Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (leaves 70-74).

This research explores leadership effectiveness in organisations in Kuwait from the perspective of Chief Executive Officers (CEOs). This is an area that has been neglected by the extant literature, and no integrated model for assessing CEO effectiveness exists for us to fully understand the phenomenon. Based on a positivist qualitative research approach, evidence was drawn from 16 CEOs using semi-structured interviews. The evidence was corroborated by using data obtained from participant observations of two CEOs working in the same organisation as the researcher. The results indicated that CEOs perceive leadership effectiveness as driving execution and not necessarily the realisation of goals themselves. Their experiences of leadership lead to CEOs in Kuwait believing that leadership effectiveness depends on their leadership style, relationship with the Board and the Executives, experience and family ground, societal and organisational culture, the business environment and CEO characteristics. On the basis of the participants’ perceptions of leadership effectiveness, it is recommended that CEO leadership development in Kuwait should focus on these areas, as this should equip CEOs to be effective in formulating clear visions and executing strategies to enable economic development of the country, and this should help them to compete globally. As the study focused on private and public companies, future research could consider CEOs from governmental and not-for-profit organisations to expand the sample of CEOs.

CEO competence and development is a continuing concern in the NHS. As a key feature of any CEO leadership role is responsibility for organisationally critical decisions, and there is an increasing recognition of the role context plays in effective leadership behaviour. This study examines the role of contextual intelligence in relation to PCT CEO decision making behaviour. To do this, the research addresses four questions: a) what does the literature say about CEO contextual intelligence? b) what factors do PCT CEOs say they take into account in different decision making contexts? c) what contextual factors do they actually take into account? and d) what impact do the contextual factors have on their decision making behaviour. A systematic literature review resulted in a model of CEO contextual intelligence for CEO decision making. Semi-structured interviews with 24 PCT CEOs in a NHS region about factors influencing their decisions on generic strategies, national policies, regional strategies and local plans revealed a hierarchy among contextual factors applying to different decision strata. Semi-structured interviews and analysis of CEO diaries two months later of the same focal decisions show the real critical factors to be:- national policies themselves, the Strategic Health Authority and the decision making process, for regional strategies; and Top Management Team and structure for local plans. Altogether, the research reveals that the PCT CEO’s decision making context is rationally bounded; the relevant contextual factors differed significantly from the literature derived model; the actual factors in practice differed from what were espoused; choice of factors vary depending on decision trigger strata which links to degrees of CEO autonomy; and macro level factors which were indicated as significant from the systematic review were in fact ignored in practice. A PCT CEO model of contextual intelligence is developed together with a two dimensional model of underlying structures guiding PCT CEO decision making behaviour. The findings have implications for governance structures in the NHS, CEO decision making and senior leader development in ii the NHS in the context of the 2012 Health and Social Care Act. Areas for further research in public sector, NHS and contextual intelligence are also identified.

Monistic structure of joint-stock company This thesis is concerned with monistic structure of joint-stock company in the Czech Republic. It seeks to characterize the legislation relating to this legal institute, which is quite new in the Czech legal system. To be able to evaluate this legislation, the thesis provides the reader with a broader range of information concerning this topic. Therefore, on the basis of these pieces of information, the thesis analyzes the Czech legislation in force that regulates monistic structure of companies. The aim of the text is to provide different views on this issue, various interpretations and proposals on the future development of this legislation. First the thesis gives general information on corporate governance systems, i. e. a monistic structure and a dualistic one, which are subsequently compared. Remaining part of the thesis deals with the structure chosen as a topic for this text. Second part is concerned with regulations of monistic structure in foreign countries and their legal systems. The purpose is to outline basic aspects of traditional monistic structures - monistic structures in countries that have influenced the form of this type of corporate governance system the most. As the monistic system of corporate governance is spread out especially in the...

Chief executives (CEOs) and other senior managers do not seem to be satisfied with the performance of their corporate communication managers/practitioners. Perceptions are that practitioners fail to assume broad decision making roles in organisations. They seem to be unable to see the big picture or understand the key issues in their industry -- their thinking is tactical, rather than strategic. Practitioners are focused on their own activities and media, on the achievement of communication goals and objectives -- without necessarily linking them to business goals. There appears to be a lack of understanding between top management and the corporate communication function on the latter's role in the strategic management process. This situation might be the result of a lack of strategic management and strategic communication knowledge and skills amongst corporate communication managers, possibly caused by insufficient training in these areas (Groenewald 1998a). The research objectives addressed by this study are the following: Firstly, to conceptualise a strategic role for the corporate communication practitioner at the top management level of the organisation (the role of the PR strategist). This is done by investigating the strategic management literature to determine whether a need exists at the top management level to play a strategic role. The behavioural activities of such a role were identified both from the public relations and the strategic management literature. Secondly, to conceptualise corporate communication strategy as an activity of a corporate communication practitioner in the role of the PR manager, a strategic role at the functional or meso level of the organisation. Furthermore, to differentiate a corporate communication strategy from a communication plan. Thirdly, to hypothesise a model for developing corporate communication strategyand thereafter to implement, evaluate and improve the model by assessing and comparing the corporate communication strategy projects of third year corporate communication students at the University of Pretoria, as partners in the action research process. The research approach selected is qualitative research -- an exploratory design is employed in achieving the first three objectives by means of a literature investigation. A confirmatory design is used for the implementation, evaluation and improvement of the model through the methodology of action research. In implementing, evaluating and revising the hypothesised model, this study moves away from the traditional teacher-centred approach in the classroom to a situation where students are involved in a research inquiry to build theory. At the same time, the participant community (non-profit organisations in this case) is exposed to strategic communication knowledge. They are involved in a process whereby they become active participants (together with the students and the lecturer/researcher) in developing corporate communication strategy for their organisations. The results are twofold: firstly, staff members of the non-profit organisation (as well as the students) acquire strategic communication skills; and secondly, the researcher investigates a new area of interest, builds theory, and facilitates a learning process for students whereby they obtain experience and knowledge that is applicable to practice. In conceptualising both a new role for the corporate communication practitioner at the top management level (the role of the PR strategist), and proposing corporate communication strategy as the link between the communication plan and the corporate strategy, an attempt is made to provide possible solutions to important problems in practice. / Dissertation (MCom)--University of Pretoria, 2000. / gm2013 / Communication Management / Unrestricted

M.Comm. (Financial Management) / Although general studies have been conducted on the agency problem, such studies have not focused on the relationship between executive remuneration and company performance. Many of the studies conducted abroad have focused on quantitative methods using regression analysis to understand the relationships between diverse financial performance measures and a variety of performance appraisal techniques. This study aims at establishing the relationship between executive remuneration and company financial performance on the basis of 20 of the largest companies listed on the Johannesburg Stock Exchange Ltd (JSE). It has been observed that JSE-listed South African companies have almost a standard governance framework for determining salary structures of CEOs and directors. Furthermore it can be seen that most performance-linked payouts for CEO's and directors are based on measurement criteria established which are based on actual performance levels achieved. For this reason, it may be concluded that short-term targets are crucial to keeping a business going, to ensure positive cash flows, manage working capital, and achieve year-on-year growth of revenues and profits. However, to ensure survival and sustainability of the business in the changing global and local environments, long-term strategies should be formulated and various steps should be taken by CEOs, supported by other executive and non-executive directors. This research focuses on short-term goals and their influence on executive remuneration for CEOs and CFOs. The performance measures selected for this study were revenues, profits, share price and net asset value. These performance measures selected are supported by the relevant academic literature. The results of this study reveal that CEOs and CFOs have received lower remuneration in the form of bonuses as a result of companies not achieving their short-term goals.

Suite aux multiples crises économiques, le directeur financier est devenu un acteur majeur au sein de l'entreprise. Ses missions ont incontestablement évolué. Au départ, il exerçait des missions comptables garantissant une gestion financière efficace. Aujourd'hui, il occupe des fonctions stratégiques nécessaires au développement de l’entreprise. Cette diversité des compétences lui permet d'avoir une vision globale et transversale de l'entreprise. Malgré son rôle prépondérant, aucune étude n’a été menée concernant la détermination d’un statut juridique du directeur financier. Notre analyse a pour objectif de clarifier la fonction du directeur financier. A partir de l’observation de la réalité, l’étude statique de ses fonctions complétée par une analyse dynamique de leur exécution, nous a permis de dégager un statut juridique commun à l’ensemble des directeurs financiers. / Following multiple economic crises, the Chief Financial Officer has become a major player within the company. Its missions have unquestionably evolved. Initially, he performed accounting missions ensuring effective financial management. Today, it occupies the strategic functions necessary to the development of the company. This diversity of skills allows him to have a global and cross-enterprise vision. Despite its leading role, no study was conducted concerning the determination of the legal status of Chief Financial Officer. Our analysis is aimed, to clarify the function of Chief Financial Officer. From the observation of the reality, the static study of its functions supplemented by dynamic analysis of their execution, allowed us to identify a legal statute to all financial managers

The role and responsibility of the CEO of an organisation is an extensively researched field. This research project investigates the drivers of CEO turnover and the factors affecting the resultant post turnover corporate performance. An event study methodology, based on share price data from the JSE (Johannesburg Stock Exchange) was used to evaluate relative corporate performance. A pre event window of 250 trading days was used to establish corporate performance prior to the CEO turnover event, and a post event window of 500 trading days was used to evaluate the performance of the newly installed CEO. A sample of 143 CEO turnover events was examined, gathered during the period 1 April 2007 to 31 May 2012. 58% of the corporations undergoing CEO turnover were under performing their peers for one year prior to the turnover event, indicating that poor corporate performance was a major driver of CEO turnover. However, on further analysis, dissecting the data by corporation size yielded differing results, with 75% of small corporations undergoing CEO turnover in the ambit of under-performance, whereas in respect of large corporations, most CEO turnover was conducted in the circumstance of out-performance. Overall, CEO turnover yielded a statistically relevant improvement of 13.6% in post event corporate performance. However, if a corporation was significantly underperforming its peers prior to the turnover event, the new CEO was likely to improve corporate results by 96%, whereas, if a new CEO took over a significantly out-performing corporation, the post turnover corporate performance would reduce by 66%. A statistically relevant linear equation was formulated, predicting the level of post event corporate performance in relation to the pre event corporate performance. The variables of CEO tenure, CEO age, internal versus external CEO placements, and company size were also investigated, yielding interesting observations. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Orientation: The available literature has revealed a polarised picture regarding the effects of race on CEO remuneration. This division centres on whether race is a beneficial factor or not with regard to the level and sensitivity of remuneration received. Introducing South Africa’s affirmative labour policies and the growing societal calls to better explain executive remuneration creates the unique opportunity to examine the effects of race on CEO pay. Research purpose: The purpose of the research centred on two important themes. Firstly the research sought to investigate the effects of race on the sensitivity of executive pay to corporate performance. Secondly the effects of race on the level and structure of executive pay was probed. Motivation for the study: The primary motivation of the study centred on determining whether race is has an affect, if any, on the remuneration paid to CEOs in South Africa. This will assist in understanding whether the affirmative polices implemented in South Africa have made any impact in the top level of executive remuneration. Research design: The study was designed to be quantitative, descriptive and longitudinal in nature utilising valid secondary data sources. The BFA Macgregor online financial database was selected as the most appropriate source of both corporate performance information and directors’ remuneration. Nineteen black CEOs were identified along with a random sample of 45 white CEOs. Following the data been analysed for reliability and validity it was then subject to primary and secondary statistical tests to determine significance and correlation strength. Main findings/results: All components of South African CEO remuneration studied were found to strongly correlate to PAT and EBITDA and to a lesser degree ROE and HEPS. ROE and HEPS have shown correlation strength growth in recent years. This collection of measures reflects a balanced basket of accounting-­‐based and non-­‐ accounting based measures. Black and white CEO mean remuneration when compared was found to have no significant difference due to race. A notable difference found was the higher degree of pay-­‐performance sensitivity and variability seen within the black CEO sample. Practical/Managerial implications: King III compels boards and remuneration committees to ensure remuneration of directors is fair and reasonable, sensitive to performance and aligned with the strategy of the organisation. Ensuring realistic pay-­‐ performance sensitivities are not just a corporate governance requirement but also help alleviate principle-­‐agent issues while correctly incentivising the CEO. Boards looking to appoint black or minority CEOs should continue to remunerate in a equitable and fair manner and be aware of such mental biases such as the “inverse Matthew effect” and other social out-­‐group biases especially when evaluating performance. Contribution: The study showed that race doesn’t affect the level of CEO remuneration but does impact on the pay-­‐performance sensitivity and the variability. The difference in sensitivity and variability could indicate the presence of mental biases such as the “inverse Matthew effect” and other social out-­‐group biases when evaluating performance. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Orientation: The level of CEO compensation and its relationship with organisational performance has generated considerable interest worldwide. In light of compromised mining productivity as a result of the recent labour unrest in South African, some commentators have questioned the justification of certain CEO compensation in the country’s mining industry. Research purpose: The primary purpose of this study was to describe the relationship between CEO compensation and organisation performance in the South African mining industry. Motivation for the study: A deeper understanding of the relationship would enhance knowledge when developing optimal CEO reward systems to ensure sustainability of the mining industry within the South African context. Research design, approach and method: The research was a quantitative, archival study involving 30 mining companies over a five year period. The statistical analysis techniques used in the study included analysis of normality variance and multivariate regression. Main findings/results: The main finding of the research was that there was a moderate to strong relationship between CEO compensation and organisational performance in the South African mining industry. However, operating expenses have progressively increased, putting performance under pressure. Furthermore, it was also found that company size plays an influential role in CEO compensation levels. Practical/managerial implications: While the CEO compensation appears to be generally aligned with the organisational performance, the findings suggest that boards of directors should focus on structuring reward systems more optimally to mitigate managerial rent seeking in large companies and unsustainability in smaller companies. Contribution/value-add: This study has contributed to the body of existing knowledge on executive pay for performance in the context of the South African mining industry. In addition, the study has demonstrated that the other non-performance related measures need to be considered in executive compensation design. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted