No abstract available. / Thesis (Ph.D.)-University of KwaZulu-Natal, Durban, 2008.

Based on social identity theory (Tajfel & Turner, 1979) and the social identity approach to leadership (Haslam, Reicher, & Platow, 2011), the present research addressed the question of how collective action is coordinated. Three studies are reported, which address the interplay between in-group identification, identity leadership and collective action in three social group contexts (i.e., political parties, civic society and workgroup). The results of Study 1 replicated that identity leadership is a four dimensional construct. However, these four dimensions had strong intercorrelations. Study 2 and 3 supported the hypotheses that the more people identify with the group, the more they will engage in collective action (Hypothesis 1) and in-group identification results in the perception of identity leadership which, in turn leads to collective action in certain group contexts (Hypothesis 2-5). Study 3 demonstrated that the relationship between in-group identification and collective action, via identity leadership is indeed context dependent (Hypothesis 6). Implications of the current research are outlined in relation to the discourse on collective action and identity leadership. / Grow-your-own-timber programme at Unisa / Psychology / M.A. (Psychology, with specialisation in Research Consultation)

This study described and analyzed the characteristics of three Latino public school superintendents in the state of Texas and gained insight into their leadership behaviors; particularly their leadership styles, and the influences of cultural, familial, social, and other environmental factors on the leadership behaviors of the participants. This study considered the notion of mestizaje, that social, cultural, and historical experience of persons of Latino (Iberoamerican) extraction; how mestizaje informs leadership behaviors. The study followed qualitative research design and protocols, and utilized the case study method. Data gathered through three semistructured interviews with each of the three participants, direct observations, and document reviews informed the findings. Findings regarding the characteristics of Latino public school superintendents and the influence of mestizaje on their professional behaviors surround four themes: empowering for leadership; informing leadership behaviors; leading for social justice; and school district functions in action. The notion of agency emerged as a primary consideration in the conclusions, reflecting the imperative relation between social, cultural, and historical experiences, and one’s position as a superintendent. The multiple subjectivities inherent in mestizaje are conversely opportunities for being transformational; thereby the locus of forging multiple objectivities. / text

The overall aim of the present research was to explore what makes leadership behaviour to be perceived or judged as appropriate behaviour by followers and thus as influential on followers. Based on the Relational Models Theory, which postulates four elementary relationships people engage in and defines what motivates and constitutes morally guided behaviour within these relationships, we hypothesised that leadership behaviour is more influential the more its implementation corresponds with the dominant elementary relationship of the leader-follower relationship. More specifically, we hypothesised that leaders are perceived to be more influential when they are in a communal sharing relationship with their followers and demonstrate leadership behaviour based on the moral principle of unity or when they are in an authority ranking relationship with their followers and demonstrate leadership behaviour based on the moral principle of hierarchy. Four experimental studies were conducted to test our hypotheses using a business context (Study 1 and 2) and student context (Study 3 and 4) and presenting these contexts either as a scenario to be imagined (Study 1 and 2) or as a bogus post on Facebook (Study 3 and 4). Although our findings did not support our overall hypothesis, they imply that leaders who are in a communal sharing relationship with their followers or demonstrate leadership behaviour based on unity are relatively more influential. / Psychology / M.A. (Psychology (Research Consultation))