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A high rate of turnaround failures is often blamed on leadership. This dissertation places the focus on the turnaround CEO in South Africa and determines the attributes of such an individual. This is a qualitative research project and the data has been sourced via in-depth interviews, conducted with business leaders who have had decades of experience at executive level. The research showed that there is a list of 10 attributes that can be considered as the essential attributes of a turnaround CEO. In addition there are a plethora of attributes that can be seen as enhancing or distinguishing. Within a South African context, distinguishing attributes are required in order to deal with issues mainly originating from historical inequalities. Some attributes relate to Black Economic Empowerment, labour legislation as well as an acute awareness of the history of the country and in particular how it has influenced the working environment post 1994 – including the possibility that we may, as a result, be cultivating soft managers. In addition people in SA are seen to be more open to change than other nationalities. However, the research has shown that in a turnaround situation the “South Africa – specific” factors are considered to be extraneous and the skills required in dealing with them are not regarded as essential, but rather as distinguishing attributes that play a role once a business has been saved from closure and control has been reinstated. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2006. / The aim of this study is to derive a theoretically justifiable hypothesis on the second-order factor structure of the Leadership Behaviour Inventory (LBI). The available empirical evidence on the validity of the measurement and structural models underlying the Performance Index (PI) together with the positive results on the LBI, allows the opportunity to proceed with the task of explicating and evaluating a comprehensive leadership-organizational unit performance structural model. Before this can be undertaken, however, a good fitting second-order factor structure for the LBI needs to be developed. The second-order factor structure proposed by Avolio, Bass and Jung (1999) for the Multifactor Leadership Questionnaire (MLQ) is adapted, applied to the LBI and tested empirically. The results suggests a reasonable to mediocre fitting model that clearly outperforms the independence model, however, fails to satisfactory capture the complexity of the processes which underlie the LBI.

This study has a twofold purpose. The first is to demonstrate the use of the Forced-Choice Technique in developing a rating scale for the selection of teachers adjudged to be ready to assume responsibility of an administrative nature and a role of leadership. The second is to develop a tentative rating scale for this purpose in the Dallas Independent School District, Dallas, Texas,

Please read the abstract in the 00front of this document / Dissertation (MA (Industrial Sociology))--University of Pretoria, 2007. / Sociology / unrestricted

Dissertation (MBA) -- University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Leadership effectiveness, and how it affects organisational performance, is a much researched area of interest. This study focuses on those leadership skills and behaviours that possibly could increase leadership effectiveness at the senior level of leadership. This is a qualitative research project and the data has been collected using a combination of a qualitative questionnaire and in-depth interviews, conducted with highly qualified individuals with extensive leadership development experience. The research showed a significant relationship between leadership skills and leadership effectiveness and revealed that certain behaviours impact leadership effectiveness at the senior level. In addition it confirmed that leadership skills and behaviours that increase leadership effectiveness could be both continuous and discontinuous in nature when transitioning from the middle management to the senior level. Within the context of sub-Saharan Africa, adaptability and learning agility are especially important behaviours for leadership effectiveness at the senior level. The research also showed that interpersonal skills is the most important skill group to be developed when transitioning to the senior level and, of these, political and cultural sensitivity emerged as the most important interpersonal skill for leadership effectiveness at the senior level. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

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)

The paper explores the complex nature of the postmodern world in which leaders find themselves and questions the appropriateness of the current discipline-based structure of MBA education in terms of its usefulness to develop effective postmodern leaders. What is called for is an approach to problem solving that is heuristic and also a tolerance for the temporal nature of solutions, flexibility, and multiple perspectives and inputs. Transdisciplinarity, which focuses on bringing together these different perspectives, provides a useful platform where developing leaders can engage with the dynamic and complex environment of a postmodern era. The nature of transdisciplinarity, from the perspective of a number of theorists, is presented. Furthermore, synergies between the transdisciplinary approach and the nature of postmodern leadership are identified and analysed. The paper examines synergies between transdisciplinarity and other scientific paradigms such as social constructivism, critical management theory, postmodernism, social cognitive theory, critical pedagogy, systems theory, complexity theory, cybernetics, narrative psychology, critical reflexivity, and others. The methodology is qualitative and involves the observation of a number of lecturing sessions at Business Schools in the United Kingdom, United States and South Africa, with the objective of noting whether any elements of transdisciplinary learning are evident. These observations are followed up with individual interviews with selected lecturers. The paper concludes with an analytical discourse on the value that a transdisciplinary andragogy can add to leadership development, particularly in relation to assisting students with embracing the complex challenges of leading in a postmodern era. The paper concludes that there is a significant lack of alignment with the prevailing approach to learning methodology in MBA programs and the nature of the postmodern world. The research recommends that a transdisciplinary learning methodology has a great deal to offer in terms of providing a learning environment for an emerging leader, that will equip him or her to be effective in a postmodern environment. Tools and methodologies for implementing a transdisciplinary approach to leadership development are suggested and outlined in some detail. / Psychology / (Ph. D. (Industrial and Organizational Psychology))