Indiana University-Purdue University Indianapolis (IUPUI) / The purpose of this research was to investigate the social and cultural constructions of leadership and how search committee members evaluate candidates for leadership positions. Moreover, how they conceptualize, measure, and evaluate leadership potential of candidates. To explore this issue, the following research questioned were answered: How do members of an executive search committee construct their views of leadership?; In what ways do the individual, social, and cultural constructions of leadership held by search committee members influence behaviors and outcomes of a search committee? In this study, I investigated how members of a search committee constructed their views of leadership and in turn how this influenced the search process for an executive leader. In order to explore this issue, this study is approached through the constructivism paradigm and informed by critical inquiry, using case study methodology. I followed one executive search process from the charge meeting until the committee made its recommendation to the hiring authority. The unit analyzed in this search employed a leadership competency model and tools which mapped to this model, in an effort to mitigate the influence of bias. I used semi-structured interviews with committee members to understand their views on leadership. I supplemented interviews with observations and document analysis as means of collecting data for the study. Three findings emerged through data analysis: the role of background and identity on views of leadership, the influence of personal and societal constructions of leadership on individual behaviors and search outcomes, and the application or utility of using a leadership competency model. Through my findings, I demonstrated how individual’s background and identity shaped their perceptions of what it meant to be a leader. Additionally, how they rated and talked about candidates matched their individual views about leadership rather than the leadership competency model they were asked to use. More specifically, analysis illuminated that minoritized search committee members had drastically different beliefs about leadership and experiences serving on the search committee. I concluded the study by outlining implications for policy, future practice, and future research, including offering a conceptual framework and tools for an equity-minded search process.

Magister Commercii - MCom / Equitable access to quality health care is an essential element and a fundamental right for human development in any country. The South African health system prior to 1994 can be construed as one characterised with inequality and human development disparity. Various policies have since been promulgated and implemented to redress the inequalities of the past. Poverty related illnesses remain widespread, the reemergence of infectious diseases and social impacts are putting additional pressure on an already overburdened health system. These challenges have heightened expectations for leadership to manage the health system of the country more effectively and efficiently. A shortage of critical skills and trained health personnel have been cited as two of the major challenges for effective quality care within the health sector and have been described by The World Health Organisation as the heart of any successful health system in any country (Coovadia et al. 2009). However, there is a severe lack of formal evaluation of the competencies of hospital managers, as well as their needs for future training in South Africa. The public has become more health conscious and the request for quality care is increasing, demanding health professionals with increased levels of competence. There is a paucity of research in the health management literature that systematically specifies and assesses which competencies are important to facilitate leadership development, especially in a developing country context. The research aims to identify and determine a comprehensive set of managerial competencies for health leadership in South Africa that could enable leaders to successfully lead the health sector beyond the 21st century. The research is based on the National Center for Health Leadership (NCHL) framework that was developed through a synthesis of the literature on leadership and management competencies in health and related domains (NCHL, 2006). A survey approach using a pre tested questionnaire was administered to management in public and private sector hospitals. Respondents were asked to rate the level of importance of each of the 80 competency statements pertaining to the National Center for Health Leadership competency model.