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This study focuses on how school management teams manage the school-based continuous professional development of the teachers at their schools. The assumption is that continuous professional development - if school-based - may be more practical in implementing changes because the teachers will be working in a familiar context when managing their own development and in meeting the specific needs of their school. At present the professional development of teachers consists mainly of external workshops and courses. Teachers then return to the school context that has not changed to accommodate what has been learnt at these workshops or courses. The lack of feedback or follow-up has done little to encourage teachers to implement any changes in their teaching practice. The study also explores the practice of school management teams in creating collaborative school cultures for the implementation of schoolbased continuous professional development. The rationale for this study is based on the urgent need for continuous professional development to be part of the schools’ development of teachers. The National Policy Framework for Teacher Education and Development provides the frame of reference. There is, however, a gap in the policy on how continuous professional development should be implemented to create a collaborative school culture and the role that the school management team plays in doing this. The aim of the study was to determine how school management teams managed continuous professional development at their schools; to identify the challenges they faced in managing school-based continuous professional development; and to explore the strategies that contributed to successful school-based continuous professional development. The research methodology employed in this study is a Triangulation Mixed Methods Design. Qualitative and quantitative data was collected simultaneously and analysed separately to understand the research problem. The sample consisted of principals, deputy principals and heads of department of primary schools who were interviewed. Questionnaires were administered to Level 1 teachers at these schools. The interviews were analysed by identifying emerging patterns, themes and categories. The questionnaires were analysed by presenting descriptive statistics about the schools and then inferential statistics were determined that correlated and tested the hypotheses. The results were reported in the form of summaries from the interviews and graphs from the questionnaires. / Dissertation (MEd)--University of Pretoria, 2013. / gm2014 / Education Management and Policy Studies / unrestricted

Titel: Kvinnors och mäns effektiva ledarskap inom fastighetsmäklarbranschen: en kvalitativ studie utifrån medarbetarnas uppfattningar. Nivå: Examensarbete på Grundnivå i ämnet Företagsekonomi C Författare: Ali Siala och Julie Izabell Metto Handledare: Emilia Kvarnström Datum: 2022-januari Syfte: Syftet med denna kvalitativa studie är att försöka förstå hur medarbetarna uppfattar kvinnors och mäns effektiva ledarskap inom fastighetsmäklarbranschen. Metod: Studien har en kvalitativ utgångspunkt med en abduktiv ansats och består av åtta semistrukturerade intervjuer som har genomförts med medarbetare från fastighetsmäklarbranschen. Resultat och slutsats: Studiens slutsats landar i att medarbetarna uppfattar kvinnliga ledare vara effektivare ledare än män i fastighetsmäklarbranschen. Detta eftersom deras ledaregenskaper generellt är bättre lämpade för det som fastighetsmäklarna behöver, såsom bekräftelse och uppvaktning. Dessutom visar resultatet vad som uppfattas vara effektivt ledarskap i fastighetsmäklarbranschen, ett uppgiftsorienterat ledarskap med fokus på att engagera och stödja medarbetarna.   Examensarbetets bidrag: Studien bidrar med ökade kunskaper om medarbetarnas uppfattningar kring kvinnors och mäns effektiva ledarskap i fastighetsmäklabranschen. Den bidrar även med kunskap om vilka egenskaper som uppfattas vara förenade med effektivt ledarskap därinom. Förslag till framtida forskning: Förslagsvis hade det gått att utföra en liknande studie genom en enkätundersökning för att få ett mer populationsrepresentativt svar. Ett annat förslag är att undersöka det effektiva ledarskapet i en annan bransch för att se om det blir ett annat utfall. Slutligen kan man fokusera på att analysera ifall könet på ledaren har någon vidare relation till könet på medarbetaren för att se om det påverkar respondenternas svar om hur pass effektiva de uppfattas vara. Nyckelord: Kvinnors ledarskap, mäns ledarskap, effektivt ledarskap, ledaregenskaper, fastighetsmäklarbranschen, medarbetarperspektiv. / Title: Women's and men's effective leadership in the real estate industry: a qualitative study based on employees' perceptions. Level: Final assignment for bachelor’s degree in business administration C  Authors: Ali Siala and Julie Izabell Metto Supervisor: Emilia Kvarnström Date: 2022-January Aim: The purpose of this qualitative study is to try to understand how employees perceive women's and men's effective leadership in the real estate industry. Method: The study has a qualitative construction with an abductive research approach and consists of eight semi-structured interviews that have been conducted with employees from the real estate industry. Results and conclusion: The study concludes that employees perceive female leaders to be more effective leaders than men in the real estate industry. This is because their leadership qualities are generally better suited to what real estate agents need, such as confirmation and courtship. In addition, the results show what is perceived to be effective leadership in the real estate industry, a task-oriented leadership with a focus on engaging and supporting employees. Contribution of the thesis: The study contributes with increased knowledge of employees' perceptions of women's and men's effective leadership in the real estate industry. It also contributes with knowledge of which qualities are perceived to be associated with effective leadership within it. Suggestions for further research:  As a suggestion, it would have been possible to carry out a similar study through a survey to obtain a more population-representative answer. Another suggestion is to examine the effective leadership in another industry to see if there will be a different outcome. Finally, one can focus on analysing whether the gender of the leader has any further relationship to the gender of the employee to see if it affects the respondents' answers about how effective they are perceived to be. Keywords: Women's leadership, men's leadership, effective leadership, leadership qualities, the real estate industry, employee perspective.

Лидерство не является статичным и однозначным понятием, а подвержено изменениям и развитию в зависимости от разных условий управленческой деятельности. Целью работы является изучение развития концепций лидерства в разных условиях управленческой деятельности на примере США, Индии, Китая и России. Для достижения этой цели решены следующие задачи: изучены понятие, сущность и виды лидерства, рассмотрен феномен лидерства и лидерских качеств в управленческой деятельности, описаны современные концепции эффективного лидерства в управленческой деятельности, охарактеризованы концепции лидерства в разных условиях управленческой деятельности (на примере США, Индии, Китая и России), проведены контент-анализ, нарративный анализ, социологический опрос, выявлены проблемы лидерства в разных странах, дана оценка лидерства в разных условиях управленческой деятельности, разработаны рекомендации по совершенствованию лидерства. Результаты работы могут быть полезны для практикующих менеджеров, которые хотят повысить свою эффективность как лидеров в разных условиях управленческой деятельности. / Leadership is not a static and unambiguous concept, but is subject to change and development depending on different conditions of managerial activity. The aim of the work is to study the development of leadership concepts in different conditions of managerial activity on the example of the USA, India, China and Russia. To achieve this goal, the following tasks were solved: the concept, essence and types of leadership were studied, the phenomenon of leadership and leadership qualities in managerial activity was considered, modern concepts of effective leadership in managerial activity were described, the concepts of leadership in different conditions of managerial activity were characterized (using the example of the USA, India, China and Russia), content analysis, narrative analysis, sociological survey were carried out, leadership problems in different countries were identified, leadership was assessed in different conditions of managerial activity, recommendations were developed for improving leadership. The results of the work can be useful for practicing managers who want to improve their effectiveness as leaders in various management environments.

This study deals with the impact of the Education Quality Improvement Partnerships programme (EQUIP) on school management teams in two rural schools where it was implemented for three years. A qualitative evaluative research design was used involving initial baseline studies, document analysis, observation and eight naïve sketches. The literature study discusses factors that constitute effective management and leadership and characteristics of effective schools. The findings were based on an analysis of the impact of the EQUIP programme on the key performance areas of school management before and after the intervention. Important conclusions derived from this study showed that there was significant improvement in the way schools were managed after the intervention, particularly in achieving the goals of the schools' strategic plans. It was also found that curriculum monitoring was only partially successful and that remedial programmes for learners with reading and other learning challenges needs serious attention. / Educational Studies / M.Ed. (Education Management)

Thesis (MBA)--Stellenbosch University, 2012. / Leadership has always been, and always will be, central to human affairs, whether from a political, societal, religious, business or any other view. Both the need for leadership in managerial jobs and the difficulty of providing effective leadership in these jobs has grown considerably more, to include even lower level managerial, technical and professional employees. An important objective of this research report was to investigate the Eastern Cape Department of Health’s (ECDoH’s) current business practices and culture, as perceived by its leadership and management. The aim was to understand and document reasons for perpetual underperformance and to suggest ways of transforming the organisation’s culture and practices into a high performing organisation on a sustainable basis. To achieve the above objectives, this research report uses the Beehive Model of Organisational Renewal, developed by Christo Nel of the Village Leadership Consulting, which looks at seven elements of workplace practices that are benchmarked against international best practices. These seven elements are strategy execution, change leadership, structure, business discipline, talent creation, rewards and recognition and stakeholder value. The Beehive Model of Operational Renewal assumes that it is possible for any organisation to achieve greatness, to be a high performing organisation based on the conditions that success is by choice and not by accident; it is a long and winding journey and requires full executive acceptance, commitment and resolve to achieving a high performance organisation (HPO) status. The reviewed literature shows that cultures within successful organisations have characteristics of adaptability, alignment with external factors and the organisation’s vision and mission, and are biased towards action. It also suggests that when people are listened to, respected, supported and appreciated, in exchange they tend to go the extra mile in executing their jobs, even lifting the performance of individuals previously written off as mediocre. Depending on the desired type of culture, people behaviours, organisational symbols and systems will have to be modified to suppport and entrench the values of that organisation. Establishing a culture in an organisation is primarily a leadership role and culture and leadership are viewed as two sides of the same coin which cannot be separated. Literature suggests that long-term organisational change in the public sector is complex and problematic, because of the many stakeholders and short-term orientation of many political stakeholders. Change is particularly difficult because it has to overcome a longstanding tradition, uncertaintly and doubt amongst many people, fear of job loss and inertia and much Stellenbosch University http://scholar.sun.ac.za iv resistance, both visible and subdued. Healthcare staff all over the world face the challenge of a rapid introduction of technology in the form of electronic patient records, computerbased decision support tools and hospital information networks which are changing the traditional ways of doing things. Managing organisational culture is viewed as an essential part of the health system reform in most countries, where evidence shows that it will be a complex, multi-level, and uncertain process, requiring strategies unfolding over a period of years. For any change to be successful, it requires leadership – in fact, it is argued that leaders drive change from the top, through people and with people. Successful change is about leadership getting involved in driving the change at grass roots level, being authentic, honest and transparent. Leaders must balance the natural resistance people have to change with the time and space people need to reflect and accept the change and the directives that the leaders use to put pressure on the employees. In healthcare, many techniques have been employed to bring about changes to quality healthcare delivery. These include total quality management (TQM), lean management, learning organisation, business process reengineering and some leaders have used external consultants to influence change. None of these techniques was found to be successful without good leadership and a culture that embraces these changes. Arguably, people are the only competitive advantage any organisation has. Given that people are the executors of strategy, it is imperative that they get involved in its development. The use of systemic ways of developing strategy and making sure of its implementation using the balanced score card and strategy maps, is recommended. Linking company values and culture to the strategy leads to far greater organisational success. In most organisations human resources (HR) practices are still in the traditional back office. In the new economy, HR practices need to be transformed to deliver a new proposition, which adds value to the bottom line of the business by satisfying all stakeholder requirements, aligning people to performance and increasing organisational capabilities for sustainable performance. In the last decade, New Public Sector Management (NPSM) has emerged as a major reform strategy applied in varying degrees in a growing number of public sector organisations. Its main focus is to improve service delivery and to give rise to new management practices in the public sector. It emanates from a continued dissatisfaction with the performance of traditional public sector leadership and bureaucracy, reinforced by claims that the private sector is more efficient. Three building blocks for NPSM are described to reform public sector and these are responsibility, accountability and performance. In transforming public Stellenbosch University http://scholar.sun.ac.za v sector organisations, managers have to explicitly introduce policies within each building block – these policies contain leverage to influence clarity of purpose, agreements, power over decision-making, individual and team performance, and customer accountability. There are strong arguments to encourage clinicians to change their mindset and be retrained to lead the healthcare reform around the world. Some of the arguments are that clinicians are in the frontline, making decisions that determine quality and efficiency of care, having the technical knowledge to make sound strategic choices about longer-term patterns of service delivery. Clinicians are typically intelligent, well-trained and caring people who expressly choose this career to cure and comfort. A growing body of research supports the assertion that effective clinical leadership lifts the performance of health care organisations, as evidenced in a study which found that hospitals with the greatest clinician participation in management scored about 50% higher on important drivers of performance than hospitals with low levels of clinical leadership did. In another study, it was found that in 11 cases of attempted improvement in services, organisations with stronger clinical leadership were more successful, while another found that Chief Executive Officers (CEO) in the highestperforming organisations engaged clinicians in dialogue and in joint problem-solving efforts. The research findings show that the ECDoH is entrenched in the old economy values, meaning that business practices that were examined using the Beehive Model are rated in the risk/poor class. All seven elements scored in this poor class, with changed leadership, structures and talent creation constituting the poorest performers. This implies that the organisation is led from the top, leaders use power over others, there is widespread compression and incompetency at all leadership levels. It is unlikely that a single political head in the form of the Member of Executive (MEC) or a change in the head of department (HoD) will bring about the required astronomical transformation of the ECDoH. Only when the collective begins to accept the current predicament, can a total buy-in and commitment to high performance status begin. Finally, it is recommended that the ECDoH leadership transform their mindsets and adopt the new economy values of leading the organisation. They need to leverage on their positions of power to co-create a new culture, learn and adopt new change leadership skills, and transform the organisation’s HR proposition inside out. The executives are urged to consider funding a three to five year project of organisational renewal, using the Beehive Model and its related tools, to bring about sustainable change in the ECDoH.

Research suggests that 70% of North American employees are disengaged in the workplace. Some small retail managers lack strategies for engaging employees. Using the employee engagement framework, the purpose of this descriptive case study was to explore successful strategies that small retail managers use to engage employees. The target population was small retail leaders, purposefully selected because of their success with engaging employees at an Orlando, Florida, company. Data collection was through face-to-face interviews with 5 leaders; and a review of archived organizational documents, including company memorandums, central email software, and online customer reviews through social media websites such as Google, Yelp, and Facebook posts. Data were analyzed using inductive coding of phrases and words from participant interviews, whereas secondary data were collected from participant memorandums, the company website, central email software, and online social media posts supporting the theme interpretation through methodological triangulation. The findings on these Orlando leaders revealed that supportive leaders improved employee engagement, direct communication improved employee engagement, and training improved employee performance. Improving employee engagement contributes to social change because small retail managers can use the findings to improve employee engagement through the implementation of effective strategies, direct communication, and training initiatives.

This study deals with the impact of the Education Quality Improvement Partnerships programme (EQUIP) on school management teams in two rural schools where it was implemented for three years. A qualitative evaluative research design was used involving initial baseline studies, document analysis, observation and eight naïve sketches. The literature study discusses factors that constitute effective management and leadership and characteristics of effective schools. The findings were based on an analysis of the impact of the EQUIP programme on the key performance areas of school management before and after the intervention. Important conclusions derived from this study showed that there was significant improvement in the way schools were managed after the intervention, particularly in achieving the goals of the schools' strategic plans. It was also found that curriculum monitoring was only partially successful and that remedial programmes for learners with reading and other learning challenges needs serious attention. / Educational Studies / M.Ed. (Education Management)

Studiens syfte är att undersöka vilken betydelse motivation ger för korrelationen mellan en upplevd högre grad av situationsanpassat ledarskap inom en bransch som historiskt adapterat Taylorismens styrande produktionsfokus jämfört med modernare ledarskapsteorier. Studien baseras på ett teoretisk ramverk kring tre övergripande faktorer; grad av upplevt situationsanpassat ledarskap(Meier, 2016), upplevd grad av möjligheter till lärande (Marsick & Watkins, 2003) samt motivation (Furnham, Eracleous & ChamorroPremuzic, 2009). Dessa variabler undersöks ur en kvantitativ ansats med av erkända forskare validerade datainsamlings instrument och faktorialanpassning. Resultatet delades upp och kodades till lämpligt format för att kunna utföra bivariata och trivariata kvantitativa statistiska analyser som undersöker samband mellan dessa variabler. De bivariata analyserna (ledarskap mot lärande) visade olika grader av samband som sedan testades med motivation som modulerande endogen variabel där sambanden visade stärkt korrelation. Studien visade stöd åt korrelationen av dessa trevariabler, dock indikerar determiniationskoefficienten R2att ytterligare förklarande påverkande faktorer finns till sambandet då R2 < 100%.

. This investigation focuses on the leadership role of the principal in managing and supporting curriculum change in South African schools. The results reveal that principals are required to initiate change and to lead the curriculum change process in schools. Principals are expected to monitor, manage and evaluate the implementation of OBE in their schools. They also need to provide ongoing support to colleagues and are further required to acquire and employ skills, qualities, characteristics and a management style that is suitable for the OBE leader. This investigation recommends that for principals to manage and support curriculum change effectively in South African schools: • Principals are in need of more training and ongoing support • Commitment and support to the outcomes based curriculum is called for • Skills and qualities, for effective leadership, needs to be acquired and employed • A strategy to manage, monitor, support and evaluate curriculum implementation in the school is needed. / Educational Leadership and Management / M.Ed. (Educational Management)