A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).

This case study addresses gaps in the global learning, transformational learning, and professional development literature. Research is lacking on the questions of if and how university faculty members view global learning curricula as transformational learning as a result of professional development and how this transformational learning applies to their teaching of global learning curricula. This study’s purpose is to explore whether university faculty members who have attended global learning professional development workshops perceive global learning as transformational learning and if they do, how they see global learning as transformational, and how this transformational learning informs their teaching. Research questions were answered by using a survey and interview guide developed by the researcher. All faculty members at FIU who have attended a global learning professional development workshop were invited to take the survey to identify faculty members who have had a transformational learning experience related to global learning. Thematic analysis of the survey and interview questions helped describe how faculty members perceived global learning as transformational learning and how faculty members applied this transformational learning to their teaching of global learning curricula. The study found that many university faculty members who have attended a global learning professional development workshop report a resulting transformational learning experience. These university faculty members perceive global learning as individual and collective opportunities and challenges. They apply this transformation to their teaching of global learning curricula through conceptual and individual instructional changes that facilitate and inform systematic awareness and systematic change. This study is significant because how a global learning curricula is viewed by a faculty member affects how it manifests in the curricula, how it is taught, and what students glean from it. How FIU explores this topic could be adopted by other institutions. This study also builds on the work of Dr. Jack Mezirow in transformational learning.

Cette recherche s’intéresse à la relation entre l'intelligence émotionnelle, le style de leadershipet l'efficacité du leadership afin de développer et de tester un modèle de l’effet médiateur duleadership transformationnel sur le lien entre l'intelligence émotionnelle et l'efficacité duleadership. Un échantillon de 79 manager de sexe masculin ayant remporté un prix nationaliranien INPE ont été choisis par la méthode d'échantillonnage aléatoire systématique. Lesrésultats de la modélisation par équations structurelles ont montré que le style de leadershiptransformationnel médiatise la relation entre l'intelligence émotionnelle et l'efficacité duleadership. L'intelligence émotionnelle et l'efficacité du leadership sont corrélées positivementavec le style de leadership transformationnel, avec le style de leadership laissez-faire et noncorrélées avec le leadership transactionnel. La dimension contingente du style de leadershiptransactionnel a une corrélation positive avec l'intelligence émotionnelle et ses composantes.Les managers ayant un score élevé dans la récompense INPE ont aussi obtenu des scoresélevés sur l'efficacité du leadership. Les résultats de la corrélation canonique ont montré quedeux des corrélations canoniques étaient plus importantes que les autres et expliquent 72% et20% de la variance des variables canoniques, respectivement. Enfin, les résultats d'unerégression multiple ont montré que la compréhension et la perception de l'intelligenceémotionnelle expliquent l'efficacité du leadership de manière significative (R2 = 0,58). / The research aimed to study the relationship among and emotional intelligence, leadershipstyles, and leadership effectiveness in order to develop and examine a model exploring themediating effect of transformational leadership on the relationship between emotionalintelligence and leadership effectiveness. A sample of 79 male managers who won IranianNational INPE Award were chosen by systematic random sampling method. The results ofthe structural equation modeling showed that the transformational style was significantlymediating the relationship between emotional intelligence and leadership effectiveness.Emotional intelligence and leadership effectiveness had correlations with transformationalstyle positively, with Laissez-faire negatively and no relation with transactional leadership.The contingent reward of transactional style correlated positively with emotional intelligenceand its components. The managers rated high in the INPE reward, had also obtained highscores on the leadership effectiveness. Results of canonical correlation revealed that two ofthe canonical correlations were more important than the others and explained the 72% and20% of the variance in the canonical variables respectively. The results of a stepwiseregression showed the understanding and perceiving emotional intelligence explained theleadership effectiveness significantly (R2= 0.58).

The purpose of this study is to analyze the relationships between stress and outcomes including organizational citizenship behavior (OCB), job satisfaction, and burnout in high-risk occupations. Moreover, how personality, emotions, coping, and leadership influence this relationship is investigated. Data were collected from 379 officers in 9 police organizations located in the Southern and Southwest United States. The primary research question addressed within this dissertation is: What is the relationship between stress and behavioral and affective outcomes in high-risk occupations as governed by coping, leadership, and crisis? The majority of the hypothesized relationships were supported, and inconsistencies center on methodological and theoretical factors. Findings indicate that occupational stressors negatively influence individuals in high-risk occupations. Moreover, crisis events exacerbate these influences. The use of adaptive coping strategies is most effective under conditions of low stress, but less so under highly stressful circumstances. Similarly, transformational leader behaviors most effectively influence how individuals in high-risk occupations are affected by lower, but not higher levels of stress. Profiles of personality characteristics and levels of emotional dissonance also influence the chosen coping strategies of those working in high-risk occupations. Prescriptively, it is important to understand the influences among the variables assessed in this study, because negative outcomes in high-risk occupations are potentially more harmful to workers and more costly to organizations. Thus, this dissertation answers the research question, but much work in this area remains to be done.

The Seventh-day Adventist Church in Nigeria is very particular in its missionary focus; it strives towards preparing people for the Second Advent of Christ through preaching its unique set of doctrines. The denomination as an organization and its people believe that this task must be done with a sense of urgency. To this end, apart from having a network of congregations and places of worship, it has set up schools (from primary to tertiary levels), medical care facilities and a relief agency, and it gets involved in various forms of community services. The Seventh-day Adventist Church is a world-wide Christian organization whose missionary orientation necessitated its establishment in Nigeria. Nigeria, as a country, is a British colonial arrangement established through Lord Frederick Lugard’s amalgamation of different regions in 1914. The country has continued ever since to struggle with the issue of identity, political leadership and development. Although its people struggled and got independence on October 1, 1960, the different ethnic groups’ perception of the political leadership and resource control ever since is that of injustice and marginalization. This perception has led to many coup d’états and even a civil war. Bad leadership, corruption, maladministration, election rigging and other forms of immoral behaviours have continued to hamper the movement towards prosperity and peace. In what appears to be a cycle of underdevelopment and political injustice has led to chronic bad governance, which has precipitated ethnic and religious violence. Such a series of events have consequentially neutralized all opportunities necessary for growth and development. Corruption and other unethical practices are the bane of development and prosperity. This is the milieu in which the Seventh-day Adventist Church in Nigeria carries out its missionary activities. Incidentally, the denomination’s first missionary, Elder David C. Babcock, arrived in Nigeria the same year as the country’s amalgamation (1914). The Seventh-day Adventist Church has therefore continued to grow within the context of Nigeria’s socio-economic and political turmoil. The issue of development and national prosperity has always been central to successive administrations in Nigeria. To this end, various developmental policies were put in place. This thesis examines these policies and reflects on the levels of their successes and failures. Most of the time, the nagging issues of corruption and lack of discipline are seen to have constituted major obstacles toward achieving their set objectives. This study therefore proposes a different outlook and approach to the issue of national development. Its thesis is that the traditional micro-economic approach, which measures national development only by indices such as the Gross Domestic Product (GDP), per capita income and other physical indicators, would always leave the developmental aspirations frustrated, if not unmet. This study therefore proceeds to propose the transformational development approach, which underscores the critical roles that faith-based organizations (FBOs) need to play to support sustainable development. This thesis challenges the Seventh-day Adventist Church in Nigeria to see itself as a critical agency for transformational development of the country. This should be a major part of its missionary activities. This study examined literatures that have demonstrated how theological discourse can be redirected toward broader social concerns, such as transforming a community. Furthermore, an empirical exploration of the Seventh-day Adventist community that formed part of the study showed that its members are focused and consistent in their understanding of the denomination’s task of preparing the world for the Second Advent. But these SDA members also want the denomination to be more socially engaged. They want their church to make more comments on issues of development and governance. This thesis concludes that the Seventh-day Adventist Church could use its influence to promote good governance, advocacy and social justice. It urges the denomination to expand the applications of its unique doctrines to include pragmatic transformational development concerns. Accordingly it is argued that the Seventh-day Adventist Church could collaborate with other denominations and religions, solely for the purpose of transformational development and without compromising its own beliefs. Hence, it is postulated that this church would still be loyal and true to its mission by recognizing that making a structural difference in the lives of Nigerians is an authentic and integral part of the restoration of the image of God (imago Dei) in people. / Christian Spirituality, Church History and Missiology / D. Th. (Missiology with specialization in Urban Ministry)

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The aim of this diploma thesis is to introduce leadership concept based on theoretical knowledge. Another goal is to analyse leadership philosophy in certain company and propose leadership concept which focuses on increasing productivity, creativity and commitment of the employees to the company. Last but not least aim is to find a way to synchronize company and employee’s needs.

Since 2003 the Swedish Armed Forces uses Developmental Leadership as their formal leadership model. The model is characterised by the leader acting as a role model and providing inspiration, motivation and personal consideration. The model stresses the importance authenticity plays in achieving the motivational aspects of leadership. The current literature on authenticity shows almost solely positive effects of the application of authenticity. However, there are organizational factors that seem to impede the non-commissioned officers’ ability to freely express their authentic self. Therefore, this study has aimed to deeper investigate the possible discrepancy between the application of authenticity in theory in relation to practice. To achieve this, we strive to answer the question as to how non-commissioned officers experience the practical application of authenticity in military contexts. A qualitative semistructured interview guide was chosen as the research method. The participants consisted of six non-commissioned officers in troop leading positions within the Swedish Armed Forces. Through a thematic analysis the data resulted in three main themes with a total of eleven subcategories. The study concludes that the results support the Developmental Leadership model´s claim that environmental factors affect the way leaders can exert Developmental Leadership. In addition, the study also contribute to a clearer picture of how these factors specifically affect leaders ability to act authentically. / Försvarsmaktens formella ledarskapsmodell Utvecklande Ledarskap förordar autenticitet hos ledare inom myndigheten. Teorier inom autenticitet visar på närmast enkom positiva effekter. Dock finns det organisatoriska faktorer som inverkar och begränsar specialistofficerares möjligheter till autentiskt handlande. Syftet med denna studie var att undersöka hur specialistofficerare upplever tillämpningen av autenticitet i sin yrkesroll. Som undersökningsmetod valdes kvalitativa semistrukturerade intervjuer och urvalet bestod av sex aktivt tjänstgörande specialistofficerare i truppförande positioner inom Försvarsmakten. Den data som framkom analyserades genom en tematisk analys och resulterade i tre teman med elva underliggande kategorier. Resultaten stödjer teorin om hur omgivningskarakteristika påverkar ledares möjlighet att utöva utvecklande ledarskap men tillför en tydligare bild av hur dessa faktorer specifikt påverkar ledares autenticitet.

As the Head of Department, Department of Tourism at Centurion Academy, I identified an innovative idea to transform my mentoring practice. The Advanced Diploma in Tourism Management is offered at two campuses – the main campus in Centurion and the campus situated in Klerksdorp. I was based on the main campus and served as a peer mentor for my mentee, who was based on the Klerksdorp campus. The concept of blended mentoring that focuses on face-to-face mentoring and e-mentoring was opted for, due to the distance between my mentee and me. The purpose of the mentoring was to facilitate my mentee’s professional development by adapting a whole brain® approach. My mentee, on the other hand, transformed her teaching practice by means of facilitating whole brain® learning in the Accounting module. We were both responsible for presenting the Accounting module – I was the examiner and followed a whole brain® approach (derived from previous study) and it was my mentee’s second year of lecturing Accounting. Adapting a whole brain® approach empowered us to transform our respective practices. Whole brain® learning focuses on the theoretical framework of the metaphorical Herrmann whole brain® model. The Hermann Brain Dominance Instrument (HBDI®), which quantifies the degree of an individual’s preference for specific thinking modes, was used to assess my mentee, my mentee’s students who were enrolled for the Accounting module and my own thinking style preference. The data derived from the HBDI® served as baseline data for the study. An action research design was followed by both my mentee and me. We both followed our own action research spiral, which overlapped. My action research cycle commenced with a face-to-face mentoring session in Pretoria with my mentee. The study included two visits by me to the Klerksdorp campus. During these visits I observed learning opportunities presented by my mentee. Quantitative and qualitative data, a part from the HBDI®, was gathered during the study. Quantitative data included a feedback questionnaire that my mentee’s students had to complete after the completion of each Accounting theme and included the students’ marks. Qualitative data that was gathered included interviews with my mentee and her students, field notes from observations, audio-visual material from my mentee’s learning opportunities and personal documents. The findings indicate that a whole brain® approach to mentoring and a whole brain® approach to facilitating learning in a teaching practice contributed to my and my mentee’s professional development. Other additional aspects that can be incorporated in a mentoring and teaching practice to ensure lifelong learning and a continuous transformation of one’s practice were identified during the final reflection on the action research cycle that was recorded. / Dissertation (MEd)--University of Pretoria, 2013. / gm2014 / Humanities Education / unrestricted