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The aim of this diploma thesis is to identify a key competencies for a leader in global corporation respecting the regional differencies. In the theoretical part we define leader, point out the differences between leader and manager and analyze the required competencies of a modern leader. In the practical part, he analyzes the leadership settings in the selected company and compares the acquired knowledge with the theoretical definitions. On the basis of the results obtained, it suggests specific ways of developing selected personality traits while accepting regional differences.

Organisations depend on strong and competent leaders for their sustainability, profitability and competitiveness. Therefore organisations have an extremely strong focus on development, and especially on leader development. Mentoring has been recognised as a developmental tool (Truter, 2008, p.61) and is therefore employed by many organisations to foster such development. The primary aim of this study is to determine whether and to what effect, mentoring can be used to foster leader development in a business context. The research is of a qualitative, phenomenological nature and enquires into the perceptions, personal experiences and knowledge of people who have been exposed to mentoring and leader development, in order to understand how mentoring has played a role in the development of their leadership. In-depth interviews were conducted with a sample of six participants in order to collect the required data; and South African and international literature was consulted in order to interpret the interview data accurately in terms of the primary aim of the study. The study revealed the following results amongst others: <ul> <li> There is a connection between mentoring and leader development and mentoring can be used to develop leaders.</li> <li> Leader development is not possible in the absence of mentoring.</li> <li> Mentoring can contribute to leader development by focussing on a person’s development and teaching that person to become a good or a better leader.</li> <li> Mentoring has the ability to positively impact or benefit leader development.</li> <li> Mentoring has the ability to develop a person’s leadership capability and competence (i.e. his/her ability to be a leader).</li> <li> Mentoring can be used as a tool to develop effective leaders.</li> </ul> / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / This study compared job stressors between female and male Tour Leaders (TLs) operating in South America, mainly Peru and Bolivia. In 2017, 82 TLs were surveyed about their level of stress on 30 items representing four sources of job stress: job roles, nature of the job, tourists’ attitudes and behaviors, and external factors. Statistical tests determined that female TLs perceive higher levels of stress from sexual harassment, natural disasters, facilitating the tourists-locals interaction, having limited free time during trips and constant packing/unpacking. Male TLs reported higher levels of stress when tourists supersede their authority. These results indicate the need to amend policy and managerial guidelines to increase gender equity in the tour leading profession. / Revisión por pares

This quantitative research was a descriptive, statistical analysis that answered the question: "How does authentic leadership practices and the leader's quality of communication relate to organizational commitment?" / Doctor of Philosophy / Leadership practices / Leadership history / Leadership diversity / Leadership Communication / Organizational commitment / Communication Satisfaction Questionnaire / Organizational Commitment Instrument / Authentic Leadership Questionnaire.

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Leadership emergence is best conceptualized as a complex, multi-level process arising from the dynamic interplay of all elements in the process: group members, relations, and context (Day, 2014). This study seeks to simultaneously examine to the role of each in the leadership emergence process by assessing leader and follower traits, their trait similarity, task, behaviors, and the network itself. Using a rotation design, 99 cadets in groups of three completed four tasks with alternating partners and subsequently provided sociometric ratings of each of their group members. Data was analyzed using Exponential Random Graph Modeling, which controls for endogenous group effects. In general, there was a tendency toward nominating others as leaders. High scores on dominance and intelligence predicted leadership emergence, and low scores on dominance predicted follower emergence. The type of task did not affect leadership emergence. Perceived leader behavior unexpectedly reduced the likelihood of nominating another as a leader. Results from this study highlight the importance of studying all components of leadership process and are once step closer toward doing so completely and accurately. / Master of Science