Multiple Intelligences (MI) is a theory that has radically challenged the conventional perception of human intelligence. Individuals have different combinations of intelligences (strengths and weaknesses). Teachers who want to achieve success in facilitating the learning of all learners in their classes need to understand and respect the varied learning styles and differences in each individual. In formulating this study, I was interested in how MI is utilised in the classroom, enabling learners to solve problems individually and in society. The aims of the study are to describe and understand the experiences of the Heads of Departments at their schools, in terms of whether teachers facilitate MI practices in their classrooms and how this impacts both on teachers and learners. In this study I followed a qualitative approach and I employed a case study design. Data collection consisted of semi-structured interviews that were conducted with four Heads of Department (HODs), in different local school settings in an urban environment. I also used a research diary, observations and visual data collection techniques. It was found that leadership plays a crucial role in how teachers understand and facilitate MI in their schools. There is a basis from which the HODs could be empowered to change the conditions where they manage, teach or facilitate. Teachers can be empowered to meet the challenges of implementing MI in their own planning, preparation and classroom practice. / Inclusive Education / M. Ed. (Inclusive Education)

The changes within the South African education system have turned-around the view that regards principals as “sole” people responsible for leadership and management of schools. The task of the school principal has undergone a radical change. Over the years the notion has been replaced by the view that sees management and leadership as prerogative of many, including stakeholders within and outside education. The move has become world-wide phenomenon compelled by the dual imperatives changing societal values and the rate of change. This study is aimed at investigating the perceptions and experiences of School Management Teams (SMTs) on teamwork as an alternative to school management. The investigation was framed within the mixed-method approach, and sought to unpack the experience of SMT members with regard to teamwork. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT members’ experience of teamwork within their school contexts. I used interviews and questionnaires as research tools to gather data. This study has found that, although the concept of teamwork is well-received, there are still significant obstacles to the implementation of teamwork as an alternative form of school management / Educational Leadership and Management / M. Ed. (Education Management)

Submitted in fulfillment requirement for Doctor of Technology Degree: Human Resource Management, Durban University of Technology, 2013. / The intended contribution of this empirical study was the development of an exploratory employee assistance programme (EAP) model for secondary school educators in KwaZulu-Natal. The academic EAP model formulated was hybrid as it relied on the synthesis of traditional and contemporary paradigms that encapsulated System, Gestalt and Leadership theories. The main problem revolved around the lack of an effective on-site EAP model for secondary school educators in KwaZulu-Natal. Hence the need for this study. The objective of this study was to conduct an audit of EAP policy and action plans at secondary school level in KwaZulu-Natal and develop an exploratory EAP model. The research design adopted a quantitative methodological approach using a self-administered questionnaire that was mailed to a representative sample of 512 secondary schools in KwaZulu-Natal. A significant response rate of 59.7% was obtained as 311 respondents returned the questionnaires. The data was analyzed using the computerized Statistical Program for Social Sciences (SPSS version 17.0 for Windows). Some significant findings emerged from this study. The respondents reported that 69.2% of schools did not have an EAP policy, while 66.9% of schools did not have action plans to implement EAP. A further 71.8% of respondents required training on EAP frameworks. The respondents also indicated that 79.1% of educators would use an EAP due to work-related stress and only 9% of schools had a budget to pay external EAP service providers. The Pearson Chi-Square test showed a significant correlation for 25 out of the 27 hypotheses that tested the variables of the exploratory EAP model. One of the recommendations suggest that, for fair and consistent treatment of the troubled and underperforming educator, on- site EAP policy and action plans be developed and implemented. Another recommendation highlighted that, in the absence of specialized EAP professionals, school management teams use the exploratory EAP model as a strategic intervention to assist troubled and underperforming secondary school educators in KwaZulu-Natal. The study concluded with suggestions for future research in this field.

This research investigates the vision of excellence in secondary schools leadership in Ekurhuleni East District (Gauteng East District) and the existence of a vision of excellence in schools. A literature study investigated models of leadership related to vision of excellence and aspects of vision of excellence in school leadership. An empirical investigation used both a quantitative and qualitative research design to collect data from a purposefully selected and stratified sample of participants and secondary schools in the Ekurhuleni East District (Gauteng East Education District). A questionnaire and focus group interviews were used to gather data from the respondents. Data were analysed and interpreted using quantitative and qualitative approach. The findings of both the literature study and the empirical research on the above-mentioned vision of excellence in secondary schools leadership in Ekurhuleni East District revealed that there is a lack of support from school leadership and the School Management Team (SMT) in realising a vision of excellence in secondary schools leadership. The main challenges that were identified by qualitative method were the lack of support by both the district office and school management or school leadership. The realisation of the vision of excellence is dependent on how the information is managed and disseminated by the school leadership, principals and SMTs. It appears that the realisation of the vision of excellence would enhance the level of understanding of new developments in the education system including the curriculum change and technological advancement. / Educational Leadership and Management / M. Ed. (Education Management)

The intention of this study was theory creation in the field of organisational change, directed towards the creation of a conceptual change framework. A qualitative research approach was followed and a grounded theory methodology adopted. This study involved a theoretical investigation of organisational change and leadership within South African organisations, although insights gained could be transferred across contexts or settings. The primary aim was to create a practical change framework to ensure sustainable organisational change. Secondly, to determine the impact of leadership on successful organisational change. Thirdly, to establish whether any fundamental elements can be identified as essential for inclusion in such a change framework. Fourthly, to identify non-negotiable success factors that can ensure successful change. Fifthly, to determine the human elements that should be included in order to minimise negative outcomes such as resistance and noncompliance. The final aim was to ascertain what meta-insights can be gained from organisational change and leadership. The research findings concluded that the first perception when speaking about change is fear, anxiety and increased stress, resulting in impaired functioning. Organisations struggle to handle increased stress levels during periods of change and require improved methods of dealing with stress to ensure optimal individual functioning. Only through reduced stress levels will individuals be able to engage with organisational change initiatives. Alternative intervention technologies were suggested which could assist the individual change journey through reduced stress and/or increased consciousness. These alternative intervention technologies were suggested because of the paucity of current literature. It practically aids organisations on how to deal with the stress dilemma. This research introduced the concepts of anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increases individual stress levels. Emotions elicited by the anti-leader and/or anti-manager could potentially split, divide and fragment a workforce. The ideal organisational approach should be designed by the people, be inclusive of all, involve, empower and allow individuals to make the required decisions. As organisational change can only be effected through individual change, this thesis places the individual in the centre. Without individual change, vicissitude and sustainable organisational change become highly unlikely. / Business Management / DBL

Thesis (MA (Political Science))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: During the so-called third wave of democratisation, South Africa experienced a transition from authoritarian rule to democratic rule in 1994. This transition was coupled with a transformation process, which saw the establishment and introduction of democratic principles and norms, as well as democratic institutions. All these make South Africa a democracy in theory but do not necessarily mean that it is a democracy in practice. Moreover, democracy, unlike authoritarian rule, depends on the support of the populace. Lack of support for democratic rule renders the regime illegitimate, since it does not have enough support to continue as the authority of the country. Against the theoretical point of departure (i.e. support for democracy is closely tied to legitimacy of the authority), it is imperative to evaluate these types of support for democracy as well as their changing levels in the country. This will shed some light on whether the populace in the country embrace democracy as a form of governance – that is, whether the populace perceive democracy as a political regime that is entrenched not only in theory, but also in practice. This will be highlighted by their level of support, which determines whether the regime is perceived as legitimate or illegitimate. It will further shed some light on the degree or level of support for the political system governing the country. Support for democracy may be evaluated by using two models or types of support, i.e. diffuse and specific support. Diffuse support consists of three levels of support, namely, political community, regime principles and regime performance, whilst specific support consists of two levels of support, namely regime institutions and political actors. For this study, these models and levels of support are evaluated amongst the supporters of the ruling party, namely the ANC. For comparative purposes, however, support patterns for democracy, as measured in the World Values Surveys from 1995 to 2006, amongst the ANC supporters will be evaluated in relation to non-ANC supporters. These patterns are crucial, since they will highlight whether support for democracy is support for democratic rules and norms, i.e. democracy per se, or whether support for democracy is closely tied to party support and position. The study reveals that there are relatively high levels of support for political community, regime principles and regime performance amongst both the ANC supporters and non-ANC supporters, when compared to levels of support for regime institutions and political actors, meaning that there are high levels of diffuse support when compared to specific support. Moreover, the ANC supporters have higher levels of both diffuse and specific support for democracy when compared to non-ANC supporters. / AFRIKAANSE OPSOMMING: In die 1990‟s gedurende die derde golf van demokratisering in die wêreld, het Suid Afrika ook „n transformasie van „n outoritêre stelsel na „n demokrasie ondergaan. Hierdie transformasie het op die vestiging van demokratiese beginsels en norme sowel as demokratiese instellings uitgeloop. Hoewel dit Suid-Afrika ‟n demokrasie in teorie gemaak het, het dit die stelsel nie noodwendig ‟n demokrasie in die praktyk gemaak nie. Dit is belangrik om in ag te neem dat „n demokrasie, anders as „n outokrasie, die ondersteuning van die bevolking moet geniet. ‟n Gebrek aan genoegsame steun kan daartoe lei dat ‟n regering gesag op ‟n onlegitieme wyse uitoefen. Teen hierdie teoretiese agtergrond is dit dus belangrik om die tipes sowel as die veranderende vlakke van ondersteuning vir demokrasie te evalueer. Sodoende word ‟n insig verkry of die bevolking demokrasie as ‟n vorm van regering nie net in teorie aanvaar nie, maar ook in die praktyk. Die vlak van ondersteuning sal bepaal of die regime as legitiem of onlegitiem beskou word. Dit kan ook verder lig werp op die vlak van ondersteuning vir die politieke selsel wat in plek is. Ondersteuning vir demokrasie kan bepaal word deur gebruik te maak van twee modelle of tipes van ondersteuning, naamlik, verspreide (“diffuse”) en spesifieke (“specific”) ondersteuning. Verspreide ondersteuning bestaan uit drie vlakke van ondersteuning, naamlik, steun vir die politieke gemeenskap, regime beginsels en regime optrede. Spesifieke ondersteuning in teenstelling, bestaan uit twee vlakke van ondersteuning, naamlik steun vir regime instellings en vir die politieke akteurs. Vir hierdie studie is die modelle en vlakke van ondersteuning ge-evalueer met spesifieke verwysing na die ondersteuners van die ANC - die regerende party. Vir ‟n vergelykingsbasis is hierdie ondersteuningspatrone met die nie-ANC ondersteuners soos dit voorkom in die World Values opnames van 1995 tot 2006 gebruik. Hierdie patrone is van kardinale belang omdat dit vir ons ‟n aanduiding gee of ondersteuning vir demokrasie ook die ondersteuning vir demokratiese reëls en norme behels. Die bevindinge dui op relatiewe hoër vlakke van ondersteuning vir die politieke gemeenskap, regime beginsels en regime werkverrigting onder ANC ondersteuners sowel as nie-ondersteuners as dit vergelyk word met vlakke van ondersteuning vir regime instellings en politieke akteurs. Dit beteken dat daar hoër vlakke van verspreide ondersteuning bestaan in vergelyking met spesifieke ondersteuning. Verder is bevind dat ANC ondersteuners hoër vlakke van verspreide sowel as spesifiek ondersteuning vir demokrasie vertoon in vergelyking met nie-ondersteuners van die ANC.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / The core business of schools is to develop, implement and sustain an effective and efficient curriculum delivery process in order to provide quality education to all learners. External and internal changes though constantly affect the effectiveness and efficiency of the curriculum delivery process and it is required of schools to adapt and meet the demands that are required by these external as well as internal changes. Successful adaptation in an ever-changing environment also depends on how successful a school transforms itself into a learning organisation, develops conducive learning circumstances for learners and encourages constant learning by staff members as well. Research in this respect indicates that principals play a very important role in transforming schools into learning organisations. Schools as learning organisations are also recognised as complex organisations, which consist of multiple relationships or linkages between educators, learners, parents, fellow colleagues, provincial and national education departments, government, service providers, as well as other stakeholders. These relationships are never stable, nor predictable and it requires of principals to monitor, understand and interpret changing circumstances and respond appropriately. Appropriate responses must reflect our country’s constitutional values, which promote collaboration and consultation with all stakeholders. It also requires of school principals to apply a leadership approach, which not only facilitates participation by all stakeholders, but which focuses on empowerment as well. Furthermore, the role of principals in leading and managing schools has changed tremendously and there is a great need to empower principals and school management teams with facilitatory-and-empowering leadership competencies. Such competencies will enable them to understand, interpret and manage change in collaboration with other role-players much more effectively. It will also enhance their ability to effectively lead and efficiently manage the curriculum delivery process and all other supportive systems, such as the academic planning, assessment, finance, procurement, maintenance and human resources systems. Considering the former, this study focuses on the development of a governance model for schools, which considers schools as complex organisations continuously affected by change in the external as well as internal environment. Hence, the governance model provides principals and senior staff members with the understanding how to manage these changes in terms of principles which are derived from complexity theory. Complexity theory informs the practice of school leadership coherently and provides principals with the insight to look at the school educational system as a whole in order to advance organisational effectiveness continuously. According to complexity theory, no system is stagnant; it constantly changes, adapts, learns and evolves. The governance model therefore outlines various facilitatory-and-empowering leadership approaches which are required to cope in an environment which are continuously affected by change. It also illustrates the supporting role of effective communication and sound labour relations in this respect and outlines various management roles, which are required of the principal to transform schools into learning organisations. The governance model also focuses in particular on three essential governance processes, which are applicable to the translation of monetary allocations into appropriate nonpersonnel resources. These governance processes are budgeting, cost management and information technology. The last part of the model focuses on the various control systems for quality assurance purposes, such as whole school evaluation, systemic evaluation, performance appraisal and risk management. In conclusion, West Bank secondary school was used as a case study to experiment with and study the impact of appropriate leadership approaches, management roles, governance processes and controls. The integration of existing research and practice knowledge at this institution aims to extend the scope of application of the governance model to all schools in South Africa and elsewhere in the world.

Thesis (MPA (Public Management and Planning))--University of Stellenboch, 2009. / This study focuses on the effect of management on learner performance in secondary schools. The Grade 12 senior certificate results are used in the study as a standard benchmark. The researcher acknowledges that there may be other factors that contribute to poor performance of learners. A case study of schools in Nongoma (Nhlophenkulu circuit) was used. The three schools that were selected in the case study represent the best performing school in Grade 12 results for the past three years; the middle performing school in Grade 12 results for the past three years; and the poor performing school in Grade 12 for the past three years. In investigating the problem the researcher used both observations and a questionnaire as a way of collecting data information in the selected schools. The middle and the poor performing schools’ problems pointed to the poor management of the schools under study. In the best performing school the analysis of the data revealed that the school was well managed with support structures in and outside the school. It could therefore be deduced that management does have an impact on learner performance. The findings further revealed that a school can not operate in isolation but needs other stakeholders and outside assistance.

Thesis (MBA)--Stellenbosch University, 2012. / Leadership has always been, and always will be, central to human affairs, whether from a political, societal, religious, business or any other view. Both the need for leadership in managerial jobs and the difficulty of providing effective leadership in these jobs has grown considerably more, to include even lower level managerial, technical and professional employees. An important objective of this research report was to investigate the Eastern Cape Department of Health’s (ECDoH’s) current business practices and culture, as perceived by its leadership and management. The aim was to understand and document reasons for perpetual underperformance and to suggest ways of transforming the organisation’s culture and practices into a high performing organisation on a sustainable basis. To achieve the above objectives, this research report uses the Beehive Model of Organisational Renewal, developed by Christo Nel of the Village Leadership Consulting, which looks at seven elements of workplace practices that are benchmarked against international best practices. These seven elements are strategy execution, change leadership, structure, business discipline, talent creation, rewards and recognition and stakeholder value. The Beehive Model of Operational Renewal assumes that it is possible for any organisation to achieve greatness, to be a high performing organisation based on the conditions that success is by choice and not by accident; it is a long and winding journey and requires full executive acceptance, commitment and resolve to achieving a high performance organisation (HPO) status. The reviewed literature shows that cultures within successful organisations have characteristics of adaptability, alignment with external factors and the organisation’s vision and mission, and are biased towards action. It also suggests that when people are listened to, respected, supported and appreciated, in exchange they tend to go the extra mile in executing their jobs, even lifting the performance of individuals previously written off as mediocre. Depending on the desired type of culture, people behaviours, organisational symbols and systems will have to be modified to suppport and entrench the values of that organisation. Establishing a culture in an organisation is primarily a leadership role and culture and leadership are viewed as two sides of the same coin which cannot be separated. Literature suggests that long-term organisational change in the public sector is complex and problematic, because of the many stakeholders and short-term orientation of many political stakeholders. Change is particularly difficult because it has to overcome a longstanding tradition, uncertaintly and doubt amongst many people, fear of job loss and inertia and much Stellenbosch University http://scholar.sun.ac.za iv resistance, both visible and subdued. Healthcare staff all over the world face the challenge of a rapid introduction of technology in the form of electronic patient records, computerbased decision support tools and hospital information networks which are changing the traditional ways of doing things. Managing organisational culture is viewed as an essential part of the health system reform in most countries, where evidence shows that it will be a complex, multi-level, and uncertain process, requiring strategies unfolding over a period of years. For any change to be successful, it requires leadership – in fact, it is argued that leaders drive change from the top, through people and with people. Successful change is about leadership getting involved in driving the change at grass roots level, being authentic, honest and transparent. Leaders must balance the natural resistance people have to change with the time and space people need to reflect and accept the change and the directives that the leaders use to put pressure on the employees. In healthcare, many techniques have been employed to bring about changes to quality healthcare delivery. These include total quality management (TQM), lean management, learning organisation, business process reengineering and some leaders have used external consultants to influence change. None of these techniques was found to be successful without good leadership and a culture that embraces these changes. Arguably, people are the only competitive advantage any organisation has. Given that people are the executors of strategy, it is imperative that they get involved in its development. The use of systemic ways of developing strategy and making sure of its implementation using the balanced score card and strategy maps, is recommended. Linking company values and culture to the strategy leads to far greater organisational success. In most organisations human resources (HR) practices are still in the traditional back office. In the new economy, HR practices need to be transformed to deliver a new proposition, which adds value to the bottom line of the business by satisfying all stakeholder requirements, aligning people to performance and increasing organisational capabilities for sustainable performance. In the last decade, New Public Sector Management (NPSM) has emerged as a major reform strategy applied in varying degrees in a growing number of public sector organisations. Its main focus is to improve service delivery and to give rise to new management practices in the public sector. It emanates from a continued dissatisfaction with the performance of traditional public sector leadership and bureaucracy, reinforced by claims that the private sector is more efficient. Three building blocks for NPSM are described to reform public sector and these are responsibility, accountability and performance. In transforming public Stellenbosch University http://scholar.sun.ac.za v sector organisations, managers have to explicitly introduce policies within each building block – these policies contain leverage to influence clarity of purpose, agreements, power over decision-making, individual and team performance, and customer accountability. There are strong arguments to encourage clinicians to change their mindset and be retrained to lead the healthcare reform around the world. Some of the arguments are that clinicians are in the frontline, making decisions that determine quality and efficiency of care, having the technical knowledge to make sound strategic choices about longer-term patterns of service delivery. Clinicians are typically intelligent, well-trained and caring people who expressly choose this career to cure and comfort. A growing body of research supports the assertion that effective clinical leadership lifts the performance of health care organisations, as evidenced in a study which found that hospitals with the greatest clinician participation in management scored about 50% higher on important drivers of performance than hospitals with low levels of clinical leadership did. In another study, it was found that in 11 cases of attempted improvement in services, organisations with stronger clinical leadership were more successful, while another found that Chief Executive Officers (CEO) in the highestperforming organisations engaged clinicians in dialogue and in joint problem-solving efforts. The research findings show that the ECDoH is entrenched in the old economy values, meaning that business practices that were examined using the Beehive Model are rated in the risk/poor class. All seven elements scored in this poor class, with changed leadership, structures and talent creation constituting the poorest performers. This implies that the organisation is led from the top, leaders use power over others, there is widespread compression and incompetency at all leadership levels. It is unlikely that a single political head in the form of the Member of Executive (MEC) or a change in the head of department (HoD) will bring about the required astronomical transformation of the ECDoH. Only when the collective begins to accept the current predicament, can a total buy-in and commitment to high performance status begin. Finally, it is recommended that the ECDoH leadership transform their mindsets and adopt the new economy values of leading the organisation. They need to leverage on their positions of power to co-create a new culture, learn and adopt new change leadership skills, and transform the organisation’s HR proposition inside out. The executives are urged to consider funding a three to five year project of organisational renewal, using the Beehive Model and its related tools, to bring about sustainable change in the ECDoH.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Purpose. This study investigates how foreign-born Chinese managers in the Cape Town area perceive their own leadership in a cross-cultural business situation, and compares these perceptions with how the local South African Xhosa-speaking employees perceive the styles of their foreign managers. The study is important because of the growing private investment in Africa by people from China. Approach. Ten small businesses owned and managed by Chinese nationals were studied: five retail, two wholesale, one restaurant and two Chinese supermarkets. A Likert-type questiormaire was created by operationalising 10 of the 19 aspects of cross-cultural leadership identified by Suutari and Riusala (2001). These ten aspects are: decision participation, autonomy-delegation, consideration, rewarding, informing, conflict management, production emphasis, criticizing, goal setting, and inspiration. Each aspect had four questions associated with it. The questiormaire was given individually to the ten managers and to 20 of their Xhosa-speaking employees, two per business. It was followed by an open interview based mainly on the questiormaire content. The questionnaire responses were analysed statistically, first to test for the sameness of responses of the employees as well as the sameness of responses of the managers, using the Sign Test. Responses of the two groups were compared for each aspect. Interview responses were used to help interpret the numbers and formulate findings. Findings. There are clear, statistically significant differences between the perceptions of the managers' leadership style by the two groups on all ten of the aspects. The Chinese managers show a similar leadership approach when interacting with their employees. The Xhosa-speaking employees have perceptions similar to one another about their managers' leadership style. Thus a disjunction is shown between the two culturally different groups. The responses of the Chinese managers were analysed in light of the literature on Chinese culture, and in most ways they were seen to be managing using a traditional Chinese-based style. In general, they make the decisions and do the planning, do not delegate much, withhold infonnation, do not reward good performance, and are not inspirational. However, they do tend to be kind. Research limitations. The study compared only those two ethnic groups in a small geographic area, with small sample sizes. It also studied reported perceptions. Further research could tty to isolate just cultural differences, and focus more on leadership behaviours. Practical implications. Acknowledgement of the local culture and perhaps use of a more inclusive, less authoritarian management-leadership style seem important for existing and future Chinese managers. Culturally-based management training can be offered for them and for potential investors, to support future small business investors in South Africa and beyond. / AFRIKAANSE OPSOMMING: Doel. Hierdie studie behels 'n ondersoek na hoe buitelands-gebore Sjinese bestuurders in Kaapstad hulle eie leierskap beoordeel in 'n kruis-kulturele sake omgewing. Hierdie sienings word dan vergelyk met die persepsies van hoe plaaslike Suid-Afrikaanse Xhosa-sprekende werknemers die bestuurstyl van hulle buitelandse werkgewers beoordeel. Hierdie studie is belangrik vanweë die toenemende private belegging in Afrika deur Sjinese burgers. Benadering. Tien klein sake-ondememings wat deur Sjinese burgers besit en bestuur word, is ondersoek: vyf in die kleinhandel, twee in die groothandel, een restaurant en twee Sjinese supermarkte. 'n Likert-tipe vraelys is saamgestel deur die operasionalisering van 10 van die 19 aspekte van kruis-kulturele leierskap s00s deur Suutari en Riusala (2001) geïdentifiseer. Hierdie tien aspekte is: besluit-deelneming, outonomie-delegasie, konsiderasie, beloning, inkennisstelling, konflik-bestuur, produksie-beklemtoning, kritisering, doelsteIling-bepaling, en inspirasie. Elke aspek is aan vier vrae gekoppel. Die vraelys is aan elkeen van die tien Sjinese bestuurders gegee, en aan 20 van hulle Xhosa-sprekende werknemers, twee per sake-ondememing. Dit is opgevolg deur 'n oop onderhoud wat hoofsaaklik op die inhoud van die vraelys gebaseer was. Die antwoorde op die vraelys is statisties ontIeed, eerstens vir die ooreenstemming van die antwoorde van die werknemers, sowel as die ooreenstemming van die antwoorde van die bestuurders deur middle van die "Sign" toets. Die antwoorde van die twee groepe is met mekaar vergelyk vir elke aspek. Die terugvoering vanaf die onderhoude is gebruik om die getalle te interpreter en om resultate te help formuleer. Bevindings. Daar is helder, statistiese beduidende verskille tussen die beoordeling van die bestuurders se leierskapstyl deur beide groepe wat betref al tien die aspekte. Die Sjinese bestuurders toon 'n soortgelyke leierskap benadering wanneer hulle met hul werknemers omgaan. Die Xhosa-sprekende wer1cnemers het onderling soortgelyke persepsies betreffende hul bestuurders se leierskapstyl. Dus bestaan daar 'n uiteenlopende siening tussen die twee kulturele groepe. Die beoordeling van die Sjinese bestuurders is ontleed in die lig van literatuur oor Sjinese kultuur, en dit het geblyk dat hulle 'n tradisionele Sjinese bestuurstyl navolg. In die algemeen is daar bevind dat hulle die besluite neem en die beplanning doen, dat hulle nie veel delegeer nie, dat hulle inligting weerhou, dat hulle nie goeie werkverrigting beloon nie, en dat hulle nie werkers aanmoedig nie. Desniteenstaande is hulle goedhartig. Navorsingsbeperkings. In hierdie studie is slegs twee etniese groepe in 'n klein geografiese gebied, met klein steekproewe, ondersoek. Persepsies waaroor verslag gedoen is, is ondersoek. In verdere navorsing kan daar probeer word om kulturele verskille te isoleer, en om op leierskapsgedrag te fokus. Praktiese implikasies. Erkenning van die plaaslike kultuur en miskien 'n meer insluitende, minder outoritêre bestuurstyl blyk belangrik te wees vir bestaande en toekomstige Sjinese bestuurders. Kultuur-gebaseerde bestuursopleiding kan vir hulle en voornemende beleggers aangebied word om toekomstige klein sake-beleggers in Suid-Afrika en elders te ondersteun.