Sustainable organisational performance imperatives that generate shareholder value are strategy, execution, culture, structure, talent, innovation, leadership and growth. These superannuated management practices are still valid. Today it is even more vital to contrive and rethink these imperatives to renew business excellence in an undefined market space, the circular economy, and to reverse engineer product offerings. At the root of performance remain team members, team leaders and managers with their neurological representations, states of consciousness, abstract levels of awareness and the higher levels of thought. These thoughts create their reality and the way they create meaning of and contributing to this world. It also provides choice and generates excellence, performance and the success of the organisation. The principal purpose of this research has been to develop an Integrated Meta-model of Team Excellence by aligning the life-cycle of an employee, management-leadership, team culture, diversity and climate in view of the pressures of the business environment in order to execute an excellent performance outcome at the operational level to provide customer service and drive shareholder value. The first objective of the research was to model team excellence to enable performance so that the current performance level in a team can be determined, developmental opportunities can be identified and excellent performance parameters can be deliberated on for emulation, recruitment team fit and placement. Two instruments were applied for profiling. The thinking preferences were profiled with the Inventory of Work and Attitude Motivation Instrument (iWAM®) and the Values System Questionnaire (VSQ®) was used to profile and analyse the complexity of value structures as drivers of organisational performance. Contrastive analyses were conducted for the managers, team leaders and teams with the conclusion that a manager, a team leader and team members can create the fundamental conditions for emotionally and socially intelligent ability and capacity to facilitate performance. The capacity to model thinking preferences of outliers and poor performers and engineer a contextual Model of Excellence for a specific team in a specific environment distinguishes the work of Merlevede in that it has at its core a more accurate approach to identify areas of development, selection, team fit, design of appropriate coaching and mentoring interventions to improve and sustain team performance. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015

Sustainable organisational performance imperatives that generate shareholder value are strategy, execution, culture, structure, talent, innovation, leadership and growth. These superannuated management practices are still valid. Today it is even more vital to contrive and rethink these imperatives to renew business excellence in an undefined market space, the circular economy, and to reverse engineer product offerings. At the root of performance remain team members, team leaders and managers with their neurological representations, states of consciousness, abstract levels of awareness and the higher levels of thought. These thoughts create their reality and the way they create meaning of and contributing to this world. It also provides choice and generates excellence, performance and the success of the organisation. The principal purpose of this research has been to develop an Integrated Meta-model of Team Excellence by aligning the life-cycle of an employee, management-leadership, team culture, diversity and climate in view of the pressures of the business environment in order to execute an excellent performance outcome at the operational level to provide customer service and drive shareholder value. The first objective of the research was to model team excellence to enable performance so that the current performance level in a team can be determined, developmental opportunities can be identified and excellent performance parameters can be deliberated on for emulation, recruitment team fit and placement. Two instruments were applied for profiling. The thinking preferences were profiled with the Inventory of Work and Attitude Motivation Instrument (iWAM®) and the Values System Questionnaire (VSQ®) was used to profile and analyse the complexity of value structures as drivers of organisational performance. Contrastive analyses were conducted for the managers, team leaders and teams with the conclusion that a manager, a team leader and team members can create the fundamental conditions for emotionally and socially intelligent ability and capacity to facilitate performance. The capacity to model thinking preferences of outliers and poor performers and engineer a contextual Model of Excellence for a specific team in a specific environment distinguishes the work of Merlevede in that it has at its core a more accurate approach to identify areas of development, selection, team fit, design of appropriate coaching and mentoring interventions to improve and sustain team performance. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015