This study was commissioned to examine the applied leadership styles that foster organisational commitment and product quality commitment levels of two groups of employees working at two different business units of same private sector steel manufacturing company in Gauteng. The samples included 226 production employees from business unit ‘A’ and 190 production employees from population ‘B’. The combined sample of 416 included 83 managers and 333 low level employees. Leadership style data was collected through the Multi-Factor Leadership Questionnaire (MLQ) from the managers and Organisational and Product Quality data was gathered through the Employee Questionnaire (EQ). The MLQ measured nine constructs of the Full Range Leadership Theory while the EQ measured four constructs of identification, affiliation, exchange and product quality commitment levels among lower level employees. A total of 416 questionnaires were distributed and 274 were received. The data was analysed statistically to define the leadership styles, the levels of organisational and product quality commitment and come up with correlations. It was found that transformational and transactional leadership styles were predominant at both business units. Laissez-faire style was also being used at business unit ‘A’. The leadership styles were found to be below the ideal levels for effective leadership. Leaders were perceived to be active managers and not leaders. The organisational and product quality commitment levels among employees were found to be marginal at both units. The top leadership styles and commitment levels trended the same and scored closely for both business units with small variations. The results were comparable. Positive correlations were found between identification commitment (0.305 for ‘A’ and 0.481 for ‘B’) and product quality commitment among employees. It was concluded from the correlations that the higher the levels of organisational commitment, the higher the levels of product quality commitment among employees. By statistical averages, it was concluded that higher levels of transformational leadership fosters higher levels of identification commitment and product quality commitment among employees. Demographics affected the way the respondents answered the questions. A leadership model complete with recommendations was proposed with the intention of increasing leadership effectiveness in order to positively impact and foster product quality commitment among employees. / MBA, North-West University, Potchefstroom Campus, 2014

Doctor of Philosophy / Department of Psychology / Clive J. A. Fullagar / While researchers have begun to study “flow” (Csikszentmihalyi, 1975) as it applies to the workplace, little is known about the impact of leadership on followers’ flow experiences. The current study examined the effect of transformational leadership on followers’ experiences of flow. It was hypothesized that transformational leaders would have an indirect effect on flow through their positive influence on psychological climate. Bakker’s (2008) WOLF scale was used to assess work-related flow. Results supported the hypothesis; psychological climate fully mediated the relationship between transformational leadership and flow. Transformational leaders had a strong indirect effect on all three components of work-related flow: intrinsic motivation, work enjoyment, and absorption. It was also hypothesized that each of the five climate dimensions would significantly mediate the leadership-flow relationship. The dimensions were examined simultaneously in a multiple mediator model to identify the unique contribution of each dimension. Results indicated that three dimensions were significant mediators of the leadership-flow relationship: contribution, recognition, and challenge. Because Kahn (1990) found these dimensions to be indicative of psychological meaningfulness, this study builds on other research linking transformational leadership to perceptions of meaning. While transformational leadership strongly predicted all five climate dimensions, two dimensions failed to contribute to the prediction of flow and to the overall mediating effect of climate: role clarity and supportive management. Longitudinal research is needed to validate the causal nature of the findings in this study. By conceptualizing “flow” as a specific form of momentary cognitive engagement, the present study illustrates the applicability of “flow” to the workplace. The findings of this study point to leadership behaviors and climate conditions that are conducive to flow. Managers seeking to improve employee engagement can apply these findings to the workplace.

Published Article / The role of the Projection Principle within Chomsky's Government-Binding (GB) Theory is to preserve the subcategorisation properties of lexical items at all levels of syntactic representation, viz. D-structure, S-structure, and Lexical Form. Arguments have been made that the Projection Principle is a new concept that is simply an extension of theTransformational Component (XFM) and Emonds' Structure-Preserving Constraint (SPC), and that it does not deserve the high status it has been accorded in GB theory. This paper provides evidence, based on sentences involving movement operations, that the Projection Principle is innovative and that it convincingly addresses what theXFMandSPChave failed to address.

The study was conducted to assess the state of leadership characteristics and the impact these variables have on employee self-esteem and employee work-related outcomes in a South African power utility in particular power station environment. The inquiry was conducted in a natural working environment of an organisation where respondents are situated/ located (i.e. a field study). A stratified convenience sampling approach was used to carry out the study using a structured questionnaire developed from predictors used by other researchers. The questionnaire, based on a four-point, five-point and seven-point Likert scale with leader’s characteristics such as articulation of vision, individualised support, intellectual, stimulation, forcing acceptance of group goals, high performance expectations, appropriate role modelling and performance feedback, mediating variables such as self-esteem and work-related outcomes such as organisational commitment and work-success, was designed to capture the state of affairs within the organisation based on the employees perceptions of their experiences of these variables. 150 questionnaires were distributed of which 115 were returned and all 115 were useable. This data was analysed using statistical tools such as correlation and regression analysis. The descriptive statistics indicated that the majority of leader’s characteristics unveiled a moderate agreement whilst the work related outcomes indicated that employees were neutral to agree with statements. The correlations analysis showed predominantly strong relationship between leader’s characteristics, self-esteem and work related outcomes with some few small and medium relationships. Recommendations to improve work-related outcomes are provided to the organisation. / MBA, North-West University, Potchefstroom Campus, 2014

This study was commissioned to examine the applied leadership styles that foster organisational commitment and product quality commitment levels of two groups of employees working at two different business units of same private sector steel manufacturing company in Gauteng. The samples included 226 production employees from business unit ‘A’ and 190 production employees from population ‘B’. The combined sample of 416 included 83 managers and 333 low level employees. Leadership style data was collected through the Multi-Factor Leadership Questionnaire (MLQ) from the managers and Organisational and Product Quality data was gathered through the Employee Questionnaire (EQ). The MLQ measured nine constructs of the Full Range Leadership Theory while the EQ measured four constructs of identification, affiliation, exchange and product quality commitment levels among lower level employees. A total of 416 questionnaires were distributed and 274 were received. The data was analysed statistically to define the leadership styles, the levels of organisational and product quality commitment and come up with correlations. It was found that transformational and transactional leadership styles were predominant at both business units. Laissez-faire style was also being used at business unit ‘A’. The leadership styles were found to be below the ideal levels for effective leadership. Leaders were perceived to be active managers and not leaders. The organisational and product quality commitment levels among employees were found to be marginal at both units. The top leadership styles and commitment levels trended the same and scored closely for both business units with small variations. The results were comparable. Positive correlations were found between identification commitment (0.305 for ‘A’ and 0.481 for ‘B’) and product quality commitment among employees. It was concluded from the correlations that the higher the levels of organisational commitment, the higher the levels of product quality commitment among employees. By statistical averages, it was concluded that higher levels of transformational leadership fosters higher levels of identification commitment and product quality commitment among employees. Demographics affected the way the respondents answered the questions. A leadership model complete with recommendations was proposed with the intention of increasing leadership effectiveness in order to positively impact and foster product quality commitment among employees. / MBA, North-West University, Potchefstroom Campus, 2014

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)

Text in Afrikaans / Die doel van hierdie navorsing is om te bepaal tot watter mate waargenome leierskapvaardighede van die middelvlakbestuurders in 'n provinsiale hospitaal, 'n voorspeller is van topprestasie. Vanuit die literatuuroorsig word leierskapteoriee, die veranderende konteks van leierskap, leierskapstrategiee en -vaardighede bespreek. Die rasionaal vir topprestasie, visie in topprestasie-organisasies en die beginsels van topprestasie word ook bespreek. Die navorsingsontwerp is 'n beskrywende studie en maak gebruik van 'n gestratifiseerde ewekansige steekproef. Die leierskapvaardigheidsvraelys (Charlton, 1991) is vir die meet van die leierskapvaardighede gebruik en die PA VE-vraelys is gebruik vir die meet van die vlak van topprestasie in die organisasie-eenheid. Die resultate vertoon bemagtiging as die vemaamste voorspeller van topprestasie by die middelvlakbestuurders. Toekomstige navorsing kan temas insluit soos die rol en potensiaal van 'n gedeelde visie, volharding, en werkstevredenheid. Relevante sleutelwoorde is transformerende leierskapvaardighede, topprestasie, bemagtiging en middelvlakbestuurders. / The aim of this research is to determine to what extent perceived leadership competency of the middle level manager in a provincial hospital, is a predictor of peak performance. The literature highlights leadership theories, the changing context of leadership, leadership strategies and competencies. The rationale for peak performance, vision in peak performing organizations and the principles of peak performance are also discussed. The research design is a descriptive study which uses a stratified randomized sample. The leadership competence questionnaire (Charlton, 1991) is used to measure the leadership competencies. The PA VE questionnaire is used to measure the level of peak performance in the organizational unit. The results indicate empowerment as the most prominent predictor of peak performance of middle level managers. Future research may include the role and potential of a shared vision, determination and work satisfaction. Relevant keywords are transformational leadership competencies, peak performance, empowerment and middle level managers. / Industrial and Organisational Psychology / M.Com. (Bedryfsielkunde)

Titel: Ledarskapets inverkan på psykosocial arbetsmiljö – En tvärsnittsstudie av svenska medarbetares psykosociala arbetsmiljö beroende av ett transaktionellt respektive transformativt ledarskap. Nivå: Kandidatuppsats, företagsekonomi Författare: Hugo Svärd Handledare: Lars Ekstrand Datum: 2014-06 Bakgrund och Syfte: Psykisk ohälsa kan vara ett problem med påtagliga konsekvenser för såväl ett företag som medarbetarna. Företaget kan påverkas av ekonomiska kostnader till följd av sjukfrånvaro och andra driftstörningar på arbetsplatsen samtidigt som medarbetarnas drabbas av reducerad lön, social isolering samt risken att entledigas från arbetet. Den psykiska ohälsan har i tidigare forskning konstaterats bero på hur medarbetare upplever den psykosociala arbetsmiljön på en arbetsplats. Det har även uppmärksammats att ledarskapet kan ha en stark inverkan på hur medarbetare (anställda) upplever den psykosociala arbetsmiljön. Föreliggande uppsats avser därför undersöka hur medarbetare upplever den psykosociala arbetsmiljön beroende av uppfattning om en ledare tillämpar låg eller hög nivå av transaktionellt respektive transformativt ledarskap. Uppsatsen har också avsikt att jämföra hur ledarstilarna predicerar upplevelsen av den psykosociala arbetsmiljön hos medarbetarna. Metod: En kvantitativmetod tillämpades för att uppnå studiens (tvärsnittsstudie) strävan att generalisera resultatet till att representera en svensk kontext. Data insamlades via enkäter vilka därefter sammanställts och analyserats med hjälp av SPSS. Enkäten utgjordes av ett mätinstrument för psykosocial arbetsmiljökartläggning, samt ett instrument för att mäta ledarskap. För analys av data gjordes följande: korrelationsanalys, multivariata variansanalys (MANOVA), multipla regressionsanalyser samt enkelt t-test vilka redovisats deskriptivt. Resultat & slutsats: Transaktionellt ledarskap visade endast skillnader på arbetsledningsklimatet beroende av om medarbetare skattade låg eller hög ledarstil. För samma fråga visade transformativt skillnader i stimulans, arbetsgemenskap och arbetsledningsklimat. Dessa tre 2 faktorer predicerades av transformativt ledarskap medan transaktionellt inte predicerade någon faktor alls. Studien visar att transformativt ledarskap är överlägset transaktionellt i att predicera psykosocial arbetsmiljö hos medarbetarna. Transformativa ledare bidrar till en positiv arbetsmiljö. Förslag till fortsattforskning: För fortsatt forskning kan det vara intressant att dela upp urvalet av företag på offentlig och privat sektor. Det kan finnas skillnader hur medarbetare upplever den psykosociala arbetsmiljön beroende av ett transaktionellt respektive transformativt ledarskap i en privat sektor, jämfört med en offentlig. Detta kan vara en viktig aspekt då t.ex. en privatägd skola i jämförelse med en statligt ägd skola är vinstdrivande på helt olika sätt, vilket då kan inverka på ledarskapet. Det kan också vara intressant att undersöka respektive ledarstils subfaktorer i förhållande till subfaktorerna i psykosocial arbetsmiljö. Särskilt med tanke på den höga effekten hos arbetsledningsklimat, samt för att i egenskap av tidigare forskning ge transaktionellt ledarskap en rättvis redogörelse. Uppsatsens bidrag: Studien har bidragit till kunskap i ett svenskt sammanhang då det saknas tidigare studier som undersökt det transaktionella och transformativa ledarskapets inverkan på medarbetarnas psykosociala arbetsmiljö. Det finns också ett praktiskt bidrag där studiens resultat ger en viss indikering till ledare/chefer i svenska företag gällande praktiserandet av ett transformativt ledarskap och hur det kan förutsäga medarbetarnas psykosociala arbetsmiljö på ett positivt sätt. Nyckelord: Ledarskap, transformativ, transaktionell, psykosocial, arbetsmiljö

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy are facing new, complex challenges associated with the everchanging business environment, and the depth and quality of the leadership that they provide are critical to the success of organisations. It was within this context that this research study was conceived. More specifically, the author became interested in the type of leadership behaviours, practices and characteristics that are essential to lead an organisation in the new global economy. During the last two decades, an increasing number of researchers began to report on a 'new' style of leadership based on innovation, continuous learning, constant renewal and entrepreneurship. This leadership style challenges traditional views on work among employees, creates a new vision and motivates workers to perform above expectation. These leaders have recognised the need for revitalisation and they bring about change within their organisations to meet the challenges of the current, ever-changing environment. This 'new' leadership style is transformational leadership, which has been extensively reported on. Literature abounds with studies on transformational leadership and its impact on organisational effectiveness. It is one of the most extensively researched leadership paradigms to date and is still evolving. This dissertation reviews the development of leadership theory and the paradigm shifts that have led to the development of transformational leadership theory. Furthermore, the author interviewed experienced leaders from Naspers to practically identify essential leadership requirements within a South African multinational organisation. The primary research findings indicate that there are parallels between essential leadership behaviours and characteristics, as identified by the present study, and transformational leadership behaviours and characteristics. The study indicates that some of the successes of the researched organisation could be attributed to the transformational leadership practices that it has employed. It can also be inferred that, should these characteristics and behaviours be nurtured in other leaders and organisations in general, these organisations could become more effective, competitive and growth-orientated in the current organisational landscape. / AFRIKAANSE OPSOMMING: Die tempo van globalisering en die volgehoue vordering in tegnologie, het 'n heeltydse veranderende besigheids omgewing teweeggebring, wat dit moeilik maak vir organisasies om kompeterend te bly. Die proses van globalisering was 'n geleidelike proses vir die wereld gemeenskap, maar die effek op Suid-Afrika was meer dramaties. Dit is as gevolg van Suid Afrika se hertoelating tot die wereld ekonomie, na die 1994 verkiesings. Die nuwe wereld ekonomie en veranderende besigheids omgewing stel oak addisionele vereistes en uitdagings aan leiers en die diepte en kwaliteit van hulle leierskap is krities tot die sukses van hul organisasie. Dit was binne die konteks wat die navorsing studie gebore was. Meer spesifiek, die skrywer was geinteresseerd in die tipe leierskap style, praktyke en eienskappe wat krities is om organisasies te lei in the nuwe wereld ekonomie. Gedurende die laaste twee dekades, het 'n groeiende hoeveelheid navorsers begin verslag doen oor 'n 'nuwe' leierskap styl, gebasseer op innovasie, volgehoue studie, konstante vernuwing en entrepreneurskap. Die leierskap styl daag die tradisionele siening van werknemers t.o.v. hulle werk uit, dit skep nuwe visies en motiveer werknemers om bo verwagting te presteer. Die tipe leiers het die nodigheid raak gesien vir vernuwing en hulle bring verandering binne organisasies aan om die uitdagings van die nuwe omgewing te bowe te kom. Die 'nuwe' leierskap styl is transformasie leierskap. Daar is al ekstensief verslag gedoen oor die styl en daar is 'n oorvloed van literatuur beskikbaar oor transformasie leierskap en die impak daarvan op die effektiwiteit van organisasies. Sover is dit een van die mees nagevorsde leierskap paradigmas. Die studie hersien die ontwikkeling van leierskap teorie en die verskuiwing in paradigmas wat gelei het tot die ontwikkeling van transformasie leierskap teorie. Die skrywer het ook onderhoude gevoer met ervare leiers van Naspers, om prakties uit te vind wat se leierskap benaderings en eienskappe nodig is binne Suid-Afrikaanse multi-nasionale organisasies. Die primere resultate van die studie het gewys dat daar ooreenkomste is tussen die leierskap benadering en eienskappe van die huidige studie en die van transformasie leierskap. Die studie wys ook dat die sukses van Naspers gedeeltelik toegestaan kan word aan die transformasie leierskap praktyke wat toegepas is binne die organisasie. Verder kan dit ook afgelei word dat as die praktyke en eienskappe toegepas word op ander leiers in ander oranisasies, kan hulle ook meer effektief, kompeterend en groei georienteerd wees in die huidige organisatoriese landskap.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Today's market environment stands in stark contrast to the business world of just a few decades ago when there was less global competition, the pace of business was much slower, and work was predominantly non-tacit in nature. This new environment calls for transformational change, which is the topic of this project. It is also about a small company called Pragma that had to find its way in a twnultuous business environment. Not only has Pragma had to contend with the prevailing macroeconomic forces, but the company also found itself in one of the most turbulent market environments, namely software development. In response to mounting external pressures, Pragma launched a change initiative dubbed "Recubed". This thesis evaluates this initiative by first considering a wide spectrum of change management literature and cases before applying it to Pragma. Pragma provides solutions that improve the perfonnance of physical assets at optimal lifecyc1e cost. Since the company's foundation in 1990, it has helped hundreds of organisations ranging in size from small enterprises to large multinationals to achieve improved operational efficiency. Clients have billions of rand invested in plants and equipment. In order to be globally competitive it is crucial that they should derive optimal value from these assets during their lifecycles, and Pragma helps them achieve this through a range of offerings that include software, outsourced services, consulting, and training. In late 2003, faced with poor company perfOiTIlanCe, Pragma had to ask itself in depth questions about the industry it was competing in, the business models and corporate structures it was employing, the vision it was pursuing and the culture it was living. The first change management model to be considered is the Four Box model as it provides a very basic, yet universal approach to thinking about change. The more complicated BurkeLitwin model is discussed next, as it has in recent years become a favoured framework for thinking about organisational change and perfonnance. The DICE model is a recent innovation purported to provide some hard handles on a very soft subject. The Positive Deviance approach seeks to identify individuals or organisational divisions that defy the status quo. Organisations can then learn from their practices and apply it throughout. Collins' Good to Great model is included since it provides a non-traditional view on what is really important in bringing about lasting change. To balance this, the author also include Kotter's model as the traditional change management benchmark. The MegaChange model is based on the assumption of human capability rather than limitations. The thesis considers the situations at some large international companies that successfully transfonned themselves. These companies are P&G, Telef6nica de Espaiia, D&B, Poste Italiane, Banca Intesa, EMC and Barclays Bank. The one overriding conclusion is that deep change is possible, whatever the challenges faced or the industry under consideration might be. Yet change does not bappen by itself, and in each of the cases there was a strong leader and a competent and motivated team that supported him. Each case places emphasis on a different element of the change process, but underlying patterns emerged. These include the importance of speaking to both the hearts and minds of people, ceaseless communication, facing up to the current reality, managing simultaneously for the short and long-tenn, the alignment of systems with the vision, and progress measurement. Leadership is essential to organisational change. Change, by definition, requires an alternative vision of the future. Leaders are required to craft this vision and to get people to believe in it. Employees and managers today need to know much more about leadership than their predecessors. In the modem organisation, every employee should be a leader, as he will be required to lead at least himself. Great leaders are instigators. Their challenge is to do everything in their power to get other people to join together to make the envisioned future come true. To do this they require a capacity to stir an excitement and belief within people, and the way they do this is through words, actions, images, pictures, and scores. If they can tap into the common thread that runs through humanity's hopes and dreams, they will be successful. There are many leadership styles, each with its own pros and cons. This thesis will consider charismatic leadership, leadership when you are not the boss, servant leadership, and spiritual leadership. The leadership chapter concludes with a case study on leadership - the leadership style of Colin Powell. The main positive elements of the Recubed initiative included strong individual leadership, a willingness to face the reality of the crisis, a culture of discipline, a commitment to a Hedgehog Concept, and copious communication of the vision. The element that most set the initiative apart from other literature and cases is the use of sensual stimuli to tap into the emotional side of the audience, as well as the use of creative elements such as stories, riddles and puzzles. The primary shortcomings of the initiative relate to its implementation. There were not enough senior managers who were prepared to devote the required amount of time to cascading change down into the organisation. Progress measurement tools were also not implemented. The lack of a fonnal HR function exacerbated the implementation problems. / AFRIKAANSE OPSOMMING: Vandag se mark omgewing sien daar baie anders daar uit as die besigheidswêreld van’n paar dekades gelede toe daar minder globale kompetisie was, die pas waarteen besigheid bedryf was aansienlik stadiger was, en werk tipies nie-taktiel van aard was. Hierdie nuwe omgewing verg transformele verandering, wat die onderwerp van hierdie studie is. Dit handel ook oor ‘n klein maatskappy genaarnd Pragma wat sy weg moes baan te midde van 'n ongeordende besigheidsomgewing. Pragma moes nie net rekening hou met die heersende makroekonomiese kragte nie, maar die maatskappy het homself ook bevind in een van die mees turbulente mark segmente, naamlik sagteware ontwikkeling. In reaksie op toenemende druk het Pragma 'n veranderingsinisiatief geloods wat "Recubed" genoem is. Die tesis evalueer hierdie inisiatief deur eerstens 'n wye spektrum literatuur en gevallestudies oor verandering bestuur te oorweeg voordat dit op Pragma van toepassing gemaak word. Pragma voorsien oplossings wat die prestasie van fisiese bates verbeter en die lewensiklus koste optimeer. Sedert die maatskappy se ontstaan in 1990 het dit honderde organisasies wat wissel vanaf klein ondernemings tot groot multinasionale maatskappye gehelp om hul operasionele effektiwiteit te verbeter. Kliënte besit aanlegte en toerusting ter waarde van biljoene rande. Om globaal te kan kompeteer is dit noodsaaklik dat hulle optimale waarde uit hul bates put, en Pragma help hulle hiermee deur middel van 'n reeks aanbiedinge wat sagteware, uitkontraktering, konsultasie en opleiding insluit. In laat 2003 het Pragma swak presteer, en die maatskappy was verplig om diepgaande ondersoek in te stel na die industrie waarbinne dit kompeteer, die besigheidsmodelle en strukture wat dit aanwend, die visie wat dit nastreef, en die kultuur wat dit leef. Die eerste bestuursmodel wat oorweeg word, is die Four Box-model aangesien dit 'n baie eenvoudige, maar tog universele benadering tot verandering versinnebeeld. Die meer ingewikkelde Burke-Litwin-model word ook bespreek aangesien dit die afgelope jare 'n voorkeur raamwerk vir denke oor organisasie verandering en prestasie geword het. Die DICE model is 'n onlangse innovasie wat streef daarna om vaste greep te kry op 'n klaarblyklik moeilike onderwerp. Die Positiewe Afwyking-benadering streef daarna om individue te identifiseer wat beter as die status quo presteer. Organisasies kan van hul praktyke leer en dit regdeur die organisasie aanwend. Collins se Good to Great-model word ingesluit as 'n nie-tradisionele uitkyk op wat werklik belangrik is om volhoubare verandering teweeg te bring. Ter wille van balans word Kotter se model ook beskou as 'n tradisionele riglyn vir bestuursverandering. Die MegaChange model is gegrond op die veronderstelling van menslike bekwaamheid eerder as beperkinge. Die tesis bestudeer ook 'n aantal groot internasionale maatskappye wat daarin geslaag het om suksesvol te transformeer. Hierdie maatskappye is P&G, Telefonica de Espana, D&B, Poste ltaliane, Banca Intesa, EMC en Barclays Bank. Die sentrale gevolgtrekking wat uit hierdie gevallestudies gemaak kan word, is dat verandering moontlik is, ongeag die uitdagings of industrie ter sprake. Tog gebeur verandering nie vanself nie, en in elk van die bespreekte gevalle was daar 'n sterk Ieier wat ondersteun is deur 'n bevoegde en gemotiveerde span. Elke geval benadruk 'n spesifieke element van die veranderingsproses, maar onderliggende patrone tree na vore. Dit sluit in die belangrikheid daarvan om tot mense deur te dring deur sowel hul hart as hulle verstand aan te spreek, onophoudelike kommunikasie, die trotsering van die huidige realiteit, om gelyktydig vir beide die kort- en langtermyn te bestuur, om stelsels in lyn te bring met die visie, en die meting van vordering. Leierskap staan sentraal tot verandering wat per definisie 'n alternatiewe visie van die toekoms vereis. Leiers word benodig om hierdie visie te vorm en om mense te oorreed om daarin te glo. Werknemers en bestuurders moet vandag meer weet van leierskap as hul voorgangers. Binne die moderne organisasie moet alle werknemers leiers wees, aangesien hulle ten minste hulleself sal moet lei. Goeie leiers is aanstigters. Hul uitdaging is om alles binne hul vermoë te doen om ander te kry om hulle visie 'n realiteit te maak. Dit verg die vermoë om mense te inspireer en aan te moedig deur middel van woorde, dade, beelde, prente en tellings. Hulle is suksesvol wanneer hulle mense se universele hoop en drome aanspreek. Daar is verskeie leierskap style, elk met sy eie voor- en nadele. Die tesis sal 'n aantal andersoek - charismatiese Ieierskap, leierskap wanneer jy nie die baas is nie, dienende leierskap, and geestelike leierskap. Die Ieierskap hoofstuk sluit af met 'n gevallestudie - die leierskap styl van Colin Powell. Die belangrikste positiewe elemente van die Recubed-inisiatief sluit in individuele leierskap, 'n bereidheid om die realiteit van die krisis te trotseer, 'n kultuur van dissipline, 'n verbintenis tot 'n Hedgehog Concept, en oorvloedige kommunikasie van die visie. Die element wat dit die meeste onderskei van ander modelle en gevallestudies is die gebruik van sensuele stimulus om die emosies van die luisteraars aan te spreek, asook die gebruik van kreatiewe elemente soos stories en raaisels. Die primêre tekortkomings het betrekking op die implementering van die inisiatief. Nie genoeg senior bestuurders was bereid om die tyd te bestee wat dit sou verg om die verandering deur die maatskappy te laat filter nie. Die nodige instrumente om vordering te meet, het ook ontbreek. Die gebrek aan 'n formele personeelbestuursfunksie het die probleem vererger.