Thesis (MComm)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: Organisations cannot exist without humans. The behaviour of the working man is not a random event and specific factors influence employees to excel. Not only is the behaviour of individual employees influenced by these factors, but the behaviour of a collective work unit as well. This study focuses on the impact of specific leadership competencies on the performance of the collective work unit within an organisation. A leader exerts pressure on a unit to perform. What leadership competencies lead to successful work unit performance? To answer this question in a valid and credible manner, the study focuses on the development of a structural model to indicate the relationship between leadership competencies and work unit performance. The leadership-for-performance framework designed by Spangenberg and Theron (2004) aspires to explicate the structural relationship existing between leader competencies and the dimensions of organisational unit performance. The Performance Index (PI) and the Leadership Behavioural Inventory (LBI) comprise the leadership-for-performance range of measures. The PI was developed as a comprehensive criterion measure of unit performance for which the unit leader could be held responsible. The basic PI structural model has been developed to explain the manner in which the various latent leadership dimensions measured by the LBI affect the eight unit performance latent variables that are assessed by the PI. As part of ongoing research of the leadership-for-performance range of measures designed by Spangenberg and Theron (2004), this study takes the initial steps towards establishing a comprehensive leadership-work unit performance structural model. The literature review aids in developing a logical argument that culminates in a complex hypothesis about the way work unit performance is influenced by leadership dimensions. The research methodology is then discussed. The results indicate that the proposed structural model fits the data quite well. Although the majority of the structural relationships between the unit performance dimensions received support, almost no support was found for the postulated structural relationships between the second-order leadership competencies and the unit performance dimensions. Additionally, suggestions for future research are made by indicating how the model can be elaborated and improved. / AFRIKAANSE OPSOMMING: Organisasies kan nie sonder mense bestaan nie. Die gedrag van werknemers in 'n organisasie is nie 'n toevallige gebeurtenis nie. Spesifieke faktore beïnvloed werknemers om te presteer. Nie net die gedrag van individuele werknemers word beïnvloed deur hierdie faktore nie, maar ook die gedrag van 'n kollektiewe werkseenheid. Hierdie studie fokus op die invloed wat spesifieke leierbevoegdhede het op die prestasie van die kollektiewe werkseenheid binne 'n organisasie. 'n Leier oefen druk uit op sy werkseenheid om te presteer. Watter leiersbevoegdhede lei tot suksesvolle werkseenheidprestasie? Om hierdie vraag geldig en geloofwaardig te beantwoord, is die studie gerig op die ontwikkeling van „n strukturele model wat die verwantskap tussen leierskapgedrag en werkseenheidprestasie verduidelik. Die leierskap-vir-prestasie raamwerk ontwerp deur Spangenberg en Theron (2004), streef daarna om die strukturele verwantskap wat tussen leierbevoegdhede en die dimensies van organisatoriese eenheid prestasie bestaan, te verklaar. Die leierskap-vir-prestasie-reeks bestaan uit die The Performance Index (PI) en die Leadership Behavioural Inventory (LBI). Die PI is ontwikkel as 'n omvattende maatstaf van eenheid-prestasie waarvoor die leier van die eenheid verantwoordelik gehou kon word. Die basiese PI strukturele model is ontwikkel om die wyse waarop die verskillende latente leierskapdimensies, gemeet deur die LBI, invloed uitoefen op die agt eenheid-prestasie latente veranderlikes, wat deur die PI geassesseer word, te verduidelik. As deel van deurlopende navorsing van die leierskap-vir-prestasie reeks, soos ontwerp deur Spangenberg en Theron (2004), neem hierdie studie die eerste stap in die ontwikkeling van 'n omvattende leierskap-werkeenheidsprestasie strukturele model. Deur middel van 'n literatuurstudie word 'n logiese argument ontwikkel wat kulmineer in 'n komplekse hipotese oor die wyse waarop werkseenheidprestasie deur die leierskapdimensies beïnvloed word. Die navorsingsmetodologie word bespreek. Die resultate dui daarop dat die voorgestelde strukturele model die data redelik goed pas. Ofskoon die meerderheid van die strukturele verwantskappe tussen die dimensies van eenheidsprestasie steun ontvang word bykans geen steun gevind vir die gepostuleerde strukturele verwantskappe tussen die tweede-orde leierbevoegdhede en die dimensies van eenheidsprestasie nie. Aanbevelings vir verdere navorsing word bespreek, asook die beperkinge van hierdie studie.