The primary aim of this study was to determine the relationship between the practice of transformational leadership and a high-performance culture.The study hypothesized a positive relationship between transformational leadership and a high-performance culture. It also examined the predictive value of transformational leadership behaviours to the different dimensions of a high-performance culture. The survey included a sample of 209 leaders fromvarious South African organisations. The Multifactor Leadership Questionnaire (MLQ5X Form 5X) was completed by these leaders and their subordinates. The High-performance Culture Questionnaire was completed by the subordinates only. Findings indicated positive correlations between transformational leadership and a highperformance culture. Furthermore, differences were found to exist in the predictive value of transformational leadership behaviours to the various dimensions of a high-performance culture. The theoretical and practical implications of these findings were discussed. / Dissertation (MCom)--University of Pretoria, 2016. / tm2016 / Human Resource Management / MCom / Unrestricted

Information technology professionals effectively manage complex, tactical processes and procedures for internal and external customers. At the time of this study there was a gap in the literature regarding the effects of emotional intelligence on information technology professionals. An organization's internal and external customers may become dissatisfied with the information technology professionals because of their communication style lacking an increased level of emotional intelligence. The purpose of this quantitative study was to research the effects of increased emotional intelligence by surveying 315 information technology professionals. Data were collected using 3 electronic surveys including a general questionnaire to collect demographic data, the Multifactor Leadership Questionnaire, and the EQ-i. 2.0 questionnaire to capture the relationships between leadership styles (transformational, transactional and Laissez-Faire) of information technology professionals and gender, race, or levels of emotional intelligence. Using descriptive, multiple regression, and independent-samples t tests, the results indicated there were no statistically significant difference in levels of emotional intelligence with transformational (.615) and transactional (.068) leadership where p < .005. There was a statistically significant difference with Laissez-Faire leadership results of .004 (p < .005). The study findings indicated that the variables investigated provided only predictive value with the Laissez-Faire leadership style of information technology professionals. This study contributes towards positive social change within the information technology community by supporting the value of emotional intelligence, regardless of leadership styles.

Outpatient physical therapy clinics (OPTC), like many other healthcare organizations, face an array of challenges in meeting the needs of the growing elderly population. The leadership behavior of OPTC managers is a key component to secure employee loyalty, accommodate increased patient demand, and implement positive organizational change. The purpose of this nonexperimental quantitative survey designed study was to investigate the relationship between the leadership styles perceived by OPTC healthcare managers and nonmanagerial employees, as measured by the Multifactor Leadership Questionnaire Short. The primary research question examined the difference between the OPTC managers' self-perceived leadership style and the nonmanagerial subordinates' perceptions of the manager's leadership style. The theoretical framework was the transformational and transactional leadership theory by Bass. Sampling was random and comprised of a minimal sample of 89 respondents. Data analysis included both descriptive and inferential statistics. Multiple regression analysis and correlations statistical models were used to predict the relationship of the dependent and independent variables. The results of the present study indicated a statistically significant relationship between the leadership style of OPTC managers and job effectiveness. All leadership styles of the OPTC managers were moderately correlated with job effectiveness, whereas passive/avoidant was negatively related to job effectiveness. This study is significant for OPTC leaders in their quest to create a leadership environment that fosters a positive influence on overall job performance and satisfaction among nonmanagerial staff, a formula for growth, and positive social change.