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Le but de cette recherche est la vérification des relations entre les pratiques de leadership et la performance de l’équipe. Nous nous concentrons sur deux pratiques de leadership distinctes : le leadership d’empowerment et le leadership autocratique. Cette recherche vise également à comprendre le rôle médiateur de l’engagement des membres envers les objectifs d’équipe dans ces relations. De plus, nous examinons la combinaison des deux pratiques de leadership chez un même responsable d’équipe, à savoir si l’adoption d’un style de leadership peut réduire ou amplifier l’effet de l’autre style de leadership. Les données de types secondaires ont été colligées auprès de 381 membres faisant partie de 101 équipes ainsi que des 101 supérieurs immédiats de ces équipes œuvrant dans une organisation de sécurité publique canadienne. Ces données ont été recueillies grâce à un questionnaire. Des analyses factorielles confirmatoires et des analyses de régression hiérarchique ont permis de vérifier nos huit hypothèses. Les résultats montrent que les pratiques de leadership sont modérément et significativement liées à la performance d’équipe. Les pratiques de leadership sont également liées fortement et significativement à l’engagement des membres envers les objectifs d’équipe. Par ailleurs, les résultats révèlent que l’engagement des membres envers les objectifs d’équipe joue un rôle médiateur complet dans la relation entre les pratiques de leadership et la performance d’équipe. Par contre, l’effet d’interaction entre les pratiques de leadership n’est pas significatif. La vérification du rôle médiateur de l’engagement des membres envers les objectifs d’équipe constitue un apport théorique dans la compréhension des équipes de travail. Sur le plan pratique, les résultats montrent que les responsables d’équipe ont intérêt à adopter des pratiques de gestion permettant l’atteinte des objectifs d’équipe tout en améliorant le sentiment d’engagement des membres et la performance d’équipe. / The purpose of this research is to study the effect that leadership practices can have on team performance. We decided to concentrate this study on two types of leadership practices that are distinct: empowerment leadership and autocratic leadership. This research also tends to explain the mediating role of team goal commitment in the relation between leadership practices and team performance. Furthermore, we examine the harmonization of both leadership practices present among a team leader to notice if the adoption of one type of leadership would diminish or amplify the impact of the other leadership type. Secondary data were collected in a public safety organization located in Canada. Overall, 381 members of 101 teams and their corresponding 101 immediate superiors were questioned through a questionnaire survey. Confirmatory factor analyses and a series of hierarchical multiple regression analyses were conducted to verify our eight hypothesis. The results showed that leadership practices have a moderate and significant effect on team performance. Leadership practices are also strongly and significantly related to team goal commitment. Otherwise, the results points out the mediating role of team goal commitment. In fact, the mediating role of team goal commitment was complete between leadership practices and team performance. Contrariwise, the interaction effect between leadership practices turned out to be not significant. The verification of the mediating role of team goal commitment represents a theoretical implication within the comprehension of team work. Likewise, on the practical side results showed that team leaders had better to adopt managing practices that can allow the team to reach the team objectives while improving the members’ sense of commitment and the team performance.

Le but de cette recherche est la vérification des relations entre les pratiques de leadership et la performance de l’équipe. Nous nous concentrons sur deux pratiques de leadership distinctes : le leadership d’empowerment et le leadership autocratique. Cette recherche vise également à comprendre le rôle médiateur de l’engagement des membres envers les objectifs d’équipe dans ces relations. De plus, nous examinons la combinaison des deux pratiques de leadership chez un même responsable d’équipe, à savoir si l’adoption d’un style de leadership peut réduire ou amplifier l’effet de l’autre style de leadership. Les données de types secondaires ont été colligées auprès de 381 membres faisant partie de 101 équipes ainsi que des 101 supérieurs immédiats de ces équipes œuvrant dans une organisation de sécurité publique canadienne. Ces données ont été recueillies grâce à un questionnaire. Des analyses factorielles confirmatoires et des analyses de régression hiérarchique ont permis de vérifier nos huit hypothèses. Les résultats montrent que les pratiques de leadership sont modérément et significativement liées à la performance d’équipe. Les pratiques de leadership sont également liées fortement et significativement à l’engagement des membres envers les objectifs d’équipe. Par ailleurs, les résultats révèlent que l’engagement des membres envers les objectifs d’équipe joue un rôle médiateur complet dans la relation entre les pratiques de leadership et la performance d’équipe. Par contre, l’effet d’interaction entre les pratiques de leadership n’est pas significatif. La vérification du rôle médiateur de l’engagement des membres envers les objectifs d’équipe constitue un apport théorique dans la compréhension des équipes de travail. Sur le plan pratique, les résultats montrent que les responsables d’équipe ont intérêt à adopter des pratiques de gestion permettant l’atteinte des objectifs d’équipe tout en améliorant le sentiment d’engagement des membres et la performance d’équipe. / The purpose of this research is to study the effect that leadership practices can have on team performance. We decided to concentrate this study on two types of leadership practices that are distinct: empowerment leadership and autocratic leadership. This research also tends to explain the mediating role of team goal commitment in the relation between leadership practices and team performance. Furthermore, we examine the harmonization of both leadership practices present among a team leader to notice if the adoption of one type of leadership would diminish or amplify the impact of the other leadership type. Secondary data were collected in a public safety organization located in Canada. Overall, 381 members of 101 teams and their corresponding 101 immediate superiors were questioned through a questionnaire survey. Confirmatory factor analyses and a series of hierarchical multiple regression analyses were conducted to verify our eight hypothesis. The results showed that leadership practices have a moderate and significant effect on team performance. Leadership practices are also strongly and significantly related to team goal commitment. Otherwise, the results points out the mediating role of team goal commitment. In fact, the mediating role of team goal commitment was complete between leadership practices and team performance. Contrariwise, the interaction effect between leadership practices turned out to be not significant. The verification of the mediating role of team goal commitment represents a theoretical implication within the comprehension of team work. Likewise, on the practical side results showed that team leaders had better to adopt managing practices that can allow the team to reach the team objectives while improving the members’ sense of commitment and the team performance.

<p>Transitioning to cloud computing is a complex and major effort for large multinational corporations (MNCs). Automated cloud migration tools (ACMTs) have been developed and are evolving to streamline this process. The potential benefits of their use are reported to be significant in terms of cost, time, and business innovation. Academic research on ACMTs and the best leadership practices for their use has been limited. </p><p> </p><p>The purpose of the research was to identify the best leadership practices of MNCs in the use of automated migration tools for the adoption of commercial cloud computing platforms. Adoption of cloud computing is a major technological shift occurring globally, and is still in early stages of growth. Major providers of commercial cloud computing platforms include technological giants such as Microsoft, Amazon Web Services, Google, Oracle and IBM.</p><p> </p><p>A meta-analysis designed research approach focusing on the triangulation of case studies, cloud computing industry data and trends from cloud service providers (CSP) revealed that best practices of leaders within MNCs fall under three main categories: awareness, impact and actions. Further, it was determined that the ACMTs with the most advanced capabilities do not necessarily equate to faster realization of cloud value for the MNC. </p><p> </p>With the continued development of ACMTs and their growing adoption, further study on the role of automation in cloud migration solution deployment will be critical, as ACMT capabilities will continue to mature. No longer the sole domain of becoming a market leader alone, organizations that utilize ACMTs are increasingly doing so just to maintain competitive parity, as the true differentiator in organizational excellence is now in cloud optimization and not simply just getting to the cloud.

The sustainability challenge is a complex interplay of interconnected challenges that requires an integrated and systemic approach. Nature-based Solutions (NbS) are seen as a key tool for addressing such challenges but are currently not mainstreaming and scaling to the landscape level. The emerging leadership practice of Weaving is believed to help cohere fragmented change-making efforts and increase the adaptive capacity and resilience of socio-ecological systems. However, scientific research on NbS and Weaving is scarce and studies on their intersection are non-existent.  To investigate how Weaving practices could foster the conditions for scaling NbS to the landscape level, rapid literature reviews and semi-structured interviews were conducted with academic experts, Weaving practitioners, and grass-root entrepreneurs. On this basis, two conceptual frameworks were iteratively developed that serve as a basis for two practical toolkits. They comprise (1) seven barriers and nine enablers for scaling NbS to the landscape level and (2) a Weaving working definition and five core Weaving practices.  There are indications that Weaving practices have the potential to address several of the barriers and enablers for scaling NbS if approached with a systematic lens. Ultimately, interconnected challenges, such as barriers and enablers to scaling NbS, require interwoven approaches as provided by Weaving.

The core role and responsibility of the school principal is to be an instructional leader. The principal sets the tone in terms of teaching and learning in the school. In this study I focus on school principals at independent schools in Gauteng and explore their instructional leadership practices. To understand these practices I drew on Weber’s instructional leadership model and distributed leadership. In this interpretive, qualitative, phenomenological study I purposively sampled three independent schools in the Gauteng province based on exceptional academic achievement. I selected their school principals as participants. Data was generated using semi-structured interviews, collage inquiry and artefact inquiry. The findings indicate that the day-to-day instructional leadership practices of the participants are quite expansive and are geared towards ensuring quality in teaching and learning. Furthermore, they receive the requisite support from stakeholders and mediate the challenges they experience in their instructional leadership in multiple ways. / Educational Management and Leadership / M. Ed. (Education Leadership and Management)