Three aspects of renal function were measured in the toad, Bufo marinus (N=lO): (1) effect of rate of blood volume expansion on renal functions (UFR; GFR; urine and plasma ion concentrations; and ion excretion rates), (2) effect of hypo- and hyperosmotic blood volume expansions on renal functions, and (3) role of GFR and tubular processes in the differential response of UFR under different osmotic expansion stresses. Renal responses to differential rates of blood volume expansion have not been investigated in amphibians. Rate responses will be analyzed considering effects: ( 1) during infusion (neural, or, short term regulation of extracellular fluid volume) and (2) post infusion (hormonal, or, long term regulation of extracellular fluid volume). Volume expansions were administered with hypoosmotic (0.4%) saline and hyperosmotic (1.4%) saline, and ranged in rate from 4.0 to 20.6 ml/kg/min. This protocol is designed to present volume regulatory mechanisms with increased volume stimuli and different osmotic stimuli. Overall, infusion rate had no significant effects on renal responses measured: urine flow rate (UFR); glomerular filtration rate (GFR); urine and plasma ion concentrations; natriuresis; or kaliuresis. This was true for the infusion period and for the observed post infusion period (90 min). Rate was correlated with GFR in the hypoosmotic group (r=0.30, p=0.04) and natriuresis in the hyperosmotic group (r=0.34, p=0.03). A significant positive correlation was observed between UFR and GFR. Relative to treatment, UFR differed significantly; GFR response was inherently similar despite differences at individual intervals, indicating UFR differences between the treatments is due to tubular processes. Responses to hypoosmotic infusion included a significant diuresis, natriuresis, and a decreased urine sodium concentration, relative to hyperosmotic infusion. At low UFRs the hyperosmotic group produced urine relatively concentrated in sodium. Urine sodium concentration and UFR were positively correlated in the hypoosmotic infusion group -- at high UFRs, kidneys were unable to produce a dilute urine.

D.Tech. Organisational Leadership. Business School. / Organisations in South Africa and parastatals and semigovernmental organisations, in particular are adversely impacted upon by the low productivity of the workforce. The adverse situation invariably points to ineffective leadership. Few organisations focus on personal character, principles and moral skills, which everyone in a leadership role should possess to ensure long-term sustainable results. Improving the performance of individual organisations to the benefit of South Africa should be one of the country's highest priorities. The formulated conceptual process model could serve as a mechanism to achieve this highly complex objective.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Leadership and how it impacts on the performance of human beings remains to wide and to generic to define in a one stop shop. The inability of the research community to have one definition of this well researched topic, complicates the process of identifying those critical factors that lead to effective leadership. Sometimes, incorrectly so, leadership and management are interchangeably used when they do not always mean the same thing. Whilst both can be found in an individual, they are different with leadership relating to personality as compared to management which relates to formal position. Because leadership resides in the person of the individual, it lands itself into different styles as they pertain to the knowledge, understanding, education, culture and experience of the leader. Project management or leadership, is unique because of the unique nature of the project and the environment in which projects are executed. A special type of leadership is presumed to be able to provide effective leadership in the presence of the matrix structure leading to the authority gap, the temporary nature of the project leading to labour instability, and the square root parameters against which the success of the project are measured. The findings clearly indicate that there are certain behavioural patterns necessary to provide effective project execution in the risky and unpredictable project terrain.

Project management is undeniably the fastest growing discipline as organizations move into the euphoria of projectification of their operations. Though projects have been a part of human life since time immemorial, there is a sudden realisation of the effectiveness of the methods used in project management. The enrolment of students studying for project management in tertiary institutions has shown tremendous increase. Yet the project execution process is mired by high failure rates and absence of clarity on the necessary skills required for effective project execution. The authority-gap in project management presents political and operational conflicts, and new innovative ways of authority-gap reduction need to be identified and taught in training programs. Simultaneously there is a realisation by both academics and practitioners that there is a difference between managers and leaders. Extensive studies on leadership have not allowed for a one-stop-leadership-style to be used in leadership of any form, let alone project leadership. In fact there is no standard definition of leadership as this has been heavily contextualized and thereby disallowing the creation of a universal definition. No cast-in-stone leadership styles are known and thereby leaving the research on leadership to concentrate on critical competencies required for effective leadership of projects. This study seeks to establish the core competencies needed by the project leaders and other practitioners to reduce the failure rate and maximise the benefits currently sought after by organisations. Studies have shown that the matrix structure within which the embedded projects work is a contributing factor to the failure of projects. Because projects are executed by people, it would be the proper utilisation of people’s talents and competencies that are expected to yield favourable results. Thus, whilst the matrix structure creates the authority-gap that presents a problem for effective project execution, management-by-projects still remains the best way known to add economic value to performance and productivity. The study therefore focuses on those characteristics of project leaders that will most likely make the difference in the way people perform in the workplace. The research findings emphasised the importance of empowerment of project managers and the development of their interpersonal skills of the project leader with special emphasis on extroversion, genuineness of senior management, and the responsiveness of the project leaders as important requirements for effective authority- gap reduction. These critical competencies will therefore facilitate the project execution process and enhance the empowered project leader’s ability to reduce the high project failure rate and high cost overruns. These competencies apply specifically to the human element as it relates to the role of the project leader and the interaction with the team members, this new knowledge needs to be introduced into training programs and project practitioners.

In today’s increasingly diverse workforce, inclusive leadership has become an important focus for organizations. Inclusive leadership is the extent to which leaders foster a sense of belonging among group members and show that their uniqueness is valued. Researchers have shown that inclusive leadership positively affects subordinate outcomes, such as psychological safety, work engagement, and innovation. However, there is little research on the individual and situational characteristics that predict leaders acting in an inclusive manner. The current research analyzes the extent to which inclusive leadership is predicted by individual characteristics (e.g., personality, diversity beliefs), developmental experiences (e.g., leader training, mentorship), and organizational factors (e.g., organizational inclusive climate, senior leadership behavior). Findings revealed two personality traits to be significantly associated with inclusive leadership: Extraversion and Openness. Specifically, Extraversion was positively related to inclusive leadership, while Openness was negatively related to inclusive leadership. Furthermore, the current research demonstrated that inclusive leadership was positively related to subordinate affective organizational commitment, and negatively related to subordinate intention to quit. This research helps advance theory on inclusive leadership and suggests how organizations may increase inclusive leadership among their ranks. Implications for theory and practice, limitations, and directions for future research are discussed.

This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.

There have been many theories that have examined how leaders can be effective within an organization. The purpose of this study was to determine whether or not personality would strengthen or weaken the relationship between the quality of one's relationship with their leader (LMX) and performance outcomes (OCB). Personality did not act as a moderator. In order to test this, 127 participants of both men and women from various organizational and educational backgrounds were surveyed.

The study looked at how emotional intelligence helps leaders meet the needs of their team. In order to be successful, teams need to exist in an environment that is burn-out preventative and fosters creativity. It was hypothesized that leaders would help meet these needs by creating an unthreatening work environment. Data was gathered from 391 individuals working in existing self-managed work teams in private and public sectors. The hypothesized model was tested using a multilevel analysis approach of structural equation modeling. Results indicated that a leader's emotional intelligence predicts a non-threatening work environment for both between and within teams, thus allowing for self-managing work teams to be more creative and burn-out preventative.

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial & Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The aim of this thesis is an investigation and study into the impact of emotional intelligence (EQ) on the leadership qualities and competencies of the management team of the T-Systems South-Africa’s Systems Integration (SI) department. The Information and Communication Technologies (ICT) business arena is a volatile and unpredictable environment that brings about unique challenges for the leadership qualities and skills of the modern leader and team member. During his studies towards the degree of Master in Business Administration (MBA) at the University of Stellenbosch, the researcher was introduced to the concept of emotional intelligence and the impact that it could have on the management of people and the growth and success of an organisation as a whole. Organisations are investing more and more in ICT practices to direct their business initiatives towards financial success. These investments include the professional disciplines such as program and project management. This lead to the question whether the so-called “hard” sciences that are applied on a daily base to govern a project, team or a business will be enough to sustain growth and ensure financial sustainability for a company. The importance of the “softer” sciences such as EQ are often overlooked and the researcher wanted to investigate the impact that increased awareness and knowledge regarding EQ abilities could have on leadership within an ICT department towards achieving overall success. The value of EQ can only be understood if managers and teams understand the concept and potential impact of EQ on both a personal and professional level to guide them to eventual success, even in difficult and trying times. The aim of this study, whilst focusing on the impact of EQ on leadership, will be to provide information and create awareness of the EQ concept to the broader SI department’s employees. / AFRIKAANSE OPSOMMING: Die doel van hierdie tesis is verkennende navorsing en verdere studie om die impak wat emosionele intelligensie (EQ) op die leierskap strukture binne die Stelsel Integrasie department (SI), van T-Systems, Suid-Afrika kan hê, verder te verken. Die korporatiewe omgewing van vandag is uiters mededingend, onvoorspelbaar en kompleks. Die omgewing bied unieke uitdagings aan die leierskapkwaliteite van die moderne leier en bestuurder binne die Informasie en Kommunikasie Tegnologie (IKT) veld. Gedurende sy studie aan die Universiteit Van Stellenbosch om die Meestergraad in Besigheidsadministrasie (MBA) te voltooi, was die navorser blootgestel aan die konsep van emosionele intelligensie en die onderlinge impak wat die wetenskaplike veld kan teweeg bring om volhoubare groei en ontwikkeling binne ‘n organisasie te stimuleer. Organisasies spandeer en investeer jaarliks miljoene rande aan Informasie en Tegnologie (IT) stelsels om hulle besigheidsprosesse te aktiveer en sodoende suksesvol te wees op alle strategiese gebiede insluitende volhoubare finansiële sukses. Die investerings sluit die konsepte van program- en projekbestuur in. Die vraag wat gereeld gevra word, is of die sogenaamde “harde” wetenskappe soos projekbestuur wat daagliks in ’n projekomgewing aangewend word, genoeg sal wees om te verseker dat ’n organisasie volhoubare groei en finansiële sukses op die langtermyn kan nastreef. Die belangrikheid van die “sagter” wetenskappe soos emosionele intelligensie word baie kere oorgesien en die navorser wil poog om die impak van emosionele intelligensie op die leierskapkwaliteit en standaarde binne die SI department te ondersoek en te bepaal of dit bydra tot die departement se sukses. Die waarde van emosionele intelligensie kan net verstaan word indien leiers en bestuurders die onderliggende konsepte en potensiële impak verstaan en die waarde besef wat die veld op beide hulle persoonlike maar ook professionele lewens mag hê om suksesvol te kan wees, selfs in moeilike tye. Die doel van die studie, alhoewel meer gerig op die impak wat emosionele intelligensie op leierskap mag hê, poog ook om bewustheid te skep en die nodige inligting rakende emosionele intelligensie konsepte uit te lig en van toepassing te maak op die werknemers binne die SI department.