Thesis (MComm)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Thesis (Ph.D.)--Antioch University, 2008. / "A dissertation submitted to the Ph.D. in Leadership & Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy May 2008."--from the title page. Title from PDF t.p. (viewed July 30, 2008). Advisor: Alan Guskin, Ph.D.. Keywords: biotechnology, biopharmaceutical, leadership, founder, success, management, case study Includes bibliographical references (p. 207-218).

Thesis (MComm (Industrial Psychology))--Stellenbosch University, 2008. / Effective leadership drives an organisation’s members to achieve a common purpose. Leaders must influence followers to work together to achieve one vision. Successful leaders understand their own values and the values of their followers, in order to guide and direct behaviour. Shared values allow organisations to work together and act as one entity. Successful leaders instil a set of commonly held core values to ensure that followers are working towards the same goals. The purpose of the study was to determine the influence of organisational leadership on leader-follower value congruence and leadership success. The aim of the study was to determine the relationship between transactional and transformational leadership, leader-follower value congruence and leadership success. Engelbrecht’s (2002) model was used as a theoretical framework. A literature study of leadership and leadership success, as well as values and value congruence in organisations was conducted. The relationship between these constructs was also analysed in the literature study. The sample comprised of employees of a large petroleum company in the Western Cape. The sample consisted of 162 leaders and subordinates. The sample comprised of two subordinates for every leader. Each of the respondents completed Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) and Langley’s Values Scale (VS). Both the MLQ and VS were found reliable for the purpose of the study. The statistical analysis was conducted through correlation analyses. The results revealed that transactional and transformational leadership have a direct and positive influence on leadership success. Some support was found for the influence of transactional leadership and transformational leadership on leader-follower value congruence. The results also indicated some support for the influence of leaderfollower value congruence on leadership success. Some support was found for the proposition that leader-follower value congruence mediates the relationship between transactional leadership and leadership success. Conclusions were drawn from the results obtained and recommendations for future research are made.