Organisations worldwide are attempting to identify talent by using various assessment methods to evaluate competencies perceived to be core to the mandate of their organisations. In recent years recruitment and selection of individuals rely on assessment methods deemed to have high validity and reliability. One such assessment method used worldwide to evaluate top management is the assessment centre, commonly referred to as the AC. The main research problem of this study focussed on an evaluation of the extent to which the assessment centre method is effectively used for the selection and development of senior management employees in the public service of Botswana. The main research problem had eight sub-problems which were addressed through the following actions: A comprehensive literature study was conducted to define and establish the purpose of assessment centres. Moreover, the study aimed to establish the international best practice for the administration of the assessment centre as a tool for selection and talent development. Subsequent to the literature study an interview schedule and survey questionnaire were developed based on the literature. The interview schedule was used to obtain information from consultants who provide assessment centre services to the public service. The objective of the questionnaire was to obtain information from the recipients of the service and determine the extent to which that information compares with information obtained from the consultants. The questionnaire was distributed to a randomly selected population. The results of the empirical study were statistically analysed and interpreted and revealed that permanent and deputy permanent secretaries are more aware of the reasons for using the assessment centre method than directors and deputy directors. These senior management employees felt that the assessment centre is an effective tool for selection and development but the results from the assessment centre are not optimally used for development. The study revealed that generally the assessment centre process conducted in the Botswana public service is in line with international best practice of assessment centres. However, there are certain areas that need some improvement for the assessment centre to entirely conform to international best practice. These areas include the implementation of an assessment centre policy and the improvement of feedback and vital information provided to participants prior to the centre. The empirical study also revealed that senior management employees hold the view that many senior officers in the public service do not know the importance of the assessment centre method and are not comfortable to participate in such a centre. The assessment centre method has proven to be an effective tool for evaluating competencies. This is due to its use of multiple techniques, assessors, simulations and exercises. Theory has revealed that the assessment centre has higher validity and reliability than other assessment methods. However, due to the high costs of running assessment centres, some organisations take shortcuts and therefore jeopardise its validity.

The earth has been undergoing a process of global warming and climate change for a period exceeding 100 years. These two occurrences have had many adverse effects on the sustainability of the environment as well as on humans and organisations. The direct cause of global warming and climate change, including the consequential negative ramifications, are due to humans use of natural resources mostly in the form of the consumption of products and services. Organisations are regarded as the largest consumers of products and services within society and as a result are responsible for the major contributions made to global warming and climate change. In order to rectify the negative impact made by organisations in terms of their ecological behaviour and ensure organisational sustainability theory, stipulates that a behavioural change within leadership is required. Ecologically intelligent leaders who hold an affirmation of an ecological worldview and enact pro-ecological behaviours are pivotal to the proliferation of ecological leadership and a subsequent rise in organisational pro-ecological behaviour, towards a sustainable future. On the basis of the above mentioned statements, gained from various literature, a conceptual model was formed and an exploratory research study undertaken to substantiate the presence of correlational or causal relationships between a leader’s ecological intelligence with the enactment of ecological leadership and organisational pro-ecological behaviour. The sample consisted of 42 respondents who occupied positions of leadership within organisations that were members of the Southern African Association for Energy Efficiency. The findings provide substantiating evidence of the presence of ecological intelligence within leadership, the enactment of ecological leadership as well as organisational pro-ecological behaviour. Furthermore significant correlational relationships exist between ecological leadership and organisational pro-ecological behaviour. There is also substantiating indication that the enablers of a leader’s ecological intelligence, an affirmation of an ecological worldview and pro-ecological behaviour, facilitate the outcome of organisational pro-ecological behaviour.

Bibliography: pages 42-44. / Research designed to add to the body of knowledge facilitating the effective management of the human resource in industry has become critical in South Africa at a time when the country is experiencing a shortage of skilled manpower. Assessment centres have long been in use in South Africa as a means of assessing managerial potential. Notwithstanding reports of their predictive validity the process is costly and research pertaining to how managerial potential could be identified at an early stage by less costly means is thus potentially valuable. One such means is biodata, or biographical information, upon which basis the selection of staff has traditionally occurred, in line with the truism that past behaviour is predictive of future success. This study was thus designed to identify the biographical characteristics which distinguish a high managerial potential group from a low managerial potential group, as assessed by an assessment centre.

No description available.

No description available.

Executive functions (including attentional shifting/flexibility, working memory, and inhibitory control) are strong predictors of children's early school success (Blair & Razza, 2007; Espy et al., 2004). The current study explored questions related to measurement of executive functions in preschool-aged children. Convergent and predictive validity were assessed for two traditional executive function tasks (the Dimensional Change Card Sort and the Day-Night Stroop), a behavioral executive function task (the Head-Toes-Knees- Shoulders, HTKS), and teacher ratings of child classroom behavior (the Child Behavior Rating Scale, CBRS). All measures were low-to-moderately correlated for the full sample of preschoolers. The CBRS and the HTKS tasks were the most consistent predictors of emergent mathematics, vocabulary, and literacy, controlling for child age and Head Start status; however, all tasks were significantly related to each achievement outcome. Additionally, the convergent and predictive validity of the executive function tasks and teacher ratings were examined by Head Start status. Results show that the tasks were more closely related in non Head Start children. For predictive validity, the most notable difference was for the Day-Night Stroop, which was a strong consistent predictor of academic outcomes for non Head Start children but not for Head Start children. Together, these findings provide insight to the convergent and predictive validity of executive function tasks during early childhood and differences in executive function associated with Head Start status. / Graduation date: 2012

Call number: LD2668 .T4 1985 H34 / Master of Science

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial & Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Thesis (MA)--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The 1990s were characterised by a process of rapid political change in South Africa, which resulted in a period of transition in the economic and social spheres of this society. South Africans need to adapt to the shift in political leadership as well the rapid rate of technological innovation globally. Leadership theory has evolved from more traditional approaches such as the trait approach and behavioural approach to more recent theories such as situational leadership theories, leader-follower exchange theories and leadership decision-making theories. The recent trends in the field of Industrial Psychology lead to a more comprehensive and all-inclusive theory of leadership, namely transformational leadership. South Africa needs transformational leaders to drive and manage the change process. From the literature study it is evident that there is a need for transformational leadership training and development in South Africa. Therefore the main goal of this study was to determine the feasibility of transformational leadership training and development in South Africa. The main problem is divided into four sub-problems. In order to develop South African managers into transformational leaders, it is important that a need for transformational leadership training exists. Therefore the first subproblem is concerned with the need for the development of transformational leadership skills in South African leaders. The data of all South African leaders (7,563 cases) that were rated on Form 5X of the Multi-factor-Leadership Questionnaire (instrument measuring transformational leadership) was obtained from Productivity Development Pty. (Ltd.). This data was generated from March 1995 to June 1999. Firstly, the Ideal Theoretical Leadership Profile is compared to the total South African sample (N=7563). Secondly, leaders who performed effectively in the world of work were extracted from the total South African sample and were compared to the rest of the South African sample. Thus the Ideal Effectiveness Leadership Profile (N=657) is compared to the rest of the South African sample (N=6906). In both instances the profiles of the South African sample resembles the two ideal leadership profiles. The fact that the South African leaders scored well below the norms of the two ideal profiles on transformational leadership dimensions indicates that there is a need for the development of transformational leaders in South Africa. Thirdly, the t-test is utilised in order to compare the total South African sample (N=7,443) to an international sample (N=2080). The South African sample scored significantly higher on transformational leadership scales than their international counterparts. This indicates that South African leaders compare well to international standards regarding transformational leadership Once it was assessed that there is a need for South African leaders to be developed as transformational leaders, it was important to determine whether the Multi-factor Leadership Questionnaire (MLQ) is a valid instrument for measuring transformational leadership in South Africa. Transformational leadership training and development can not be managed in South Africa unless it can be measured. Therefore the second subproblem was concerned with the construct validity of the MLQ in South Africa. Confirmatory factor analysis was utilised in order to assess the construct validity of the MLQ on 7563 cases. The final first-order analysis indicated that there is not conclusive evidence for the 8-factor structure in the South African context. More comprehensive research is needed in order to prove the validity of the MLQ beyond reasonable doubt in the South African context. After the conclusion was reached that transformational leadership training is needed in South Africa, it was decided to investigate the practical implementation of transformational leadership training in South Africa. In order to investigate the practical implementation of transformational leadership training, high-level managers trained at the Graduate School of Business, University of Stellenbosch (USB) were assessed as a microcosm of the larger South African sample. The USB group (N=120) was compared by means of t-tests to two other groups, namely the rest of the South African sample (N=7443) and an international sample (N=2080). The third sub-problem was thus concerned whether the USB group was a select group. The USB group scored significantly higher on all of the individual transformational factors than the two other groups. The results suggest that the USB is a select group. Once it was concluded that the USB group was a select group, they were tested on Kirkpatrick's reaction level of evaluation in order to determine whether they benefited from the course, although their MLQ scores reflected that they were already acting in a transformational manner. The fourth sub-problem was thus concerned with evaluating the reactions of the USB group towards the Full Range Leadership Programme. Overall the participants (N=46) gave a positive reaction towards the programme. Although the USB group can be classified as a select group, participants believed that the programme was of practical use. This substantiates the argument that there is a need for developing transformational leaders. The results indicate that transformational leadership training and development is feasible in South Africa. Finally, on the basis of the results of this study, conclusions and recommendations are made for future research. / AFRIKAANSE OPSOMMING: Die negentigerjare word gekenmerk deur 'n proses van snelle politieke verandering in die Suid-Afrikaanse samelewing, wat In oorgangsperiode in die ekonomiese en sosiale sektore ingewy het. Dit is noodsaaklik dat Suid-Afrikaners aanpas by die veranderinge in politieke leierskap, asook by tegnologiese vooruitgang. Die leierskapsteorie, wat vroeër bestaan het uit die meer tradisionele benaderings soos die karaktertrek- en die gedragsbenadering, het gestalte gekry in meer onlangse teorieë. Hierdie teorieë sluit in die gebeurlikheids-, leier-volgeling-uitruilings- asook die leierskapsbesluitnemingsbenaderings. Die huidige neiging binne die wêreld van die Bedryfsielkunde is In meer omvattende en alles-inklusiewe benadering ten opsigte van die leierskapsteorie, naamlik transformasieleierskap. Suid-Afrika benodig transformasieleiers om die proses van verandering aan te dryf en te bestuur. Uit die literatuurstudie is dit duidelik dat daar 'n behoefte is aan transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika. Vervolgens is ~die hoofdoel van hierdie studie om die praktiese uitvoerbaarheid van transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika te bepaal. Die hoofprobleem word in vier sub-probleme verdeel. Daar word van die standpunt uitgegaan dat dit belangrik is om die transformasieleierskapsvaardighede van Suid-Afrikaanse bestuurders te ontwikkel. Die eerste sub-probleem fokus op die behoefte van Suid-Afrikaanse bestuurders aan opleiding in transformasieleierskap. Die data is ingesamel van alle Suid-Afrikaanse leiers (7,563 proefpersone) wat op die Multi-faktor Leierskapsvraelysvorm 5X (instrument wat transformasieleierskap meet) beoordeel is. Hierdie data is deur Productivity Development (Pty) Ltd beskikbaar gestel, en is vanaf Maart 1995 tot Junie 1999 ingesamel. Eerstens is die Ideale Teoretiese Leierskapsprofiel vergelyk met die leierskapsprofiel van die totale Suid-Afrikaanse steekproef (N=7,563). Tweedens is leiers wat effektief in die praktyk funksioneer, die Ideale Effektiwiteit Leierskapsprofiel (N=657), onttrek van die totale Suid-Afrikaanse steekproef en vergelyk met die res van die Suid-Afrikaanse steekproef (N=6,906). In beide gevalle is daar 'n verwantskap gevind tussen die Suid-Afrikaanse steekproef en die twee ideale leierskapsprofiele. Derdens is daar van 'n t-toets gebruik gemaak om die res van die Suid-Afrikaanse steekproef (N=7,443) met In internasionale steekproef te vergelyk. Die Suid-Afrikaanse steekproef het beduidend hoër tellings as die internasionale steekproef op alle transformasieskale behaal. Hiervolgens voldoen die Suid-Afrikaanse steekproef aan internasionale standaarde ten opsigte van transformasievaardighede. Nadat vasgestel is dat daar 'n behoefte bestaan aan transformasieleierskap-opleiding in Suid-Afrika, is daar ook besluit om die geldigheid van die Multi-faktor Leierskapsvraelys (MLO) onder Suid-Afrikaanse omstandighede te ondersoek. Transformasieleierskapopleiding en -ontwikkeling in Suid-Afrika kan nie bestuur word tensy dit akkuraat gemeet word nie. Daarom fokus die tweede sub-probleem op die konstrukgeldigheid van die MLO onder Suid-Afrikaanse omstandighede. Daar is van bevestigende faktor-ontleding gebruik gemaak om die konstrukgeldigheid van die MLO by 7,563 proefpersone te bepaal. Die 8-faktorpatroon lewer nie voldoende bewys dat die MLO weloor 'n mate van konstrukgeldigheid onder Suid-Afrikaanse omstandighede beskik nie. Nog in-diepte navorsing word benodig om bo redelike twyfel die geldigheid van die MLO onder Suid-Afrikaanse omstandighede te bevestig. Nadat tot die gevolgtrekking gekom is dat daar 'n behoefte aan opleiding in tranformasievaardighede bestaan, is die praktiese implementering van transformasieleierskap-opleiding in Suid-Afrika ondersoek. Vir hierdie doel is hoëvlakbestuurders, wat opgelei is by die Nagraadse Bestuurskool aan die Universiteit van Stellenbosch (USB), ondersoek as 'n mikrokosmos van die groter Suid-Afrikaanse steekproef. Die USB-groep (N=120) is deur middel van t-toetse met die res van die Suid-Afrikaanse groep (N=7,443) en 'n internasionale steekproef (N=2,080) vergelyk. By die derde sub-probleem moes bepaal word of die USB-groep 'n uitgelese groep is. Dié groep het beduidend hoër tellings by al die afsonderlike transformasiefaktore as die ander twee groepe behaal. Die gevolgtrekking kan dus gemaak word dat die USB-groep wel uitgelese is. Hierna is die groep gemeet aan Kirkpatrick se reaksievlak. By die vierde sub-probleem is die USB-groep se reaksie ten opsigte van die "Full Range Leadership Programme" geëvalueer. Oor die algemeen het respondente (N=46) 'n positiewe reaksie teenoor die program getoon. Die USB-groep het die program as betekenisvol beskou, en alhoewel hulle 'n geselekteerde groep is, dui dit aan dat daar tog onder hulle 'n behoefte is aan opleiding in transformasievaardighede van Suid- Afrikaanse bestuurders. Die resultate dui aan dat daar onder bestuurslui in die algemeen 'n behoefte aan transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika is. Ten slotte is gevolgtrekkings en aanbevelings wat op die resultate van die studie gebaseer is, vir toekomstige navorsing gemaak.

Thesis (MA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: On the basis of a literature review regarding effective leadership, coping with change and the assessment of effective leadership and coping, this study investigated the use of The Wheel, a free-format, projective technique, which lends itself to a qualitative and quantitative analysis. A group of (N=75) managers, within a large South African engineering organisation, were assessed during organisational change. Human Resource practitioners and supervisors evaluated participants' leadership effectiveness by using a six-point Lickert scale. Overall performance scores were calculated based on a gap analysis between perceived performance and required performance. High, Medium and Low performance groups were identified and compared in terms of The Wheel results. On a quantitative level significant differences were obtained with regards to Overall performance scores and the Number of Segments completed by participants. Furthermore, some of The Wheel constructs correlated with individual performance rating items and also appears to reflect the impact of organisational change on participants' Attitudes, Discrimination and Sense of Control towards key words "My Work". On a qualitative level, the contents of The Wheel profiles indicated themes that may be an indication of different approaches and lor problems experienced respectively by High and Low performance groups during organisational change. The Wheel may thus have predictive validity for assessing leadership effectiveness during organisational change, but due to limitations of this explorative study, further research is recommended. / AFRIKAANSE OPSOMMING: Op grond van 'n literatuurstudie van effektiewe leierskap, hantering van verandering en die meting van effektiewe leierskap en probleemhantering, word die gebruik van The Wheel, 'n projeksietegniek wat kwalitatiewe en kwantitatiewe interpretasie behels, ondersoek. Vervolgens is 'n groep (N=75) bestuurders, vanuit 'n groot Suid-Afrikaanse ingenieurs organisasie, tydens organisatoriese verandering en herstrukturering geëvalueer. Prestasie beoordelings vir elk van die deelnemers is deur menslike hulpbronpraktisyns en supervisors gedoen op grond van 'n ses-punt Lickert skaal. Algehele prestasietellings is vir elke deelnemer bereken op grond van 'n gapingsanalise tussen waargenome prestasie en vereiste prestasie. Hoë, Medium en Lae prestasiegroepe is geïdentifiseer en vergelyk in terme van die The Wheel resultate. Op 'n kwantitatiewe vlak was daar betekenisvolle verskille tussen verskillende prestasiegroepe en die Getal Segmente ingevul deur deelnemers. Sommige van die The Wheel konstrukte het ook betekenisvolle korrelasies getoon met van die prestasiebeoordelingsitems. Die The Wheel resultate het ook die situasionele impak van organisatoriese verandering en herstrukturerinq gereflekteer in terme van deelnemers se Houdings-, Diskriminasie- en Kontroletellings behaal vir sleutelwoorde "My Werk". Op 'n kwalitatiewe vlak dui die inhoud van die The Wheel profiele daarop dat Hoë en Lae prestasiegroepe onderskeidelik verskillende temas meld tydens die vrye assosiasie oefening. Die The Wheel mag belofte inhou vir die met1ng van effektiewe leierskap, maar as gevolg van beperkings in hierdie eksploratiewe-studie. word verdere navorsing aanbeveel.