Thesis (Ed.D.)--Duquesne University, 2006. / Title from document title page. Abstract included in electronic submission form. Includes bibliographical references (p. 76-82) and index.

Thesis (M.S.)--Rochester Institute of Technology, 2007. / Typescript. Includes bibliographical references (leaves 30-36).

Thesis (Ph. D.)--Ohio State University, 2007. / Full text release at OhioLINK's ETD Center delayed at author's request

by Peter M. Senge. / "May 1985." "D-3751-1." / Bibliography: p. 35.

Thesis (MA) -- Stellenbosch University, 1993. / ENGLISH ABSTRACT: see item for full text / AFRIKAANSE OPSOMMING: sien item vir volteks

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018. / This research focuses on the leadership styles that motivate subordinates to perform. Leadership is one of the most important keys that bring success, balance and direction in different organizations. Leaders who exploit efficiency begin by understanding leadership styles. The contingency leadership style derives its credibility from a behavioral approach. Leadership style is an important determinant that stimulates and increases motivation among employees. Employee reactions to management typically depend on employee characteristics as well as executive characteristics. Leadership style is a character or behavior that leaders adopt in order to influence their employees in the environments in which they exercise their power (Hersey et al, 2001: 52). There are different perspectives on how and what needs to be done by a leader to motivate subordinates to function well. Others suggest that transformational leadership is the answer, while some research results identify transactional leadership as the best style for tasks to be accomplished. On the other hand, leadership cannot be studied to the exclusion of follow-up, since followers play a role in the effectiveness of a leader. Projects are characterized by the use of teams to execute tasks, and teams are a complex structure requiring an understanding of their dynamics. This research seeks to establish generic leadership styles that can motivate teams to perform. It is estimated that 47% to 54% of projects are not completed on time, what style of leadership is needed to improve project performance?

Leaders of organisations are faced with a severe challenge due to a rapidly changing business environment. Increased competition and lack of knowledge workers have seen organisations operating with lean labour forces, thus applying excessive pressure on these workers to deliver high quality products and services. Studies have shown that constant excessive pressure on these knowledge workers cause stress leading to loss of productivity while still being at work, giving rise to a phenomenon known as presenteeism. Studies have fallen short in measuring presenteeism as it has only been focussed on sickness as an antecedent for presenteeism. A recent study on presenteeism has shown evidence of job stress to be a precursor of presenteeism thus providing a new construct called 'job-stress-related presenteeism, and huge opportunity for studies in this field. This study aims to assess the effect that leadership styles have on job-stress-related presenteeism as leaders drive organisational performance. 242 responses from 12 widely categorised industries were collected and analysed. Analysis included principal component analysis and various correlations to assess for associations between the two variables. The results indicated that leadership style can be used as a predictor for job-stress-related presenteeism. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

D.Cur. (Professional Nursing) / As a result of the dynamic changes and developments which have taken place over the past years in the nursing and health services it has become imperative that attention should be paid to the leadership abilities and skills of nursing service managers who are in control of such services. It is essential for nursing service managers to develop leadership qualities, because the nursing service manager is responsible for the management of nursing services. The nursing service manager is responsible for rendering quality nursing to the individual, families and the community. Therefore nursing service managers cannot afford to lag behind where development and handling of changes in health services are concerned. As the nursing service manager develops and grows personally and professionally he/she is enabled to facilitate the professional nurses' quest for wholeness. They, in their turn, can facilitate the patients' quest for wholeness. This research originated because of the needs and shortcomings with regard to inadequate management skills that became evident in conversations with nursing service managers on various management levels in practice, and also because of existing research by nursing service management experts. Research and discussion with nursing management experts showed that there is a need for leadership development in nursing service managers and that the need becomes more pronounced as a result of the dynamic changes that are taking place in the nursing and health services. These changes in their turn are brought about by the political and socia-economic demands and pressure on health services. The question arose of how to address the problem of leadership development of the nursing service manager in the best possible way. It was decided to address the problem directly through research, in order to determine how nursing service managers could and should be educated in leadership development, in order to satisfy the demands made on them. Due to the nature of the problem, it was decided to follow a qualitative, explorative and descriptive design in the research, with a theory generating approach based on the model of theory generation of Dickoff, James and Wiedenbach (1968: 415/435) . The first related and three levels viz factor isolation, factor related and situation related theories were generated. In phase one of the research an explorative, descriptive, contextual design, where a focus group technique of interviewing was used, was followed. It was done in order to investigate the leadership dimensions of nursing service managers, to address level one factor isolation of theory generation and to identify the specific concepts with regard to leadership development. After the results had been transcribed validation discussions were conducted with some of the participants, in order to enhance the credibility of the research. A control of literature was done, in order to compare the results of the study with existing literature and research on the topic. Six main concepts in the process of leadership development were identified by means of concept-identification, and concept classification (level one factor isolation theory). They are role model,· values, participating leadership, change management, self management and interpersonal skills. These concepts contribute to answering research question viz: To what extent can the exploring and description of the nursing service manager's leadership practice serve as foundation for the generation of a leadership development model and for the provision of guidelines for leadership development. The reliability of the research was constantly ensured by careful discussion of the methodology. The conceptualized model for leadership development of nursing service managers was validated by three nursing model experts and three nursing management experts. Following on clarifying discussions with model and nursing management experts the model was refined and hypotheses/relation statements were identified. Factors are not seen in isolation any more. The research therefor now moves to a level two factor related theory. The description of the model takes the research up to a level three situation related theory. The description of the model implies a description of the structure and process. Hypotheses are stated after the recommendations because discussions is only taken up to a level three situation theory. As a result the model for leadership development of nursing service managers can be validated by subsequent research. Thereafter formulated hypotheses of theory generation can be taken to theory verification. The model for leadership development is evaluated on previously stated criteria and the research succeeds to conceptualize a model for leadership development of nursing service managers in a logical, systematic way. The model is an answer to the research questions and clearly shows how nursing service managers can and should be educated. The nursing service manager's quests for leadership excellence, in order to be able to contribute to the quest for wholeness of other nursing service managers and followers and to the community. Conclusions, recommendations and operational possibilities of the research are suggested and finally, guidelines for a leadership development programme are proposed.

M.Phil. (Personal and Professional Leadership) / Globalisation has dramatically impacted the way business is conducted. As business becomes more global, there is a growing need for employees, especially managers, with the right skillset to be successful in this international environment. Given the scarcity of internationally skilled employees, companies will have to look at new sources of potential talent. “Adult third culture kids” (ATCKs) are such a source of talent, as they have already acquired some of the skills necessary to be successful internationally, because of the way they had grown up. It appears, however, that ATCKs are an untapped talent source. The purpose of this study was to explore the perceptions of managers within multi-national corporations (MNCs) regarding the potential of ATCKs as a source of talent. The study aimed to establish if awareness existed within MNCs of the ATCK phenomenon, and to explore some of the reasons for the apparent under-utilisation of this source of talent. A qualitative approach with a case study design was chosen to answer the research question, as this was deemed the best method to obtain an in-depth understanding of the perceptions within MNCs of the potential of ATCKs. Five research participants from five different MNCs were identified, based on their expertise in human resource management (HRM). Data were collected by means of individual, semi-structured interviews and supporting field notes. Thematic analysis was employed to analyse this data. Three dominant themes pertaining to the research question were identified. The findings of the research revealed that there is limited awareness of ATCKs within the MNCs selected for this study. Research participants acknowledged the characteristic skillset of ATCKs to be a valuable asset to their organisations. Possible reasons for the under-utilisation of this source of talent are the limited awareness of the ATCK phenomenon and the lack of knowledge of the actual contribution of ATCKs in the workplace.

D.Phil. (Leadership in Performance and Change) / Executive behaviour is a captivating socioeconomic phenomenon. Four executive-related matters attracted the researcher’s interest: (a) What, indeed, is executive effectiveness?; (b) What specific executive behaviours, tasks, attributes, styles of leadership or other considerations make trendsetting executives effective?; (c) In what respects do executives who hold long-term (up-to-retirement) employment contracts differ from their fellow-executives who have opted for short-term contracts, with regard to matters such as remuneration, executive capability, executive migration, and psychosocial dynamics in the workplace?; and (d) How do executives from the public and private sectors differ in their executive job performance and what can they learn from each other with regard to executive effectiveness? Employment patterns of senior executives in many organisations change as their conditions of employment vary. In South Africa, the King report of 1994 questioned the wisdom of granting executive leaders of institutions and organisations contract terms of indefinite length. The researcher considered length of employment contract term as a critical matter. Would a reduction of stipulated duration of terms of employment in executive contracts promote executive effectiveness, result in higher productivity and restrict opportunities for deliberate corporate misconduct? In the study, the researcher intended to explore the effects of length of contract term on executive performance by comparing executives with long-term (up-to-retirement) employment contracts with executives who have opted for short-term employment contracts. The perceived differences will be apparent in criteria of effective executive leadership such as daily executive behaviours, executive tasks, and executive leadership styles.