Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Executives wanting to establish or manage an effective organisation need to understand the dynamics of leadership. PetroSA can have all the advantages in the world - advocate of the state, good relations with the state treasury, and Gas-To- Liquid technology - but if leadership fails, all these advantages melt away and the organisation, like a driverless car, will inexorably run downhill. Nevertheless, if we are to understand leadership, we also have to go beyond the directly obvious. We have to pay attention to the relevant internal and social dynamics. It calls for an analysis of the intricate interaction between leaders and followers, and the unconscious and invisible psychodynamic processes and structures that influence the behaviour of individuals. The conscious grouping of pairs of two or more employees that maintain a sociologically significant relationship should also not be ignored. People who dismiss the complex clinical dimension in organisational analysis cannot hope to move beyond an impoverished understanding of what life in organisations is all about. Toxic managers dot the landscape in most organisations making them seem, at times, like war zones. These managers can complicate your work, drain your energy, compromise your sanity and destroy your career. However, it is critical to recognise that toxicity, or emotional pain, is a normal by-product of organisational life. However, organisations that want to stay healthy need to learn to handle such toxicity effectively - or prevent it in the first place. This survey clearly demonstrates that very unhealthy management styles prevail in PetroSA. The overall results of the survey show that managers identified nine behaviours or practices that are detrimental to the . organisation's culture. These traits scored more than 2.8 on a five-point scale, where a score of five is severe. This paper examines various ways of managing toxicity in the workplace and offers ideas for leaders to help foster health and productivity. The recommendations will include a major change management initiative, wellness programme, mentoring and coaching intervention, leadership development sessions (residential), communication strategy, interventions that address the dark side of leadership, as well as Learning to Lead workshops. Finally, effective organisational responses to emotional pain, once in the system, do not stop with the urgent, immediate response to a painful traumatic experience such as the merger process PetroSA underwent in 2002/2003. leaders in their organisations should make use of preventative strategies such as appointing the right candidates, developing leaders and creating the right culture that offers space for healing and inspiration. leaders can play a key role in the recovery of those who have been hurt, speeding up the wellbeing of those who have suffered and facilitating a healthy workplace. / AFRIKAANSE OPSOMMING: Uitvoerende bestuur wat effektiewe organisasies wil vorm en bestuur moet die dinamika van leierskap goed verstaan. PetroSA kan baie faktore hê wat in sy guns tel - soos om as die mondstuk van die staat te wees, goeie verhoudings met die staatstesourier te hê, sowel as om oor Gas-tot-Vloeistof tegnologie te beskik -'-maar, sou die kritiese eienskap van leierskap ontbreek, is al dié voordele tevergeefs en die organisasie sal, soos 'n motor sonder bestuurder, onkeerbaar afdraand loop. Om leierskap werklik te verstaan, is die voor-die-hand-liggende nie genoeg nie. Daar moet ernstig aandag geskenk word aan die gepaardgaande interne en sosiale dinamika. Dit vereis 'n analise van die ingewikkelde interaksie tussen leiers en navolgers sowel as die onbewustelike en insigbare psigodinamiese prosesse en strukture wat gedrag van individue beïnvloed. Die willekeurige groepering van twee of meer werknemers wat sosiologiese belangrike verhoudings ontwikkel moet ook nie geïgnoreer word nie. Persone wat dié ingewikkelde kliniese dimensies ignoreer tydens organisatoriese analise, het geen hoop om uit te styg bo 'n swak begrip van wat die lewe van binne 'n organisasie behels nie. Toksiese bestuurders is volop in die meeste organisasies, wat dié maatskappye soms soos 'n oorlogsveld laat voel. Sulke bestuurders maak die werksplek baie gekompliseerd, dreineer jou energie, is senutergend en kan jou loopbaan verongeluk. Hoe dit ook al sy, dit is belangrik om daarop te let dat toksiese of emosionele pyn, 'n normale byproduk van die lewe binne 'n organisasie is. Nieteenstaande hierdie feit, moet organisasies wat gesond wil bly, hierdie giftige gewoontes doeltreffend bestuur - of nog beter - in die eerste plek heeltemal verhoed. Hierdie tesis bewys onteenseglik dat hierdie ongesonde bestuurstyle binne PetroSA heers. Die oorhoofse resultate van die opname toon dat bestuurders nege bestuurstyle of gewoontes identifiseer wat die organisasie negatief beïnvloed. Hierdie style behaal 'n gemiddelde van meer as 2.8 op die vyf-punt skaal, waar 5 uiters waarneembaar is. Die tesis poog om teenmiddels te identifiseer wat hierdie giftige style teenwerk of verhoed. Die tesis poog ook om idees aan huidige en toekomstige leiers te bied om gesonde en produktiewe werksomgewings te skep. Die aanbevelings sluit in 'n aansienlike bestuurde veranderingsinisiatief, personeel welstandsprogram, mentor- en leierskapsprogramme, kommunikasiestrategie, en werkswinkels wat die donker kant van leierskap aanspreek sowel as die kuns om te lei. Effektiewe reaksie op emosionele pyn binne die organisasie, moet nie net op die onmiddelike dringende aksies om pynlike traumatiese ondervindings soos die PetroSA samesmelting van 2002/2003 gerig wees nie. Leiers moet ook gebruik maak van strategieë wat voorkomend is van aard soos om die regte kandidate aan te stel, leiers te ontwikkel en die regte kultuur te skep wat ruimte vir heling en inspirasie bied. Leiers kan 'n sleutelrol speel in die heling van diegene wat seergekry het, deur hul beterskap te versnel en 'n gesonde werkplek te fasiliteer.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010.