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The Global ETD Search service is a free service for researchers
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Networked Digital Library of Theses and Dissertations.
Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
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Showing 331 to 339 of 339 (0.077 seconds)Spelling suggestions: "subject:"1eadership -- devevelopment"" "subject:"1eadership -- agentdevelopment""
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Towards a leadership model for the effective management of further education and training colleges in the Gauteng provinceMohlokoane, Mokatsane Jakamene Stephen 30 June 2004 (has links)
This thesis is a study of a leadership model for the effective management of Further Education and Training (FET) colleges in the Gauteng Province. This research was triggered by the need for quality and sound leadership skills highly needed in FET colleges. The vision of FET colleges lies at the heart of the integration of the country's education and training system. Leadership is the distinguishing factor in bringing about organisational transformation. A key contemporary issue in the development of a high quality education service relates to the new thinking about how best to pursue quality and excellence in FET colleges. Leadership, strategic planning and the need for alternative models of management lead, inevitably, towards a reconsideration of both staff competencies and continuing staff and organisational development. This research seeks to assist those who have the responsibility of leading and managing the further conceptualisation and implementation of further education and training.
A qualitative research was conducted, in which a newly merged college in Pretoria was chosen as a case study for this research. The following constituted the broad aims of this study:
 To examine the leadership strategies that should be employed for effective management of FET colleges;
 To investigate the vision and mission development and implementation and the organisational structures established;
 To determine the opportunities and challenges offered by the new large and multi-sited college; and
 To investigate a leadership model for the effective management of FET colleges.
Semi-structured individual interviews were conducted with the leadership of the college ranging from the senior managers, campus managers, middle managers to educators. Analysis of documents and observation notes was also done to supply more data about FET leadership. Data were analysed and interpreted by identifying themes and categories that would shed more light into the effective leadership of the college.
The following recommendations were made:
 A new approach to the leadership of the college should be adopted;
 The leadership of the college should be more accountable and responsive to community needs;
 More financial support should be allocated to FET colleges; and
 More focus should be given to learner support. / Educational Studies / D.Ed. (Education Management)
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The lived experience of the strategic leader: what effective CEOS do, how they do it and an exploration into how they think about itNyabadza, George Wangirayi 31 March 2008 (has links)
The purpose of this research was to study the lived experience of being a strategic leader, described as the black box of leadership, and to extend the limited research in this field. The researcher utilised the qualitative ethnographic methodology of direct observation, observing 138 discrete critical incidents that made up the lived experience of the five strategic leaders in the sample. The researcher further utilised observation tools from the field of Neuro Linguistic Programming, personal experiences, metaphors, allegories, analogies as well as deep personal introspection to make sense of the lived experience of the five CEOs.
The primary research objective was to answer the question: What do CEOs do and how do they do it? A further related objective was to explore how they think about what they do.
The research answered these questions by prising open the 'black box' of the lived experience of the strategic leader. The result of the research is the pure leadership spider web model. The pure leadership spider web model breaks down the lived experience of the strategic leader, the content of the black box, into eight dimensions: the pillars that make up the personal leadership philosophy; emotional states of mind brought to bear in meetings; kinaesthetic patterns used during meetings; meeting dynamics; emotional states brought to bear on day-to-day shop-floor engagement; emotional states brought to bear on leadership engagement sessions with other like business leaders; frames of mind governing the day-to-day experiences; and The Magic Language Box. / Business Management and Entr / DBL
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| 333 |
Leadership in rural areas : a community development processMokgohloa, Lobisa Ellen Tiny 11 1900 (has links)
A community development project involving the tribal leaders, civic organisations and the aged
action group had been completed in 1994 in Rathoke, a rural area in the Mpumalanga Pre ince. In
the process, the reseacher observed tension built as a result of the refusal of people in
authority like tribal officers, civic organisation members and individual professionals to
acknowledge that aged people can take a lead in articulating their needs
and alternative solutions.
Assumptions prevailing among them are that:
1. Old and rural people need help.
2. Have no potential for leadership development.
3. Are dependent on existing leadership structures and
4. Their needs are not a priority.
On the bases of these assumptions, the reseacher undertook to do a case study based on the
analysis of community development process reports kept for the project.There have been a number of
learnings which can be of benefit to people interested in the leadership concept
in the field of community development. / Social work / M.A. (SS) (Mental Health)
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Die effek van leierskap op verandering in 'n nie-winsgewende organisasieViljoen, Aletta Magrietha 11 1900 (has links)
Text in Afrikaans, summary in Afrikaans and English / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende
organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon
dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses moet dryf en dat
die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat
verandering vanwee ekstreme invloede wel voorkom. Verwarring ten opsigte van wie die rol en
verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die
wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor
die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en
negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die
transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit,
toeganklikheid en objektlwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook
dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig
is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit
organisation. A literature and empirical study were conducted. Literature indicated that change in
organisations is a reality and that organisations need to appoint change agents in order to facilitate
the change process. Research has shown that change in not-for-profit organisation was caused by
external influences and indicated that confusion exists as to whom the role and responsibility of
change agent belongs to. Respondents indicated that they were generally positive about the
frequency and way in which change was communicated but they indicated both positive and
negative behavioral reactions to change. The transformational leadership style is highlighted as
the best leadership style to manage change. The transformational leadership style with leadership
behavior such as integrity, approachability and objectivity motivates respondents to participate in
the change process. Research also indicated that respondents have leadership potential and have
a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation. / Social Work / M.Diac. (Maatskaplike Werk-rigting)
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Developing and evaluating a coaching program to improve safety leadershipEsterhuizen, Wika 11 1900 (has links)
Legislators are placing increased pressure on mining companies to improve their
safety performance. The importance of safety leadership is highlighted by its role in
safety culture and improving safety performance. The aim of this study was to
develop and evaluate the impact of a coaching program on safety leadership.
The main constructs namely safety culture, safety leadership and coaching was
conceptualised along the humanistic paradigm, with theoretical definitions and
models. In this study, safety culture is employees’ shared attitudes, beliefs,
perceptions and values about safety that affect their behaviour in the workplace.
Safety leadership is the interpersonal influence that a leader exercises to achieve
the organisation’s safety performance goals. Coaching is an interpersonal
interaction that aims to improve individual performance through increased selfawareness
and action plans. A theoretical model was developed to explain the
elements that constitute effective safety leadership. A coaching program was
developed based on executive coaching and leadership development principles.
The empirical investigation was conducted in an organisation in the South African
mining industry. A nested mixed methods design was followed. In the quantitative
study, a 360 degree survey was employed to assess the ratings of a purposive
sample (n=54) along eight dimensions before and after the coaching. Data was
analysed with descriptive and inferential analysis. Results showed statistically
significant improvements on accountability, collaboration, and feedback and
recognition after the coaching. The results reflected differences in 360 degree
ratings according to gender, race, job level, age and geographical location. The
most significant improvements were for females, Africans, management, age 51-60
years, and site 2.
In the qualitative study, a semi-structured interview was employed to study four
cases to investigate managers’ personal experiences and changes in attitude
toward safety. Data was analysed utilising thematic analysis. The findings revealed
that coaching was a positive experience and contributed to changing managers’
attitudes toward safety.
The research added to the field of organisational behaviour by presenting a
theoretical model that enhances the understanding of safety leadership, the
development of a coaching program and providing empirical evidence that the
principles of coaching and leadership development can be applied to improve
safety leadership. / Industrial and Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)
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| 336 |
Follow Her Lead: Understanding the Leadership Behaviors of Women ExecutivesBeutel, Lisa Mason January 2012 (has links)
No description available.
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| 337 |
Towards an Ecosystem of Youth Leadership DevelopmentSwed, Trisha 27 June 2023 (has links)
No description available.
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| 338 |
Intersectional Leadership: A Critical Narrative Analysis of Servant Leadership by Black Women in Student AffairsGraham, Daria-Yvonne J. 29 May 2018 (has links)
No description available.
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| 339 |
The Phenomenal Characteristics of the Son-Father Relationship ExperienceHickey, Chris L., Sr. 25 April 2013 (has links)
No description available.
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