Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2008. / Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1954. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 103-107).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1952. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.S.)--University of Wisconsin--Madison, 1966. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

It has been twenty years since F W De Klerk unbanned the African National Congress. This momentous occasion changed overnight the business landscape in South Africa and the way business were done for many decades. Before and after this crucial moment in South African history, leaders played a significant role in bringing change about as well as managing it. Whether hierarchical or non-hierarchical, leadership manifests itself through all spheres of civilisation. Within any collective, formal as well as informal leadership are always at work and within the environment there always seems to be an individual that appears to hold equal or more influence and sway over the collective. This research investigates the characteristics and role of this individual, the informal leader. In addition, against the melting pot of the diversity of culture, social structures, economics, and demographics in South Africa, the influence of culture on how leadership is being perceived and experienced is also researched. The research is grounded in a post-positivists approach and conducted within a constructivist-interpretative paradigm. A qualitative approach is followed with personal interviews as the method to collect the data from respondents. The interview protocol consists of a combination of questions containing questions of both a quantitative and qualitative nature. Questions of a qualitative nature were open-ended and of an in-depth nature. The research is two pronged. The focus of the research is an Original Equipment Manufacturer (OEM) in the South African Motor Industry and for the primary goal of the research data was collected from employees within work groups of the OEM. The primary research goal investigates the role and characteristics of informal leaders in work groups as seen and experienced by their fellow employees and if there is any congruence with that of the role and characteristics of formal leaders. The study found no fundamental differences between the characteristics and role of formal and informal leaders. The characteristics and role of leaders between different cultures also appear to be the same. For the secondary research goal – determining whether the role and characteristics of informal leaders in work groups could be underpinned in the principles of Ubuntu and if consideration should be given to any cultural differences between leaders and followers by organisational hierarchies – the literature was reviewed in order to reach a conclusion with regards this goal. The literature indicates that culture does affect leadership, especially on how the leadership is executed and experienced in a multicultural society and if ignored, will have a detrimental effect on effective leadership. In order to strive towards achieving maximum productivity, it is imperative that management in South African organisations be aware of the changed dynamic within their organisations as well as on the global stage. The research therefore ends with the practical implications of informal leaders for organisations in South Africa. It is recommended that the importance and contribution of informal leaders within work groups in a multi-culture organisation needs not only to be considered as an element of group leadership, but should be accommodated by the organisation. It is also recommended that organisations recognise the cultural differences between leaders and followers in organisations and the possible consequences if ignored. If the competitive pressures and requirements of globalisation are ignored against the background of Afrocentric expectations and motivational imperatives of the South African workforce, it will result in an ineffective workforce, which will in due course render these organisations uncompetitive and non-sustainable locally and globally.

The problem with which this study is concerned is that of the selection of those persons in an industrial organization who are most likely to become effective and successful foremen on the production line and of developing these persons into well-rounded, successful industrial foremen. The purpose of this study is to determine some of the major traits and qualifications which a man should possess if he is to become a successful foreman in industry.

Thesis (doctoral)--Uppsala University, 1984. / Summary in English. Includes bibliographical references (p. 164-166).

Thesis (M.S.)--Brigham Young University. Dept. of Technology, 2005. / Includes bibliographical references (p. 77-80).

Human attributes that constitute a good leader in terms of leadership qualities and thinking styles are somewhat limited. The latter situation makes it difficult to employ the right person with the right leadership qualities in the continuously changing world of work (Lussier & Achua, 2000). The researcher investigated the relationship between cognitive styles and leadership styles of individuals who are employed in the automotive industry and in a supervisory position. A quantitative research methodology was employed for the study of (n= 115) using the Cognitive-Style Indicator (COSI) developed by Cools and van den Broeck (2007) and the Leadership-style questionnaire developed by Clark (2007). Leadership styles have been researched throughout the world, but a dearth of research specifically pertaining to cognitive styles was rather limiting in the context of the research that was undertaken. On the one hand, leadership focuses on three main dimensions, namely: Authoritarian, Participative and Delegative Leadership Styles. According to Clark (2007), the above three dimensions are the core styles that are used within the workplace. On the other hand, a three-dimensional cognitive style model, as proposed by Cools and Van den Broeck (2007) incorporates three dimensions with specific characteristics pertaining to each style. These three dimensions were labelled as: Knowing (K), Planning (P), and Creating (C) styles, which were utilised to find a significant relationship between the various leadership styles. Significant relationships were found between the Cognitive-Planning style and the Participative Leadership style, the Delegative Leadership style and the Knowing-Cognitive style, the Creative-Cognitive style and the Delegative Leadership style, and the Knowing-and-Planning Cognitive style. Similarities were also found between the Coloured and African groups, as the Delegative style is relevant to both the Coloured and African groups, while the participative style is more prominent in the White racial group. No significant correlations were produced for the Asian group, however. Organisations are rapidly changing and adapting to various types of change; and it is essential for all employees – and not only those within a leadership position – but it is imperative that leaders should not only understand and know their cognitive and leadership style, but also of those individuals who are reporting to them.

The status of a foreman in modern day production is dependent upon a number of' factors, many of which are beyond his control. It has been said that the foreman stands "victim, not monarch” in this situation which has been created largely by economic conditions in our economy. But, these conditions have not affected all industries in the same manner. It is the purpose of this paper to investigate the status determining conditions in the highway construction industry. To evaluate these status determining conditions, the highway construction industry is first studied through existing library sources. To substantiate these findings, empirical research was then done in two highway construction firms, one large and one small. The following criteria were used to evaluate the foreman's status: influence on top management in decision making, economic contributions to the firm, authority over production, staff interference, foreman control within his division, channels of information, visibility of position to top management, upward mobility, security of position ease of replacement, operative skill level supervised, importance of position in the firm, and remuneration. From the information gathered, it appears that foremen in the highway construction industry have a higher status rating than do most foremen in other types or industries. / M.S.