Text in Afrikaans / Die kerk, in sy bree gesien, is tans in 'n 'nie-groei-kultuur' vasgeval. Daar is by min gemeentes 'n opregte las vir verlorenes te bespeur. Leiers het 'n gemaksone van professionalisme en instandhouding betree waar die groei van gemeentes me hoog op hul agenda geplaas word nie. Hierdie instandhoudingsingesteldheid en derhalwe 'n uitsluitlik na-binne-gerigte bedieningsfilosofie, het grootliks tot geringe groei en soms ook agteruitgang bygedra. Die omvangryke veranderinge in die samelewing gaan nie deur die kerk vrygespring word nie. Vandag kan kerke nie meer vanselfsprekend op die tradisionele ondersteuning en lojaliteit van mense sowel as die samelewing aanspraak maak nie. Die kerk is in 'n groot mate uitgeskuif en geniet nie meer dieselfde kollig as in die verlede nie. Groot 'kerklike grondgebied' is reeds afgestaan. Leiers is deel, en gevolglik ook 'n produk, van die huidige kerklike situasie waar belangeloosheid ten opsigte van gemeentegroei dikwels 'n algemene verskynsel is. Vanwee strukture soos die herder-kudde-model, is lidmate vir jare buite bedieningsgeleenthede gehou. Die bediening was as die verantwoordelikheid van leiers beskou. Die rol van lidmate is tans besig om groot veranderinge te ondergaan, aangesien gewone lidmate toenemend in dienswerk opgeneem word. Vrae wat reeds gevra word, is: Wat gaan die unieke rol van leiers in die toekoms wees? Wie is vir groei-inisiatief verantwoordelik? Die probleem waarmee leiers tans te make het, is hul behendigheid om die uitdagings en eise van 'n nuwe kerklike paradigma te ontmoet, veral in 'n mondering wat vir 'n uitgaande paradigma bedoel is. Baie kritiek word teen opleidingsmodelle gerig, maar wesenlik is die probleem in 'n gevestigde "mind-set" gesetel. Groeiende gemeentes wereldwyd toon dat hul leiers 'n sleutelrol in die groeipotensiaal van die gemeente speel en leiers van hierdie gemeentes het die voortou geneem om nuwe moontlikhede en modelle van leierskap uit te stal. Daar sal totaal nuut oor leierskap gedink moet word indien ons die groei van gemeentes ten doel het. In hierdie navorsing word leierskaptendense in die algemeen, asook leierskaptendense spesifiek in groeiende gemeentes, ondersoek. 'n Teorie vir 'groei-leierskap' word dan hieruit ontwikkel en aangebied. / The church is not experiencing a lot of growth at the moment. A number of congregations have no urge to find the lost ones. Growth is not a priority, due to leaders maintaining instead of expanding the congregation. This philosophy to maintain resulted into an inward practice which contributed to little growth, more seriously even a decline in total membership. The numerous changes experienced by the community at large will also fall the church to victim. The church has lost support simply because of a total lack in the so-called traditional loyalty and support. The church is no more the focus as in the past, it has been side-lined. The church has already lost greatly. Church leaders, as such products of the present day situation in the church, have been part of this culture of non-interest in the growth of the congregation. The typical evangelistic model of shepherd and flock left the ordinary members of the congregation out in the cold. The ministry was the responsibility of the church leaders, however the role of the ordinary members of the congregation is changing as they too are becoming more involved in ministry. Questions such as the following come to the fore: What is the unique role of church leaders going to be in future? Who's going to be responsible for growth inisiatives in the church in future? The problem facing church leaders of the day, is their total lack to meet the challenges and demands. The new evangelistic paradigm especially calls for an outgoing approach. Criticism has been given against the training of leadership but most probably the problem lies within their established mind-set". Globally, congregations which are experiencing large growth, has proved their leaders to play a paramount role in exploiting their growth potential. Such leaders were in the forefront of new leadership exhibiting the same qualities. If the growth of the various congregations is of importance, then the whole issue around leadership will have to be adapted and renewed. This research contains leadership tendencies in general, as well as leadership tendencies in growing congregations. A theory for "growth-leadership" will be developed and presented from this. / Practical Theology / Th.D. (Practical theology)

Learners in disadvantaged environments are less likely to do well at school. Yet some of the most successful schools operate in such environments. The purpose of this study was to establish the relative influence of various determinants of school success in disadvantaged environments. To this end literature study was done in two phases. The first resulted in a taxonomy of success factors, which was then used to guide the second in-depth phase. Thereafter an empirical study was done, involving qualitative field work at four successful schools in disadvantaged environments. Empirically it was discovered that there is no single most important success factor because all success factors are interrelated and interdependent. The over-arching success factor discovered in this study which was involvement of all stakeholders. / Education / M.Ed.

Text in Afrikaans / Die kerk, in sy bree gesien, is tans in 'n 'nie-groei-kultuur' vasgeval. Daar is by min gemeentes 'n opregte las vir verlorenes te bespeur. Leiers het 'n gemaksone van professionalisme en instandhouding betree waar die groei van gemeentes me hoog op hul agenda geplaas word nie. Hierdie instandhoudingsingesteldheid en derhalwe 'n uitsluitlik na-binne-gerigte bedieningsfilosofie, het grootliks tot geringe groei en soms ook agteruitgang bygedra. Die omvangryke veranderinge in die samelewing gaan nie deur die kerk vrygespring word nie. Vandag kan kerke nie meer vanselfsprekend op die tradisionele ondersteuning en lojaliteit van mense sowel as die samelewing aanspraak maak nie. Die kerk is in 'n groot mate uitgeskuif en geniet nie meer dieselfde kollig as in die verlede nie. Groot 'kerklike grondgebied' is reeds afgestaan. Leiers is deel, en gevolglik ook 'n produk, van die huidige kerklike situasie waar belangeloosheid ten opsigte van gemeentegroei dikwels 'n algemene verskynsel is. Vanwee strukture soos die herder-kudde-model, is lidmate vir jare buite bedieningsgeleenthede gehou. Die bediening was as die verantwoordelikheid van leiers beskou. Die rol van lidmate is tans besig om groot veranderinge te ondergaan, aangesien gewone lidmate toenemend in dienswerk opgeneem word. Vrae wat reeds gevra word, is: Wat gaan die unieke rol van leiers in die toekoms wees? Wie is vir groei-inisiatief verantwoordelik? Die probleem waarmee leiers tans te make het, is hul behendigheid om die uitdagings en eise van 'n nuwe kerklike paradigma te ontmoet, veral in 'n mondering wat vir 'n uitgaande paradigma bedoel is. Baie kritiek word teen opleidingsmodelle gerig, maar wesenlik is die probleem in 'n gevestigde "mind-set" gesetel. Groeiende gemeentes wereldwyd toon dat hul leiers 'n sleutelrol in die groeipotensiaal van die gemeente speel en leiers van hierdie gemeentes het die voortou geneem om nuwe moontlikhede en modelle van leierskap uit te stal. Daar sal totaal nuut oor leierskap gedink moet word indien ons die groei van gemeentes ten doel het. In hierdie navorsing word leierskaptendense in die algemeen, asook leierskaptendense spesifiek in groeiende gemeentes, ondersoek. 'n Teorie vir 'groei-leierskap' word dan hieruit ontwikkel en aangebied. / The church is not experiencing a lot of growth at the moment. A number of congregations have no urge to find the lost ones. Growth is not a priority, due to leaders maintaining instead of expanding the congregation. This philosophy to maintain resulted into an inward practice which contributed to little growth, more seriously even a decline in total membership. The numerous changes experienced by the community at large will also fall the church to victim. The church has lost support simply because of a total lack in the so-called traditional loyalty and support. The church is no more the focus as in the past, it has been side-lined. The church has already lost greatly. Church leaders, as such products of the present day situation in the church, have been part of this culture of non-interest in the growth of the congregation. The typical evangelistic model of shepherd and flock left the ordinary members of the congregation out in the cold. The ministry was the responsibility of the church leaders, however the role of the ordinary members of the congregation is changing as they too are becoming more involved in ministry. Questions such as the following come to the fore: What is the unique role of church leaders going to be in future? Who's going to be responsible for growth inisiatives in the church in future? The problem facing church leaders of the day, is their total lack to meet the challenges and demands. The new evangelistic paradigm especially calls for an outgoing approach. Criticism has been given against the training of leadership but most probably the problem lies within their established mind-set". Globally, congregations which are experiencing large growth, has proved their leaders to play a paramount role in exploiting their growth potential. Such leaders were in the forefront of new leadership exhibiting the same qualities. If the growth of the various congregations is of importance, then the whole issue around leadership will have to be adapted and renewed. This research contains leadership tendencies in general, as well as leadership tendencies in growing congregations. A theory for "growth-leadership" will be developed and presented from this. / Philosophy, Practical and Systematic Theology / Th.D. (Practical theology)

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.

Abstracts in English, Zulu and Swazi / This study aimed to investigate and find strategies that might improve School A's Grade 12 results through the principal's visionary leadership. The theoretical framework that informed this study was the school principal as a visionary leader, which plays a critical role in ensuring the quality of teaching and learning is improved by providing necessary resources for teachers and learners and creating a sound culture of teaching-learning. Upper Echelon Theory's effectiveness is based on strategic choices by visionary leadership and school performance principles that served as the theoretical framework. A qualitative research approach was used for this study, as it allowed the researcher to conduct in-depth interviews with ten school principals in Ehlanzeni District, Mpumalanga, and examined relevant documents to collect data. The research indicates that most schools acknowledge the importance of visionary leadership and proved that there were many execution gaps in implementing the intervention strategies that needed to be addressed, such as lack of effective visionary leadership, lack of unity, support to teachers, monitoring of teaching and learning and recruiting quality teachers in Grade 12. The study recommends that school principals need to implement more effective leadership, strategic planning and implementation of policy, communication, parental involvement accountability, effective monitoring and placement of quality teachers to teach Grade 12 learners. / Izindlela ezsetshenziswa ngothisha-nhloko abanobuholi obubhekela phambili ekwenzeni ncono izinga lokuphumelela ebangeni leshumi nambili kuzikole ezinemiphumela emihle. Lolucwaningo lugcile ekufunisiseni izindlela ezingenza ncono izinga lokuphumelela ngamalengiso ebangeni leshumi nambili ngokuholwa ngothisha-nhloko ababonela phambili izinto.Lolucwaningo lusekelwe ngolwazi olutholakele kwabanye ababonise ukuthi ubukhona bukathisha-nhloko obukela izinto phambili budlala inzima enkulu ekucinisekiseni ngezinga eliphezulu lokufundisa nokufunda ngoku nikeza izinsiza zokufunda nokufundisa kubothisha nakubafundi kanye nokwakha isiko lokufunda nokufundisa .I- ‘Upper Echelon Theory’, ukuphumelela kwayo kusekeleke kuzindlela nakuncubo-mgomo yabaholi abanombono. Lolucwaningo olukhethekile lokuthola ulwazi ngokukhulumisana nalabo abathinteka-ngco ivumela ukuthi uhlolo lwenziwe ngendlela yamanje yobuchwepheshe ngokukhulumisana nabothisha-nhloko abalishumi kusiyingi sase- Ehlanzeni, e-Mpumalanga, nokuthola eminye lanemininngwane ezincwadini zesikolo . Lolucwaningo luthole ukuthi abahlanganyeli abaningi bavumelana ngokuthi othishanhloko abanemibono babalulekile ekucinisekiseni ukuthi izindlela ezintsha zokuphumelelisa imiphumela; ukuncenga othisha abasezingeni eliphezulu kudinga ukwakhiwa .Lolucwaningo lusekela umbono wokuthi izikolo zidinga othisha –nhloko abazocinisekisa ukusethenziswa kwezindlela ezintsha kanye neku heha othisha abasezingeni eliphezulu ukuze bafundise abafundi bebanga leshumi-nakubili ukuze kukhushulwe imiphumela yebanga leshumi nakubili. / Tindlela letisentjentiswa ngubothishela-nhloko labanemibono kwenta ncono lizinga lekuphumelela ebangeni lelishumi-nakubili etkolweni letinemiphumela lemihle. Lelicwaningo ligxile ekufunisiseni tindlela letingenta ncono lizinga lekuphumelela ngemalengiso elibangeni lelishumi nakubili Lelicwaningo lelikhetsekile lokutfola lwati ngekucocisananalabo labatsintseka-nco kuloko lokukhulunyiswana ngako, ivumela nekutsi lokucocisana kungentiwa ngetindlela tamanje tebuchwepheshe ngekukhulumisana nabothishela-nhloko labalishumiesiyingini sase-Ehlanzeni, eMpumalanga, nekutfola leminye mininngwane etincwadzini tesikolwa letigciniwe. Lelicwaningo litfole kutsi labahlanganyeli kulelicwaningo bayavumelana ngekutsi bothishela-nhloko lababukela tintfo phambili babaluleke kakhulu ngobe ngibo labacinisekisa kutsi kusetshentiswa kwetindlela letisha nekuheha bothishela labasezingeni lelisetulu kuyayikhuphula miphumela yetikolwa. ngekuholwa ngubothishela-nhloko lababonela tintfo phambili. Lolucwaningo lutfole kutsi kuliciniso kutsi bothishela-nhloko lababonela tintfo phambili bayakwati kutsi kuheha bothishela labasezingeni lelisetulu nekusebentisa tindlela letihlukahlukene ekufundziseni kuyayi phakamisa imphumelelo yebafundzi nemiphumela yesikolo. / Educational Management and Leadership / M. Ed. (Education Management)