The purpose of this study was to assess the perceptions of expert coaches on the key elements for building their successful programs. Five female expert Canadian university coaches of team sports were individually interviewed with an open-ended approach. Data were analysed inductively, following the guidelines of Cote, Salmela, Baria, and Russell (1993) and of Cote, Salmela, and Russell (1995). The results of the analysis identified four key elements for the building of a successful program. First, coaches possessed a variety of personal attributes that enabled them to display appropriate leadership. Second, coaches possessed thorough organisational skills from which they set goals, planned the season, and prepared their team for games. Third, coaches had a personal desire to foster their players' individual growth, by empowering them and teaching them life skills. Finally, the aforementioned elements were interrelated and linked together by the coaches' vision, without which success was unlikely. Data also showed the correspondence of these four elements with a transformational leadership style that has been successfully used in business, military, industry, and educational settings.

The findings of this thesis are somewhat at variance with the literature on Canadian public policy. The literature tends to accord primary importance in the federal policy-making process to forces such as political parties, bureaucratic groups, pressure groups, and the provinces. This study demonstrates that the political leadership of an individual cabinet minister and, subsequently, the political leadership of the government as a whole were of primary importance in the development of unemployment insurance policy in the 1970's. The policy interests of political leadership took precedence over those of other forces in the policy-making process. Moreover, the input of other forces with the exception of political parties, was negligible. Political leadership required the support of sympathizers within the major political parties to exercise leadership functions of surveillance and legitimation. / Bryce Mackasey, who introduced a new program in 1971, carried out these leadership functions so effectively that he became an agent of policy reform. Mackasey exercised surveillance over the policy-making activities of his public servants and legitimized the scheme to opponents within the major political parties, other bureaucratic groups, and the provinces. However, during the amending process, the government as a whole was not required to exercise surveillance but it successfully legitimized its policy interests to the same forces.

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The purpose of this dissertation is to determine what constitutes the abuse of power by leaders in Christian organisations and how it can be addressed, especially in a multicultural context. The theoretical and empirical research defines the abuse of power, especially in Christian organisations, and outlines the results. It determines the role that culture plays in the abuse of power and presents strategies that can be used effectively to prevent or deal with the abuse of power in different cultural contexts in Christian organisations. The cultures considered in the empirical research are English-speaking Canadians, Germans (from what was formerly West Germany), and white South Africans. In this research, the abuse of power, the aspects that define abusive leaders and the victims, and the effects of the abuse of power on the leaders, victims and the organisations are discussed. The literature and the responses from the research participants clearly confirm the existence of abusive leadership in Christian organisations. The characteristics that constitute an ethical Christian leader are defined and underlined by the responses from the respondents in this research: spiritual transformation, love, servant leadership, accountability, trust and forgiveness. Addressing the abuse of power in Christian organisations, specifically in a multicultural context is challenging. Leaders must be prepared to learn about and understand the cultures represented in the team. They also have a responsibility to challenge their team members to reflect on their cultural characteristics, to have healthy discussions and to form an organisational third culture that profits from the potential that each team member can contribute. / Philosophy, Practical and Systematic Theology / M. Th. (Christian leadership)