High-risk organizations are continuously striving to minimize risks and establish a safe working environment. While technology and high standards are crucial, a core aspect of an effective safety management system lies in safe human behaviour and this constitutes the main theme for this thesis. In order to assess the state of safety of an organization from a behavioural perspective, safety compliance (SC) and safety citizenship behaviour (SCB) were measured through interviews and quantitative studies with an emphasis on understanding the key aspects of leadership style and associated mediating factors that influence employees' safety compliance and safety citizenship behaviour.

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 and Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Haiti, the poorest country in the western hemisphere, has suffered through centuries of disenfranchisement, poverty, slavery, environmental disasters, internecine racial prejudice, and foreign infringement. Its people won independence from France in 1804 but only at the cost of huge human and financial losses. Since then, Haiti has known little freedom or democracy. In 1991, the first truly democratically elected president, Jean-Bertrand Aristide, was elected (with a 67% majority). Nine months later, he was deposed by a military coup d'état. During that time and the chaotic years that followed, groups of human rights observers traveled to Haiti in an attempt to record and report publically, officially, what was actually happening to the Haitian people and their institutions. Although much has been written about the country during that period, there have been no studies focused on the human rights observers who were intimately involved with the people and the country. These groups and other groups participating in similar situations have not been studied and, yet, research in that area might provide important insights in the field of social justice. It is important to identify what encourages individuals to become a part of the effort to make a positive difference in the lives of others, in the most adverse situations, the process by which human rights observers become engaged, and how that engagement affects their lives both during and after their in-country experiences. The purpose of this phenomenological study is to see if there are commonalities (e.g., socio-cultural influence, self-directed learning readiness, etc.) among the initial in-country experiences of several human rights observers and further to discover what, if any, effect those experiences had on their leadership styles. The study identified socio-cultural influences (self-directed learning readiness and familial, religious, educational impact); motivational factors; methods of processing the experience (immediate responses of connectedness/love and reasoned responses involving individual and group reflection); and multiple outcomes (spiritualty, social action, and creativity). The overarching findings included identification of transformational learning in the participants and the evolution of their leadership from the servant model into a transformational/chaos model, including reflection in and on action as an operating context. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection

The extant literature on school leadership is bifurcated around the question: Are leaders important, or, is leadership important? Many who think leaders are important, do so because they believe the school’s tone, values, and aspirations start with “a” leader, the principal. However, there are those who believe leadership is not really about a single leader, but about a collective practice among people who work together, with a focus on accomplishing a shared goal. While leadership teams have been studied in a variety of contexts, little research is available on the cumulative effect of a school team’s ability to think collectively to raise student performance. Noteworthy however, is that this study makes the assumption that the sum total of individual agility as measure by instruments designed to assess individual agility equates to an accurate measure of team agility. This study was designed to better understand the relationship between a school leadership team’s cognitive and behavioral agility, school climate, and student achievement in a population of middle schools in Broward County, Florida. Theoretically, the study provides a model in support of the collective leadership approach in moving schools toward improved student achievement. A non-experimental, quantitative research design was utilized and The Strategic Thinking Questionnaire (STQ) and Strategic Leadership Questionnaire (SLQ) were used to assess cognitive and behavioral agility, respectively. Climate data, analyzed as a mediator, was extracted from the schools’ Annual Customer Survey. Student achievement was measured as overall school performance on standardized assessments as part of the State of Florida school accountability system. The STQ and SLQ were administered by way of a survey and descriptive statistics, correlation and mediation analysis were used to analyze data. The research did not point to any statistically significant correlations between school leadership teams’ cognitive and behavior agility as they relate to predicting student achievement; even with school climate acting as a mediator. This may be due in part to the assumption that agility data captured is an accurate reflection of team functioning. The study provides opportunities for additional research on the efficacy of leadership teams in K-12 education. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2018. / FAU Electronic Theses and Dissertations Collection

The focus of this study was to determine if university student leaders’ cognitive and behavioral agility is related to organizational member commitment and if this relationship is moderated by alterable and non-alterable variables. The empirical results from this study are based on the responses of 37 student leaders who occupy leadership positions in organizations and clubs in their respective university. Cognitive agility was measured by the student leader’s use of systems thinking, reframing, and reflection. Student leader behavioral agility was assessed by a minimum of three organizational members rating the student leader’s use of leader influence actions (transforming, managing, bonding, bridging, and bartering) in carrying out their functions. Organizational member commitment was measured by organization member’s level of commitment with the goals and values of the organization using the Organizational Commitment Questionnaire (OCQ). / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2015. / FAU Electronic Theses and Dissertations Collection

Thesis (MA (Industrial Psychology))--University of Stellenbosch, 2005. / Several years of research have been dedicated to investigating the question of why intelligent and experienced leaders are not always successful in spite of having high levels of cognitive intelligence (IQ) and the suitable personality traits. Emotional Intelligence (EI) gained considerable popularity from the notion that it may underlie various aspects of workplace performance that could not be accounted for by IQ or personality and that it could be developed in promising individuals. Adjunct to this, the field of Positive Organisational Scholarship underscored the importance of cultivating positive emotions in individual organizational members and others, not just as end-states in themselves, but also as a means to achieving individual and organizational transformation; and hence optimal functioning over time. The Swinburne University Emotional Intelligence Test (SUEIT) is one of numerous models and measures of EI that have consequently been developed. The development of this measure was aimed at providing an assessment of the most definitive dimensions of the construct by incorporating six of the predominant models and measures into the development of EI to provide an assessment of the most definitive dimensions of the construct. The current study was aimed at addressing the need for evidence in support of a self-report EI measures’ utility to predict e.g. effective organizational leadership over and above other established constructs. Specifically the study aimed to provide support for the utility of the SUEIT to predict variance in leadership competence indicated by Assessment Centre (AC) technology results, not accounted for by other psychometric tools, namely the Occupational Personality Questionnaire (OPQ32i), measuring personality. One of the biggest issues currently facing measures of EI is the discriminant validity from measures of personality. Research was necessary to add to the body of knowledge with regards to the relationship between EI and effective leadership, and to provide support for the incremental validity of an EI measure to predict effective leadership over and above other well-established models and measures. The theoretical arguments that underlie the rationale for this study are encapsulated in the conceptual claims made about EI and organizational leadership, the IQ-EI debate as it pertains to leadership and the relationship between EI and effective leadership (i.e. the discriminant, predictive and incremental validity of EI related to organizational leadership). The constructs of EI, personality and AC leadership competencies were operationalised through the SUEIT, OPQ32i and leadership AC technology, respectively. The sample consisted of 49 < N < 112 (variation in the sample size was due to varying amount of missing cases in the different analyses done) middle managers from a company in the life assurance industry in South Africa. OPQ32i and AC data was extracted from archival records and EI data was collected on a separate occasion by means of an online version of the SUEIT. A controlled inquiry of non-experimental kind was followed and correlational and multivariate data analysis procedures were employed, using the SPSS (version 12) statistical package. The data analysis was aimed at determining whether relationships exist between the participants’ scores on the different competencies as rated by means of the leadership AC technology and the dimensions measured by the psychometric instruments. It was also aimed towards finding evidence for the incremental validity of the SUEIT over the OPQ32i in predicting leadership competencies. The results demonstrated the existence of various relationships between EI (as measured by the SUEIT) and specific leadership competencies measured by the AC technology employed by the sponsoring organisation. Adjunct to this, partial evidence has been obtained in support of the predictive validity of EI as operationalised by the SUEIT. In several instances it was found that there are overlap in the measurement of the underlying latent constructs by the different personality and EI dimensions from which such results were inferred. In order to compare these findings (with regards to the overlap between EI and personality traits) with previous research, conceptual links were drawn with other EI and personality measures used (e.g. the Bar-On EQi and NEO-FFI). Expected conceptual and theoretical equivalence in the measurement of personality and EI were confirmed. However, evidence for the incremental validity of the SUEIT (and specifically different dimensions thereof) was still found for most of the leadership competencies. Based on the results it can be assumed that the SUEIT predicted scores on the examined leadership competencies when a measure of personality, namely the OPQ32i (already employed for this purpose) was controlled for. The results added to the understanding of what characteristics leaders in the sponsoring organization should possess to enable them and the organisation to be successful. The results provide preliminary evidence that the SUEIT could be useful to organizational decision makers, who need to select leaders that competently display leadership behaviours. It also provides preliminary evidence that EI and the SUEIT should be viewed as a useful construct and tool. The use of archival data introduced several limitations to the study and will be discussed with suggestions for future research.

Thesis (MA (Industrial Psychology))--University of Stellenbosch, 2006. / In most organisations worldwide, the magnitude of change is ever increasing. In the midst of these uncertainties, there is an increasing need for leaders who can provide structure, meaning and security within their teams. Dynamic and transformational leaders become a sought after jewel in organisations. Emotional intelligence has gained immense popularity in the last few years. Extravagant claims have been made regarding the impact of emotional intelligence on transformational leadership, as some researchers claim that emotional intelligence accounts for up to 90% of leadership success. The primary goal of this study was therefore to research the influence of emotional intelligence on leadership, and to develop a structural model to determine the relationships between the dimensions of emotional intelligence and transformational leadership. If the dimensions of the emotional intelligence construct that have a positive influence on leadership could be established, this would provide a valuable tool to organisations. Recruitment, selection, training and development procedures could be structured in a way that focuses on identifying and developing these dimensions of emotional intelligence in leaders. A literature study of the theories and models of transformational leadership and emotional intelligence was conducted. A short overview has also been given of “Primal Leadership” – discussing the emotional role of a leader as the first and foremost function of any leader. Hypotheses, based on the theoretical background, have subsequently been developed in order to establish the relationship between the dimensions of emotional intelligence and leadership.The sample in this study is compiled of 118 managers within a financial institution in the Western Cape. A questionnaire consisting of three sections was compiled to collect information in order to provide an answer to the research problem. Section A of the questionnaire was designed to give an overview of the demographic variables of the participants. Section B measured emotional intelligence by making use of the Rahim/Minors emotional intelligence questionnaire. Section C employed the Multifactor Leadership Questionnaire by Bass & Avolio to measure transformational leadership. A detailed statistical analysis was conducted. Correlations between the constructs of emotional intelligence and transformational leadership were determined by means of Pearson product-moment correlation coefficients. Positive and significant correlations have been found for all hypotheses. Structural equation modelling (SEM) and the partial least squares (PLS) method were applied to test the hypothesised structural model. Although the model did not provide a good fit, most of the predicted hypotheses have been confirmed by the model. To investigate the unique contribution that each variable of interest makes to the dependent variable to which it is linked, standard multiple regression analyses have been performed on the data. A positive and significant relationship has been found between emotional intelligence and transformational leadership. Support has also been found for most of the hypotheses that have been developed in order to explain the relationship between the dimensions of emotional intelligence and the dimensions of transformational leadership. The study also succeeded in determining the emotional intelligence dimensions that are the best predictors of leadership success, and these criteria can be utilised for the selection, training and development of leaders. Conclusions are drawn from the results obtained, the implementation value of the study is discussed, and recommendations for future research are made.

M.A. / Leadership has been defined as the competencies and processes required to enable and empower ordinary people to do extraordinary things in the face of adversity. It is also the ability to constantly turn in superior performance to the benefit of oneself and the organisation (Bennis & Nanus, 1985; Charlton, 1993; Kelly, 1986; Senge, 1991). This definition includes being skilled in emotional competencies. Emotional competence results in being attuned to those one is dealing with, as well as being self-aware. This study focusses on the emotional intelligence factors considered to be characteristic of effective leaders. The link between the management of emotions and leadership ability is gaining increasing interest in business. People who are unable to maintain a degree of control over their emotional life, fight inner battles that sabotage the ability for focussed work and clear thoughts (Goleman, 1995). Unclear thinking and a lack of focus may in turn, contribute to decreased productivity and an overall decline in organisational success. Emotionally intelligent leaders with the ability to think clearly whilst being in tune with self and others, would thus be required to lead an emotionally intelligent organisation (Cooper & Sawaf, 1997). Leaders may not necessarily occupy positions of authority in the organisation, yet even at lower organisational levels they lead others by example. Otto (1995) refers to such leaders as "little leaders". It is the purpose of this study, to identify specific emotional competencies that may be characteristic of successful "little leaders". The question to be addressed, is: Is their a statistically significant difference in factors of emotional intelligence, between a group of identified "little leaders" and a group of nonleaders at the same level in an organisational context? A leadership questionnaire (The Multifactor Leadership Questionnaire (MLQ), (Bass & Avolio, 1990b)) consisting of 45 items was administered to managers of a large financial institution. They were asked to rate their subordinates using this scale as it identifies the presence of transformational and transactional leadership behaviour (Bass, 1985). Only the transformational leadership scores were used to identify two groups. Based on the transformational leadership scores of the MLQ, rated employees were grouped into leader and non-leader groups. Of the 220 (N=220) rating forms returned, 31 subjects fell into the leader group and 31 fell into the non-leader group based on the cutoff scores provided by the authors of the questionnaire. The middle ratings were not utilised for the present study. No participant in the study was made aware of the grouping procedure. The employee group was all English speaking, with a minimum educational level of matric. They occupied similar positions within the hierarchy and were all of non-managerial status. All 220 employees were asked to complete the Emotional Quotient Inventory (EQ-i) inorder to ensure privacy regarding the group ratings (Bar-On, 1996a). The EQ-i assesses 15 factors said to be important indicators of emotional intelligence. These include; problem solving ability, social responsibility, happiness, independence, stress tolerance, self-actualisation, assertiveness, reality testing, interpersonal relationship, self regard, impulse control, flexibility, self awareness, empathy and optimism. Two additional factors, namely, positive and negative impression provide assistance in score validation. Comparative statistics (Wilks' coefficient lambda and Students t-test) were used to analyse the data. A stepwise discriminant analysis was also conducted. A comparison of EQ-i scores between the leader group and the non-leader group indicates that the factors of optimism and self-actualisation are significantly higher for the leader group than for the non-leader group. The non-leader group had significantly higher scores on the positive impression scale, indicating a possible skewing of results for that group. A total of four variables was extracted following the stepwise discriminant analysis namely, positive impression, self-actualisation, self-regard and optimism. Generally, the research data appear to support the fundamental postulates of transformational leadership theory. Transformational leaders are able to raise awareness in both self and others regarding issues of consequence (Bass, 1997). This heightening of awareness requires a leader with vision, self-confidence, and inner strength to argue successfully for what he or she sees as right or good (Bass, 1997; Charlton, 1993; Senge, 1991). The factors of self-actualisation and optimism indicate an awareness of self and an ability to influence others (Seligman, 1990). The research findings indicate that the application of emotional intelligence theory to leadership identification may assist those in the fields of recruitment, selection and training and development. Future empirical research within the same empirical framework as this investigation, may benefit from greater standardisation and broader application of the assessment instrument used, the use of larger experimental populations and a possible replication of the findings of the present investigation. A comprehensive exploration of the interaction of Emotional Intelligence factors and the contribution of other possible factors to emotional intelligence in leadership may also contribute to the accuracy of future identification of potential leaders.

This research investigates the relationship between employee performance, leadership and emotional intelligence in a South African parastatal. The literature provided discusses the three variables of performance, leadership and emotional intelligence. Information was gathered, using three instruments, from a sample of 160 leaders and 800 raters. The Multifactor Leadership Questionnaire was used to determine leadership style within the parastatal, while the Emotional Competency Profiler was used to determine the emotional intelligence of the leaders within the parastatal. Employee performance was captured and recorded using the parastatal’s performance appraisal process. Leadership and emotional intelligence were identified as the independent variables and employee performance as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Through linear regression analysis it was concluded that there is a significant relationship between employee performance and an emotionally intelligent, transactional leader. However, no significant linear relationship was found between employee performance and an emotionally intelligent, transformational leader. Simple correlation analysis showed that there is a relatively weak significant linear relationship between emotional intelligence and transactional leadership. Moreover, it was found that there is a very strong significant linear relationship between emotional intelligence and transformational leadership. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted. As this research takes place in the South African context, it contributes to the bank of findings relating to the concepts.

The increasing diversity, globalization and aging of the U.S. workforce have put pressure on organizations to better understand and manage diversity (Perry & Li, 2019). While there are various ways in which companies can “manage” this diversity, increasing attention is being paid to the role that leaders play (Avery & McKay, 2010). More specifically, a number of authors have begun to discuss the potential benefits of inclusive leadership in managing increasingly diverse employees (Randel et al., 2018). Despite discussions about the potential benefits of inclusive leadership, there is relatively little consensus about what inclusive leadership is and how best to measure it (Randel, Dean, Ehrhart, Chung, & Shore, 2016). The purpose of current research is to highlight the limitations of previous measures and to begin to develop a more theoretically grounded and empirically valid measure of inclusive leadership. Based on a review of inclusion and inclusive leadership literature, a measure of inclusive leadership was designed, evaluated by six subject matter experts, and administered to a large MTurk sample (N = 529). The current research found that inclusive leadership is a multi-dimensional construct that includes leadership behaviors of treating all work unit members with fairness, equality, and respect; encouraging integration of and synergy among all work unit members; and translating (i.e., compliance and implementation) organizational diversity and inclusion related policies and programs that support inclusion and prevent exclusion into explicit diversity and inclusion practices in the work unit. The current research established a content, construct, convergent, discriminant, and criterion valid and reliable measure of inclusive leadership, the Inclusive Leadership Questionnaire (ILQ), that can be used to help academics better understand what inclusive leadership is, how best to measure it, and assess its impact on work-related processes and outcomes. Additionally, practitioners can use this measure to assess the strengths and development opportunities of leaders; develop inclusive leadership capabilities; facilitate the incorporation of behavior based inclusive leadership criteria into the talent management system; and continuously make progress toward the goal of creating an inclusive workplace and gaining long-term organization health and growth.