the public service of the North West is inadequate and requires to be improved. The recommendations based on the findings of this study can be summarised by stating that 88% of the management development activity requires improvement. / Thesis (M. Phil.) North-West University, Mafikeng Campus, 2004

Doctorat en sciences sociales, politiques et économiques / info:eu-repo/semantics/nonPublished

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.

No description available.

In this study, the relationship between formal training opportunities and internal promotions in organizations was examined in order to support the value of organizations investing in employees through training opportunities, as training is often seen as an expense to be cut in difficult times. Differences between general and specific training topics on the impact of frequency of promotion in an organization were addressed, as well as assessing differences between employees and managers. Training allows for a more capable workforce and pool of employees to pull from when an organization needs to hire. Hiring from within can save time, money, and allow for a proven person-organization fit that hiring from the external workforce cannot provide. The archival data used in the study were from the National Organizations Survey, 1996-1997 which included organizations of all sizes and forms. The analyses produced mixed support for the hypotheses. Significant relationships were found between hours of formal training and frequency of promotions of employees, and between importance of training in promotions and frequency of promotions for managers. Multiple regressions revealed that the hypothesis predicting that increased hours of training focused on general skills would positively contribute to promotion rates was not supported for either employees or managers. Exploratory analyses were also conducted to further investigate training and promotion practices. Significant contributions to hours and importance of training in promotion were discovered for certain types of skills training for both the employee and manager groups. Comparison between the employee and manager groups across variables found significant differences in certain skill type training. Practical implications of the findings and future study considerations are discussed.

This qualitative case study sought to better understand the complexity of developing executives to lead in a landscape of disruption and uncertainty, and how to evaluate the effectiveness of the development intervention in a world that is constantly changing. The purpose of this study was to explore how executives make meaning from what they learned in a development program, how these executives transferred the learning to lead their teams in today’s dynamic world, and how their organization benefitted (if at all) from having leaders with increased capabilities in leading through change. The researcher chose a single-case study design to evaluate the long-term impact of an executive development program within a bounded organization by looking at three key areas for the research questions: individual development, facilitators and barriers to learning transfer, and organizational outcomes. The 13 study participants were a subset of a cohort from an Executive Development Program (EDP), designed to harness the power of disruption to prepare leaders to navigate their teams through a constantly changing landscape with care, curiosity, and courage. The EDP took place at Global Financial Analytics & Insights (GFAI,), a pseudonym, which is a firm providing essential information to the global financial markets to inform decision-making. The data collection methods leveraged to conduct this case study were semi-structured interviews with the 13 participants and program architect, and a review of archival program documentation. The data were coded and organized according to the research questions and conceptual framework. Analysis, interpretation and synthesis of the findings were organized into four analytic categories: (1) individual shifts in mindsets or behavior; (2) enabling factors of learning transfer; (3) barriers to learning transfer; and (4) tangible or intangible benefits for the organization. This study revealed that all 13 leaders in EDP experienced a shift in their leadership style in at least one of the three lenses of care, curiosity, or courage. It also revealed that all participants encountered facilitators and barriers to learning transfer, which were grouped into the themes of individual motivation, work environment, and program design. All leaders were able to describe at least one way that GFAI benefitted from the investment in the EDP, with the top benefit being an engaged and committed network of leaders who could rely on each other to solve problems across the firm. Recommendations are offered to practitioners who aspire to build highly capable leaders prepared to navigate a dynamic and disruptive world, including: (1) leverage measurement tools to understand a leader’s ability to adapt to complexity; (2) design learning experiences that provoke new perspectives to enable transformation; (3) evaluate programs over time to allow for participants to apply their learning and for others in the organization to recognize the shifts the leader is making; and (4) engage the Executive Team (the level of leadership that reports directly to the CEO) as program sponsors and champions early in the design process and clearly articulate what is expected of them as organizational leaders and role models. Recommendations for future research are also included.

This study assessed the participation of six contributors to the career histories of fourteen women managers in five federal organizations. Briefly, the contributors included: (1) the processes of gaining managerial skills and abilities through informal and formal learning activities; (2) the demonstration of management skills through job responsibilities that were imposed upon or selected by the individual and which were observed by individuals as potential for positions of greater power and influence; (3) the attainment of positions of power and influence; (4) the development of sensitivity to organizational cultural phenomena; (5) the management of personnel decisions affecting career advancement; and (6) the development of integrity of values and behaviors over time and through experiences. The study showed how these women managers moved upward in organizations through a limited extent through participation in training and development programs and, to a greater degree, by understanding and adapting to various organizational structural phenomena. Through qualitative methodologies of interviews, document analysis, and participant observation, data were collected, analyzed, and written in the form of case histories. A model summarizing the six constructs contributing to career histories was developed. / Ed. D.

The Apartheid Philosophy resulted in creating a heterogenous society in South Africa, with each group having its own distinctive culture and value-orientation. Organizational values, influenced by personal value-orientation employed by White managers, could be challenged by appointing members of this heterogenous society into positions previously held by White managers, thereby emphasizing the need for congruence between organizational and personal value-orientation. The literature study revealed not only the existence of both Individualism and Collectivism, but the co-existence thereof in individual value-orientation and the existence of Ubuntuism as another form of collectivism - the latter being analogous to humanism. Through this empirical study the value-orientations of managers from either Black or White cultural backgrounds, were assessed, using a value-orientation questionnaire. The findings of the present study, although inconclusive, demonstrated that Black and White managers do not differ significantly in terms of their value-orientation at work. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)