The transition for any executive into a new appointment is a challenge. This transition for the newly appointed Chief Information Officer (CIO) is especially challenging given the complexity and ambiguous nature of their role. Investment in information technology (IT) has steadily increased over the past twenty years and contributes to enabling business changes that drive organizational performance improvements. The role of the Chief Information Officer (CIO) has evolved into an executive who holds significant responsibility for leading the organization in realizing these investment benefits. Therefore unsuccessful CIO transitions can negatively impact the extent to which the organization’s IT benefits are fully realized. This research has one objective: to increase our understanding of the process of taking charge for the newly appointed Chief Information Officer (CIO). This increased understanding contributes to academic research as well as provides insights to practicing CIOs that will increase their probability of successfully taking charge of a new appointment. The project explores this phenomenon in depth from both the CIO’s and non-IT executive’s (CxO) perspective through semi-structured interviews with 43 executives. Participants included twenty-one Chief Information Officers and twenty-two C-suite, non-IT executives. The study integrates concepts from role theory and leader socialization with CIO leadership challenges. Findings indicate that the newly appointed CIO experiences a mutual adjustment process when they take charge. This adjustment occurs within their role set; the IT leadership team, the Chief Executive Officer (CEO) and the other top management team members (CxOs). The data suggests that CIOs experience three overlapping phases of taking charge; Entry, Stabilization and Renewal. These phases result in confidence, credibility and legitimacy as a new leader in the organization. The data further reveals that the type of transition (Start-up, Turnaround, Realignment or Success-sustaining) encountered by the CIO is a significant influence on the taking charge process. CIO socialization is influenced heavily by their role set and the expectations within it. CIOs will encounter CxO peers with varying preferences on interaction style and focus. In addition the CxOs in the study identified three different views of CIOs that reinforce the role ambiguity for the newly appointed CIO. The study reveals that CIOs experience organizational socialization in two domains of leadership. These domains are supply-side and demand-side leadership. The data suggests that supply-side socialization occurs prior to demand-side socialization. These socialization outcomes are dependent on transition type. This research extends previous work done on CIO transitions by identifying phases, activities and outcomes. An additional contribution is the first empirical model of new CIO socialization. Leader socialization research is enhanced with the study of a non-CEO executive. This model contributes a deeper understanding of the mutual adjustment process experienced by a newly appointed CIO. Practicing CIOs can apply these findings in developing transition plans and actions for taking a new appointment. The CxO types and attitudes can inform the newly appointed CIO on customizing their relationship building approaches. Understanding that taking charge requires 2-3 years can lead to more realistic expectations of the executive. The findings of this study can lead CIOs to a higher probability of success in taking charge of a new appointment.

The first construct of this study is leadership styles. This well-known concept has been widely explored in the research. Many different models have germinated from the different theories developed on leadership styles, and for the purpose of this research, the leadership style model approach developed by Kurt Lewin has been used as a framework or paradigm. According to this approach, their main styles are identified. These styles are known as authoritarian style, participating style and delegative style. The second construct that this study focuses on is the psychological contract. This is a well known concept that has been widely researched. It was found to have a strong impact on employers as well as employees in the workplace. Although numerous studies have been done regarding "the experience of employee and employer obligations through perceived promises made in the reciprocal employee-organisation relationship", it is evident that further research regarding the relationship with other concepts could be of immense value. The general objective of this study was to investigate the relationship between different leadership styles and the psychological contract in work teams. A quota sample (N= 151) was taken of team leaders and their members of work teams in the Process and Maintenance departments of a Mining Factory in Lichtenburg, North West Province. The Psycones questionnaire ("Psychological Contracts among Employment Relations) was used to measure the psychological contract while the leadership style questionnaire was used to identify the different leadership styles. Data collection was done by means of structured questionnaires through exploratory research by using a cross-sectional design. Cronbach alpha coefficients, factor analysis, inter-item correlation coefficients, Pearson product moment correlation coefficients and stepwise multiple regression analysis were used to analyse the data. The first objective of this study was to conceptualise the relationship between leadership styles and the psychological contract, which was achieved through an in depth literature review on the two constructs. A literature review on the psychological contract highlighted an integrative definition as well as an exploration of psychological contract breach and violation, and the consequences thereof. The review on the leadership styles gives a broad explanation of the different styles identified as well as the relevant impact thereof. The second objective of this study was to determine the construct validity and reliability of the leadership style questionnaire and psychological contract questionnaires. With the support from previous validated studies of these questionnaires carried out in a South African context, factor analyses and reliability analyses were nevertheless carried out and the results corresponded with the previous findings indicating the viability of these questionnaires. The third objective was to determine the relationship between the leadership styles and the psychological contract constructs. Through correlation analyses significant correlations achieved were those between the Delegate-Participative style and the Emotions of the PC as well as a positive relationship which was shown between Delegate-Participative style and the Emotions of the PC with a large effect. These conclusions sturdily propose a relationship between the Delegative-Participative Style and the PC. A multiple regression analysis with delegative-participative leadership style as dependent variable was carried out. When all component of the psychological contract were a statistically significant model was produced, with the variance explained increasing with 50%. The results indicated that a relationship exists between the delegative-participative leadership style and the psychological contract. Limitations within this research were identified, and recommendations were made for the both the profession of employers and employees in the mining company as well as for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

The first construct of this study is leadership styles. This well-known concept has been widely explored in the research. Many different models have germinated from the different theories developed on leadership styles, and for the purpose of this research, the leadership style model approach developed by Kurt Lewin has been used as a framework or paradigm. According to this approach, their main styles are identified. These styles are known as authoritarian style, participating style and delegative style. The second construct that this study focuses on is the psychological contract. This is a well known concept that has been widely researched. It was found to have a strong impact on employers as well as employees in the workplace. Although numerous studies have been done regarding "the experience of employee and employer obligations through perceived promises made in the reciprocal employee-organisation relationship", it is evident that further research regarding the relationship with other concepts could be of immense value. The general objective of this study was to investigate the relationship between different leadership styles and the psychological contract in work teams. A quota sample (N= 151) was taken of team leaders and their members of work teams in the Process and Maintenance departments of a Mining Factory in Lichtenburg, North West Province. The Psycones questionnaire ("Psychological Contracts among Employment Relations) was used to measure the psychological contract while the leadership style questionnaire was used to identify the different leadership styles. Data collection was done by means of structured questionnaires through exploratory research by using a cross-sectional design. Cronbach alpha coefficients, factor analysis, inter-item correlation coefficients, Pearson product moment correlation coefficients and stepwise multiple regression analysis were used to analyse the data. The first objective of this study was to conceptualise the relationship between leadership styles and the psychological contract, which was achieved through an in depth literature review on the two constructs. A literature review on the psychological contract highlighted an integrative definition as well as an exploration of psychological contract breach and violation, and the consequences thereof. The review on the leadership styles gives a broad explanation of the different styles identified as well as the relevant impact thereof. The second objective of this study was to determine the construct validity and reliability of the leadership style questionnaire and psychological contract questionnaires. With the support from previous validated studies of these questionnaires carried out in a South African context, factor analyses and reliability analyses were nevertheless carried out and the results corresponded with the previous findings indicating the viability of these questionnaires. The third objective was to determine the relationship between the leadership styles and the psychological contract constructs. Through correlation analyses significant correlations achieved were those between the Delegate-Participative style and the Emotions of the PC as well as a positive relationship which was shown between Delegate-Participative style and the Emotions of the PC with a large effect. These conclusions sturdily propose a relationship between the Delegative-Participative Style and the PC. A multiple regression analysis with delegative-participative leadership style as dependent variable was carried out. When all component of the psychological contract were a statistically significant model was produced, with the variance explained increasing with 50%. The results indicated that a relationship exists between the delegative-participative leadership style and the psychological contract. Limitations within this research were identified, and recommendations were made for the both the profession of employers and employees in the mining company as well as for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

The main object of this thesis is to consider the importance of communication and operation of work teams. In the first part of my thesis I have concentrated on the theme of communication in general, on the problem of communication in organization and upon the role of management in finding the solutions to these communication problems. The next part of this thesis is focused upon the theme of work teams, specifically the problem with their formation, the importance of team roles and also about the barriers which are encounter by the operation of these teams. The practical part of my thesis is deals with the company ESSOX s.r.o.. The object of interviews, that have occured there, was to do some subjective evaluation of the level of communication within this company and consider if this company works really in teams. The resulting outcome of this investigation is that this company has some major communication problems. These deficiencies don{\crq}t have any specific relevant character. In other words, it means that this company turns to the matter of team work. My recommendations have been given at the end of this thesis. That mission is to give instructions as to how to make the team work more effectively.

A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

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Bakgrund: Användandet av agila metoder, där ett coachande ledarskap förespråkas, ökar i snabb takt. Välutvecklade ledaregenskaper är ingen garanti för ett framgångsrikt coachande ledarskap då det kan finnas organisatoriska faktorer som försvårar för ledarens arbete. Tidigare forskning har studerat vilka organisatoriska förutsättningar som är viktiga för coachande ledarskap, men inte i en agil kontext, varför denna studie behövs. Syfte: Studiens syfte är att identifiera och analysera organisatoriska förutsättningar för coachande ledarskap i en agil kontext. Metod: Denna studie är en kvalitativ enfallsstudie där semistrukturerade intervjuer genomförts med åtta teamledare på Saab AB, Linköping. Resultat: Genom denna studie har vi identifierat sex stycken förutsättningar för coachande ledarskap i en agil kontext. Två av dessa relaterar främst till implementeringsprocessen medan övriga fyra berör upprätthållandet av ett coachande ledarskap i en agil kontext. Förutsättningarna är; förståelse för förändring, utbildning & individuella mål, organisationskultur, strategi & mål, tydliga roller samt målstyrning. De två sistnämnda är förutsättningar som inte belysts inom tidigare litteratur om coachande ledarskap men som är viktiga i en agil kontext. / Background: The usage of agile methods where a coaching leadership style isrecommended, is increasing quickly. Well-developed leadership capabilities are noguarantee for a successful coaching leadership since there are organizational factors thatmight make it difficult. Earlier studies have investigated which organizational prerequisitesthat are important for coaching leadership, but not in an agile context, why thisstudy is needed. Aim: The aim of the study is to identify and analyze organizational prerequisites formanagerial coaching in an agile context. Method: The study is a qualitative case study where semi structured interviews have beenconducted with eight team leaders at Saab AB, Linköping. Results: Through this study we have identified six different prerequisites for coachingleadership in an agile context. Two of these mostly relate to the implementation processwhereas the other four affect the maintenance of a coaching leadership in an agile context.The prerequisites are; understanding changes, training & individual goals,organizational culture, strategy & goals, clear roles and management by objectives. Thelast two have not been highlighted in existing literature about coaching leadership, butare important in an agile environment.

Thesis (MA (Industrial Psychology)) -- University of Stellenbosch, 2004. / 58 leaves printed on single pages, preliminary pages i- v and numbered pages 1-52. Includes bibliography, list of tables and figures. Digitized at 330 dpi black and white PDF format (OCR), using KODAK i 1220 PLUS scanner. / ENGLISH ABSTRACT: An exploratory study conducted in six 24-hour manufacturing plants, using the responses of 178 employees on a composite questionnaire, investigated the relationships between transformational leadership behaviours, team leader emotional intelligence and team commitment. Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted on The Swinburne University Emotional Intelligence Test (SUEIT), the Multi-Factor Leadership Questionnaire (MLQ), and the Team Commitment Questionnaire of Bennett and Boshoff. The results of a Pearson correlation analysis, Stepwise Multiple Regression and Structural Equation Modelling (SEM) analysis indicated that there are small but significant relationships between team commitment and transformational leadership behaviours, as well as between team leader emotional intelligence and team commitment. A significant relationship was found between transformational leadership behaviours and team leader emotional intelligence. / AFRIKAANSE OPSOMMING: In 'n eksploratiewe studie wat in ses 24-uur vervaardigingsaanlegte onderneem is en wat die antwoorde van 178 werknemers op 'n saamgestelde vraelys ontleed het, is ondersoek ingestel na die verwantskap tussen transformasionele leierskapgedragspatrone, emosionele intelligensie van spanleiers en spanverbondenheid. 'n Eksploratiewe Faktor-Analise (EFA) en Bevestigende Faktor-Analise (BFA) is uitgevoer op die Swinburne Universiteit Emosionele Intelligensie Toets (SUEIT), die Multi-Faktor Leierskap Vraelys (MLV) en die Spanverbondenheid Vraelys van Bennett en Boshoff. Die resultate van die Pearson korrelasie analise, Stapsgewyse Meervoudige Regressie- en Struktuur Vergelykings Modelering (SVM) -analises het aangedui dat daar klein maar beduidende verwantskappe tussen spanverbondenheid en transformasionele leierskapgedragspatrone sowel as tussen spanleier emosionele intelligensie en spanverbondenheid bestaan. 'n Beduidende verwantskap is gevind tussen transformasionele leierskapgedragspatrone en spanleier emosionele intelligensie.