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Doctor of Philosophy / Department of Educational Leadership / Sarah Jane Fishback / This bounded case study explored ten purposefully selected physician participants’ perceptions of the effectiveness of an eight session, two year in-house physician leadership development program at a major Academic Medical Center (AMC) in the Midwest. While physicians are generally educated to care for patients in their specialty area, reforms necessitate the need for physician leadership involvement in metric tracking by healthcare organizations in order to provide a focus on quality patient care and safety. Participants indicated finding the course effective, especially the negotiations and finance modules. These modules provided new language, a better understanding of processes and an opportunity to develop skills through interactive class exercises such as case studies. Participants described an increased self-awareness of their interpersonal skills and expressed a desire for greater exposure to emotional intelligence principles. Participants experienced a transformational shift in how they constructed their identity as a physicians and leaders, and questioned assumptions about the physician’s role in healthcare. While effective in initiating a process of exploration, this course was not sufficient to meet the goals and objectives of the program. Therefore, recommendations for the advanced course included a focus on leadership competencies identified by Dye and Garman (2006) as cited by Dye and Sokolov (2013), emotional intelligence, and transformational leadership.

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)

Afrikaans text / The researcher was approached by the security industry to identify leadership shortcomings and to design a leadership course aimed at supervisory level. The research question YJas: "Is it possible to identify shortcomings in individuals in respect of leadership qualities and to address these shortcomings by means of a leadership training model?" After a background study, a leadership training model was developed ·and a bottom-up needs analysis was executed. The developed questionnaire was distributed and the response was statistically processed and interpreted. The target group was identified. The course was designed, presented and evaluated. The impact of this course will be determined through research after a period of 12 to 18 months by comparing and interpreting personnel statistics on aspects like absence without leave, personnel turnover, sick leave and a number of disciplinary hearings. / Die navorser is deur 'n sekuriteitsmaatskappy genader om leierskap­ tekortkominge te identifiseer en 'n kursus te antwerp en aan te bied wat op toesighouervlak gerig is. Die navorsingsvraag is : "Is dit moontlik om tekortkominge ten opsigte van leierskapkwaliteite te identifiseer en deur middel van 'n leierskap­ opleidingsmodel aan te spreek?" Na afloop van 'n agtergrondstudie, is 'n leierskapmodel ontwikkel en 'n onder-na-bo-behoeftebepaling uitgevoer. Die ontwikkelde vraelys is versprei en die terugvoere is statisties verwerk en ge'interpreteer. Die teikengroep is ge'identifiseer. Die kursus is antwerp, aangebied en geevalueer. Die impak van die kursus sal deur middel van verdere navorsing na 'n periode van 12 tot 18 maande getoets word deur die vergelyking en interpretering van personeelstatistieke met betrekking tot afwesighede sander verlof, personeel omset, siekteverlof en die aantal dissplinere verhore. / Curriculum and Instructional Studies / M. Ed. (Didaktiek)

Text in Afrikaans / Die doel van hierdie navorsing is om te bepaal tot watter mate waargenome leierskapvaardighede van die middelvlakbestuurders in 'n provinsiale hospitaal, 'n voorspeller is van topprestasie. Vanuit die literatuuroorsig word leierskapteoriee, die veranderende konteks van leierskap, leierskapstrategiee en -vaardighede bespreek. Die rasionaal vir topprestasie, visie in topprestasie-organisasies en die beginsels van topprestasie word ook bespreek. Die navorsingsontwerp is 'n beskrywende studie en maak gebruik van 'n gestratifiseerde ewekansige steekproef. Die leierskapvaardigheidsvraelys (Charlton, 1991) is vir die meet van die leierskapvaardighede gebruik en die PA VE-vraelys is gebruik vir die meet van die vlak van topprestasie in die organisasie-eenheid. Die resultate vertoon bemagtiging as die vemaamste voorspeller van topprestasie by die middelvlakbestuurders. Toekomstige navorsing kan temas insluit soos die rol en potensiaal van 'n gedeelde visie, volharding, en werkstevredenheid. Relevante sleutelwoorde is transformerende leierskapvaardighede, topprestasie, bemagtiging en middelvlakbestuurders. / The aim of this research is to determine to what extent perceived leadership competency of the middle level manager in a provincial hospital, is a predictor of peak performance. The literature highlights leadership theories, the changing context of leadership, leadership strategies and competencies. The rationale for peak performance, vision in peak performing organizations and the principles of peak performance are also discussed. The research design is a descriptive study which uses a stratified randomized sample. The leadership competence questionnaire (Charlton, 1991) is used to measure the leadership competencies. The PA VE questionnaire is used to measure the level of peak performance in the organizational unit. The results indicate empowerment as the most prominent predictor of peak performance of middle level managers. Future research may include the role and potential of a shared vision, determination and work satisfaction. Relevant keywords are transformational leadership competencies, peak performance, empowerment and middle level managers. / Industrial and Organisational Psychology / M.Com. (Bedryfsielkunde)

Within the university system, student organizations have historically had multiple positive influences on the students who choose to participate in them. This study looked at a particular banner organization in the College of Agriculture, Food and Environment at the University of Kentucky. Using the Social Change Model of Leadership Development theory as a backbone, a survey was created to evaluate the impact UK CAFE Ambassador Program has on its participants, as well as to identify avenues for improvement. This is a program that seeks to represent the college through recruitment and to develop student leaders through soft skill building. After surveying current and past ambassadors, there is overwhelming evidence that the UK CAFE Ambassador Program has positively impacted the students whether it was through skills building, networking, or college experience.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). The science of leadership is an area that changes over time as organisations and individuals change, grow and develop. The more complex the nature of leadership, the more difficult and challenging the identification of leadership potential and the subsequent development of leaders. The global environment further places its own demands on leadership requirements and the development of global competencies. Powerful and sophisticated talent management strategies and performance management initiatives have become extremely important in the competitive global talent market. To effectively integrate talent management into organisational strategy, line managers should embrace a talent mindset. Talent management should follow organisational values and should furthermore be supported by the desire of individuals in the organisation to embrace such values. In order to effectively execute talent management, organisations should clearly define their leadership requirements and the roles in which they require leadership accountability. The difference between managers and leaders should be clear in terms of the organisation's requirements and organisations must ensure that the basic conditions for leadership, according to Jaques & Clement (1991 : 47) are in place: • "A person must have the necessary competence to carry the role, including strongly valuing it. • A person must be free from any severely debilitating psychological characteristics that interfere with interpersonal characteristics. • Organisational conditions - structure and leadership practices - must be requisite. • Each person must be encouraged to use his own natural style". The most critical requirement for effective leadership is that the person who executes the leadership should value giving the leadership. Leadership, or talent development should aim at developing the leadership skills defined by the organisation. This development takes time and dedication. In order to ensure that the time and dedication spent on talent development is rewarded, the identification of such talent should be very well executed. Various definitions of talent exist and a number of factors, i.e. skills, knowledge, cognitive ability, potential, value systems and work preferences are considered in defining talent. Previous performance, future potential and individual aspiration should also be considered. Talent is mostly made up of a combination of abilities, individual motivation and opportunities offered. The definition of talent management is also very complex and is indicative of how the organisation sees talent management. Talent is normally managed and developed through talent pools and an alignment between competency models, performance objectives and people characteristics is used to fill talent pools. Effective and disciplined talent reviews should take place regularly to determine the progress made and whether individuals should still be included in the talent pool or not. The influences in the organisational environment calls for the understanding of human capability to manage complexity and knowledge of work levels in order to effectively execute talent pool management. Leadership development programmes should include the challenges and context of leadership, as well as the development of individual characteristics. A company cannot grow leaders unless an accurate development target is identified. The selection of this development target should be effective and only a few programmes could be identified that effectively support the identification of talent. Most companies use the competency approach, which has significant advantages, but also a number of disadvantages. These models are discussed in the research report. Talent management however does not terminate with the mere identification of potential and the intent to develop identified individuals. Leadership development places its own demands on organisations and the number of interventions that are required to effectively develop leadership talent. The efforts and resources awarded to talent development should however enhance organisational performance and the fact that organisations choose to ignore or discard the need for talent management could have detrimental effects on their sustainability. / AFRIKAANSE OPSOMMING: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). Die wetenskap van leierskap is 'n veld wat gedurig verander soos organisasies en individue verander, groei en ontwikkel. Hoe meer kompleks die aard van die leierskap, hoe moeiliker en meer uitdagend is die identifisering van leierskapspotensiaal en die gevolglike ontwikkeling daarvan. Die internasionale omgewing plaas verdere eise op leierskapsbehoeftes en die ontwikkeling van globale bevoegdhede. Kragtige en gesofistikeerde talentbestuursstrategieë en prestasiebestuurinisiatiewe het uiters belangrik geraak in die kompeterende internasionale omgewing. Lynbestuur moet 'n talentbestuursingesteldheid ontwikkel ten einde talentbestuur effektief in organisasie-strategie te integreer. Talentbestuur moet noodwendig die waardes van die organisasie ondersteun en volg en moet ondersteun word deur die begeerte van individue in die organisasie om die waardes uit te leef. Ten einde talentbestuur effektief uit te voer, moet organisasies hulle leierskapsvereistes en die rolle waarin hulle leierskapsaanspreeklikheid vereis duidelik definieer. Die verskil tussen bestuurders en leiers moet ook duidelik wees met betrekking tot die organisasievereistes en daar moet verseker word dat die basiese vereistes vir leierskap soos geidentifiseer deur Jaques en Clement (1991 : 47) in plek is: • Persoon moet die nodige bevoegdhede hê om die rol op te neem en dit ook dienooreenkomstig waardeer. • 'n Persoon moet nie enige ernstige verswakkende sielkundige eienskappe hê wat indruis teen interpersoonlike eienskappe nie. • Organisatoriese toestande - struktuur en leierskapspraktyke - moet in plek wees. • Elke persoon moet aangemoedig word om sy eie natuurlike styl toe te pas". Die mees kritieke vereiste vir effektiewe leierskap is dat die persoon wat dit uitoefen, 'n waardering daarvoor moet hê. Leierskaps- of talentontwikkeling moet gemik wees op die ontwikkeling van leiereienskappe soos gedefinieer deur die organisasie. Diesulke ontwikkeling neem tyd en toewyding. Ten einde te verseker dat die tyd en toewyding wat aan leierskapsontwikkeling spandeer word die toepaslike opbrengs lewer, moet die identifisering van diesulke talent baie goed uitgevoer word. Verskeie definisies van talent bestaan en 'n aantal faktore soos vaardighede, kennis, kognitiewe vermoëns, potensiaal, waardestelsels en werksvoorkeure moet oorweeg word in die identifisering van talent. Vorige prestasie, toekomstige potensiaal en individuele aspirasies moet ook in ag geneem word. Talent bestaan hoofsaaklik uit 'n kombinasie van vaardighede, individuele motivering en geleenthede. Die definisie van talentbestuur is ook baie kompleks en is 'n aanduiding van hoe talentbestuur deur die organisasie beskou word. Talent word normaalweg bestuur en ontwikkel deur talentmassas en 'n groepering van bekwaamheidsmodelle, prestasiedoelwitte en menslike eienskappe word gebruik om diesulke talentmassas saam te stel. Effektiewe en gedissiplineerde talentoorsigte moet gereeld plaasvind om die vordering te monitor en te bepaal of individue steeds ingesluit moet word in die talent-massa , al dan nie. Die invloede van die organisatoriese omgewing vra ook vir 'n goeie begrip van menslike aanleg om kompleksiteit te hanteer en 'n kennis van die vlakke van werk ten einde effektiewe talentbestuur daar te stel. Leierskapsontwikkelings-programme moet die uitdagings en konteks van leierskap, sowel as die ontwikkeling van individuele eienskappe insluit. 'n Organisasie kan nie leiers ontwikkel alvorens 'n spesifieke ontwikkelingsdoelwit geidentifiseer is nie. Die keuse van hierdie ontwikkelingsdoelwit moet effektief wees en slegs 'n paar programme kon geidentifiseer word wat die identifisering van talent effektief ondersteun. Meeste organisasies gebruik die bevoegdheidsbenadering, wat verskeie voordele, maar ook aansienlike nadele het. Hierdie programme en modelle word in die navorsingsverslag bespreek. Talentbestuur eindig egter nie met die identifikasie van potensiaal en die voorneme om geidentifiseerde individue te ontwikkel nie. Leierskapsontwikkeling plaas sy eie vereistes en druk op organisasies en die aantal intervensies wat vereis word om leierskap effektief te ontwikkel. Die moeite en hulpbronne wat aan talentontwikkeling toegesê word, behoort organisasie-prestasie te verbeter en die feit dat organisasies kies om die nodigheid van talentbestuur te ontken kan 'n nadelige uitwerking op toekomstige volhoubaarheid het.

Thesis (MPhil)--Stellenbosch University, 2010. / This research study considers how executive education institutions should be training leaders for the future. The research outlines possible future challenges facing leaders in order to determine the type of training offered by executive education institutions. The study also looks into the current training practices of executive education institutions and explores the challenges currently faced by such institutions. This study discusses the role executive education institutions perform and how learning partnerships between executive education institutions and organisations can influence the role of executive education institutions. This research study has a specific focus on the training processes used by the University of Stellenbosch Business School (USB) Executive Development Ltd as an example of an executive education institution and offers some recommendations for consideration. These recommendations, amongst others, include the inability of off-the-shelf training programmes in not being able to always address the training needs of a company and that a thorough needs analysis should therefore always be done prior to the training; that executive education institutions should strive to be more flexible; that a more solid interdisciplinary research methodology focusing on business-related problems should be employed; that the importance of recognised accreditation should not be negated; and lastly, that anticipatory action learning should be included as part of the training process.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Giving regular performance feedback for improvement and indicating good performance is essential for individuals to function optimally in the work environment. Managers often avoid the task of giving feedback, especially negative feedback. This avoidant behaviour is manifested in different ways, including delegating the task of giving feedback, suppressing the information which managers believe is negative, avoiding giving feedback or not giving feedback at all. This study was aimed at answering the following questions: What are the factors contributing to the phenomenon of managers’ reluctance to give feedback? What are the factors contributing to the discomfort managers experience when faced with the task of giving feedback? Can coaching, as a development tool, contribute to enhancing managerial skills for executing the task of giving feedback? A qualitative study, using a case study approach, was conducted to determine the experiences, feelings and perceptions of managers when having to engage in giving feedback. The study design comprised individual coaching for participants, followed by semi-structured interviews to evaluate the learnings, changed perceptions and feelings and giving feedback, following the coaching process. The findings provided an in-depth understanding of the managers’ experiences and the contributory factors influencing the manner in which the task of giving feedback was executed. Recommendations were made on how coaching as a development tool can be utilized to enhance managerial skills for the task of giving feedback. Recommendations were made for future studies relating to managers having to engage in giving feedback.