M.A. (Industrial Psychology) / The aim of the study was to examine the predictive validity of an externally developed assessment centre in the early identification of Black supervisory leadership potential in the South African manufacturing industry. In order to achieve this, a longitudinal design and a criterion related validity strategy were adopted to test the relationship between assessment centre results and subsequent progress as well as performance at the supervisory level. The sample for the study consisted of 233 Black males assessed for leadership potential at the supervisory level between 1986 and 1989. Independent variables included archival data (collected between 1986 and 1989) comprising assessment centre dimension scores and biographical data. The independent variables were validated against an upward mobility criterion as well as a number of performance criteria collected in 1990.

Effective leadership is essential for the achievement of organisational success in the long term. Leadership is the central ingredient necessary for progress as well as for the development and survival of organisations, especially in a changing environment such as South Africa. In this study an evaluation of various leadership models was conducted and a model of factors promoting effective leadership has been developed and proposed. This model was then tested amongst managers in the Private Hospitals of Afrox Healthcare in the Port Elizabeth area. The following procedure was followed: Firstly, a literature study was undertaken to identify the various leadership approaches. Attention was mainly focused on the most recent or advanced approaches to leadership. Secondly, based on the most recent approaches to leadership, a model of factors promoting effective leadership has been developed and proposed. The key elements identified for effective leadership are contained in this model. Thirdly, an empirical study was conducted to test the proposed model of leadership. Lastly, the results of the empirical study were evaluated, conclusions were drawn and recommendations made, based on the information obtained from both the literature study and the empirical study. The model of factors of effective leadership that has been developed is a combination of : · Leader Behaviours, which includes the elements of vision, communication, planning and empowerment; · Follower Behaviours, consisting of identification with the leader and the leader’s vision, commitment, motivation and goal pursuit, as well as trust; and · Organisational Environmental factors, including organisational configuration, organisational structure and organisational culture. It is argued that when the factors contained in the model achieve synergy, leadership will be effective, leading to enhanced organisational performance and success.

M.B.A. / It is imperative that in order for us to build successful organisations in South Africa we understand the role of leadership in these organisations. The uniqueness of the South African conditions in terms of diversity and dynamic complexity require that we look beyond a quick fix or the latest trends. All employees in an organisation need to be led in some way or the other. Once they are employed, their behavior and actions have to be channeled and directed towards the achievement of the organisation's objectives.

The essential problem considered in the thesis is the causal relationship between leadership style and organizational climate. Though there have been correlational studies among leadership and climate variables, there has been little if any satisfactory work to verify the presumption that leadership style is causally linked to organizational climate. The investigation made use of a questionnaire including both leadership style (LBDQ, Initiation of Structure (IS) and Consideration (C)) items and organizational climate items (derived from The human organization. Likert, 1967) which was distributed at two times approximately 120 days apart. The survey also included a suggestion-box questionnaire which was to be used by the company to evaluate many aspects of employee concern. The results of the general survey were to be distributed to all participants and the study was also to evaluate changes in climate that may have resulted from such feedback. The study was conducted in three departments of a large engineering consulting firm which has a task-force structure. One department was not given the general survey or feedback in order to act as a control group with respect to the check on induced change through feedback. The first survey was used to check upon the static relationships between style and climate (both a priori and factor analytic) dimensions. Multiple regression analyses were used. The major tool to examine the causal relationship was cross-lagged correlational panels along with dynamic correlations. Also used were multiple regression techniques with Time 1 climate dimensions independent and Time 2 leadership dimensions dependent for paired data only. The climate item results were also factor analysed for comparison with a priori dimensions as well as comparison with a factor analysis of data from another source (Likert, 1967). The results provided only weak support of a change in climate resulting from feedback of survey results. There were several instances where significant relationships between climate and leadership were found. For the factor climate dimensions the most significant relationships were as follows: project leader IS - interaction-warmth - goal congruence project leader C - interaction-warmth - performance and control communications department head IS - performance and control - communications - goal congruence department head C - interaction-warmth - confidence-participation - goal congruence Both the cross-lagged correlational panel criteria and regression results pointed to the most significant relationships between Time 1 climate and Time 2 leadership as follows: department head IS - confidence-participation - locus of decision making - presence of informal organization - performance and control communications department head C - upward communications - confidence-participation These results completely contradicted the results expected from the hypotheses on causal linkages and, there was no indication of support for the hypothesis for any combination of style and climate dimensions. The comparison of factor analyses on study data and Likert data led to conclusions concerning the possible difference in orientation or mental set of employees in one type of organization and managers in another type when climate variables are considered. The results of the study pointed towards the question of "good" leadership being a function of flexibility and the ability to respond to cues presented by organizational climate variables. / Business, Sauder School of / Graduate

Owing to the shifts taking place in both the external and internal business environments, leaders today find it increasingly difficult to sustain a competitive edge in the marketplace. The South African financial services industry, within which the target organisations of this study fell, is also strongly affected by these trends. Some of these trends are increasing competition in a globalising world, the knowledgeable, globalised customer of today who demands lower cost, innovative and quality products or services which are personalised and individualised, which in turn requires cutting-edge knowledge and technology; the diverse knowledge worker and the virtual workplace and organisation of the future. The imperative to organisations in identifying and developing their leaders to drive the sustainability, the profitability and the overallcompetitiveness of their organisation have become major challenges of the 21st century. In the process of trying to make sense of the complex environmental context and the growing demands of the competitive business environment, the question as to whether the existing leadership models are still a relevant to the 21st century work environment came the fore. The purpose of the study thus was born out of trying to understand, to make sense of and anticipate the impact of the changing environmental context on leadership. The intention was to find an answer to the effects of this environmental context on existing leadership models and vice versa. / Prof. Theo H. Veldsman

M.A. Florida State College for Women 1920 / Includes bibliographical references

威權領導是廣泛存在於中國企業裏的壹種領導方式，它很好地彰顯了"上尊下卑"和"專權"等中國傳統文化特征。在本土化領導理論中，威權領導壹直就是研究的重點領域，不過學術界對其影響效應存在嚴重分歧。從當前企業人力資源的實際情況來看，很多"80後"走向領導崗位，"90後"已經成為基層員工的主力軍和中堅力量。隨著時代的變遷和企業現代化的進程，管理的組織情境和研究對象都有所變化。國外有研究表明，當代青年雇員的心理特權水平有了顯著提高，而心理特權往往和消極行為相關。基於資源依賴理論，本文采用實證研究方法，選取重慶地區兩家大型國有制造企業235名小組長和1009名員工為樣本，檢驗了威權領導對員工心理特權和職場偏差行為的影響機制，並進壹步分析了權力依賴的調節作用。首先，對相關文獻進行回顧並據此提出研究假設和理論模型；其次，到樣本企業實地發放和收集組織管理研究問卷；最後，對收集的數據進行統計分析，包括描述性統計分析、信度效度分析、驗證性因子分析和多層次的混合線性模型進行分析，以檢驗假設並得出研究結論。研究結果表明，威權領導與員工心理反應和行為結果之間的相關性存在差異，威權領導與員工心理特權顯著正相關，而與職場偏差行為不相關。采用多層次的混合線性模型進行分析，威權領導和心理特權的交互與員工職場偏差行為顯著相關，威權領導和權力依賴的交互與員工職場偏差行為不相關。最後討論了本研究的理論貢獻、實踐啟示和研究局限，並對未來研究方向提出了壹些建議。

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Considering the breadth and complexity of Campus Recreation departments, and the expectation to deliver high quality programs for the campus stakeholders, leadership is an integral part of the department’s success. The purpose of this study was to examine Campus Recreation professionals’ perspectives on their leadership styles and strategies. Two research questions will guide the study: a) how do Campus Recreation professionals believe their leadership styles and strategies influence employee development and evolution? b) Do Campus Recreation professionals adapt their leadership styles as their employees evolve in their roles? In this Basic Qualitative Study, semi-structured interviews were conducted using an interview guided composed of 22 question and multiple probing questions. Blanchard’s Situational Leadership II model was adopted as the Theoretical Framework and was used as a backdrop for this study. The overarching theme was Leadership, the three main themes were; Campus Recreation – Knowledge and Experience, Leaders and Leadership in Campus Recreation and eleven sub-themes extracted from the data. In the end, the importance of an Onboarding plan and the introduction of a reputable leadership model were two of the biggest takeaways to help Campus Recreation professionals not only help develop the next generation of leaders, but help them succeed in their roles.

Thesis (Ed.D.)--Boston University.