Univ. Saarbrücken, Diss., 2005

Thesis (J.C.L.)--Catholic University of America, 2006. / Includes bibliographical references (leaves 53-59).

Thesis (Ph. D.)--Georgia State University, 2006. / Title from title screen. Lynn Shore, committee chair. Electronic text (156 p. : charts, forms) : digital, PDF file. Description based on contents viewed May 4, 2007. Includes bibliographical references (p. 143-155).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Thesis (M.S.)--State University of New York at New Paltz, 2007. / Includes bibliographical references (leaves 49-53). Online version available via the SUNY New Paltz Sojourner Truth Library : http://hdl.handle.net/1951/42567

Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 151-158).

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018. / This research focuses on the leadership styles that motivate subordinates to perform. Leadership is one of the most important keys that bring success, balance and direction in different organizations. Leaders who exploit efficiency begin by understanding leadership styles. The contingency leadership style derives its credibility from a behavioral approach. Leadership style is an important determinant that stimulates and increases motivation among employees. Employee reactions to management typically depend on employee characteristics as well as executive characteristics. Leadership style is a character or behavior that leaders adopt in order to influence their employees in the environments in which they exercise their power (Hersey et al, 2001: 52). There are different perspectives on how and what needs to be done by a leader to motivate subordinates to function well. Others suggest that transformational leadership is the answer, while some research results identify transactional leadership as the best style for tasks to be accomplished. On the other hand, leadership cannot be studied to the exclusion of follow-up, since followers play a role in the effectiveness of a leader. Projects are characterized by the use of teams to execute tasks, and teams are a complex structure requiring an understanding of their dynamics. This research seeks to establish generic leadership styles that can motivate teams to perform. It is estimated that 47% to 54% of projects are not completed on time, what style of leadership is needed to improve project performance?

There has been acceptance for some time of the importance of the role of the academic Head of Department (HoD) to the successful delivery of a Higher Education Institution’s (HEI) vision and strategy. It has been argued that due to the increased pace of change in English Higher Education in the last few years, with a trebling of fees and regulatory change, a recent Higher Education and Research Act (2017), and the introduction of the Teaching Excellence Framework, that there is even more need for effective HoDs. There has also been acceptance for some time that the training and support provided for those taking on the HoD role has been limited. The focus of this research study is how academic HoDs in post-1992 English HEIs are supported to undertake their role, taking into account both how decisions are made and their academic identity. This study adopted an interpretive approach – in line with social constructivism – exploring the perceptions, feeling, and beliefs of HoDs. 14 semi-structured interviews were undertaken with HoDs in two post-1992 English HEIs to obtain their views on how decisions are taken either in a managerial or collegial manner, how their identity forms part of the support they draw upon, and the informal and formal networks and support mechanisms they utilise. A further seven semi-structured interviews were undertaken with senior managers to triangulate the data from HoDs. The data was analysed using template analysis and the key themes were identified. The findings suggest firstly that HoDs prefer a decision-making environment that utlises a ‘soft’ form of managerialism or collaborative and collegial culture in which decisions are made. This form of ‘soft’ managerialism, it is argued, allows for the development of informal support mechanisms. Secondly, the study found that HoDs were unable to maintain their research whilst being in the role (and this was a frustration to them), but they found their disciplinary networks and identity important in undertaking the role of HoD. Finally, the study established that the informal forms of support accessed by HoDs, either within or outside their institution, were of most value in allowing them to successfully undertake their role. The time and space to network and reflect with others on the common challenges they all faced provided the support that was of greatest value to HoDs. Although the findings from this study cannot be generalised they could be of value to HEIs and human resources managers, as well as designers of HoD leadership programmes in taking into account how best to support the development of informal support networks for HoDs.

A community coalition is a formal alliance of organisations, groups and agencies that have come together for a common goal. Collaborative partnerships between the health professionals and the communities they serve have received attention as a strategy for achieving health gain and are spreading globally. This partnership approach has a potential for a synergistic maximization of impact and has been advocated as a means to increase citizen participation and ownership among under-privileged groups. Despite the popular appeal and theoretical promise of this approach, the precise domains that need to be fostered by the stakeholders to implement this complex model remain unclear. The aim of this study was to investigate and compare the characteristics and perceptions of the CPs' stakeholders as regards the structural characteristics and operational parameters of the partnerships, as well as the correlates of effectiveness and impact for each participant group. Of particular interest was to identify the characteristics which enable partnerships to fulfill their organizational tasks and goals, regardless of the scope or complexity of purpose. The five CPs were located across South Africa and aimed at Health Professions Education reforms. Quantitative data was collected from 668 coalition members and qualitative data from 46 strategic participants. The partnerships' documents were also scrutinized and ample participant observations were undertaken. The data was then pooled and the comparison groups were constructed: the professionals, comprising of staff from the academic institutions and the health service providers, the community members and the full-time paid employees of the partnerships, the core staff. The analyses of the partner's opinions and views as well as the predictors of accomplishment of diverse stakeholders hold lessons for managers concerned with health coalitions. Generally, training and development seem to be the main thrust of the partnerships' missions. The observation is that clarity of roles, procedures and responsibilities is imperative. Clarity requires transparency to each others agendas. Although there was an under-representation of the youth, there seemed to exist a mixture of various levels of satisfaction in the partnerships, with the community members in need for more sense of ownership. The findings also point to that consultation in decision making seem to be lacking with unilateral decision making taking place. This might lead to power struggles and hidden agendas between the partners that could hamper the advancement of the partnerships. Explanation of why stakeholders are satisfied or committed or what explains their views on effectiveness and activity levels of their partnerships may inform efforts in other settings. With diverse partners, it is important to be somewhat cautious in the consideration of the stakeholders engaged in these collaborative efforts. Partners working together need not be considered homogenous entities. The groups come from different backgrounds, organizations and cultures. The attitude to be created in collaborative interventions is one of a clear understanding that embraces the different origins and aspirations of the stakeholders and recognises the mutual roles, responsibilities, resources and limits. Only by paying due attention to their individual values and weaving it into a common vision can the partnership process be taken forward.