The practice of assessing the attributes of people in relation to job and organizational requirements has long been regarded as being central to the profession of Industrial and Organisational Psychology (IO Psychology). Some have argued that it is in the area of individual assessment that the scientific training of IO psychologists is applied most extensively and that it is here where the dual role of the IO psychologist as a scientist-practitioner is most clearly evident. Despite the emphasis on the integration of science and practice in IO Psychology and IOP assessment in particular, there is evidence to suggest that the scientific model that underpins practice does not optimally serve this ideal. It is further apparent that several influential authors within the discipline have identified concerns and dissatisfaction with the status quo in this respect. In this study it is proposed that the existence of such concerns and dissatisfaction points to the need to reflect on the adequacy of the intellectual architecture that guides theory and practice in the field. The aim of this study is to explore the contribution of Action Science to the ideal of integrating theory and practice within the field of Industrial and Organisational Psychological assessment (IOP assessment). It is proposed that action science perspectives are particularly relevant to IOP assessment given its emphasis on the close coupling of thought and action, the enactment of scientific values in practice and the rigorous monitoring of such practice. Given that action science perspectives have not been explored in-depth in relation to IOP assessment, its philosophical and theoretical points of departure are described in detail. From an action science perspective, all deliberate action is based on an underlying theory – a theory of action - that specifies how to achieve intended consequences. The concept of a theory of action therefore serves as a vehicle to capture the integrative nature of thought and action. One of its central premises is that professional effectiveness requires of practitioners not only to become competent in taking action, but also to reflect critically on the theories of action that constitute their practice. As an epistemology of practice, action science provides abstract, normative models of action that guide such a process on the basis of internal criticism. In this process action is evaluated according to the values it claims to serve. At the same time these models identify pathways for transforming practice. In this study these principles are applied to the field of IOP assessment. Detailed attention is devoted to inferring the technical and interpersonal theory of action underlying IOP assessment from the literature in order to subject it to critical analysis. Diagnostic evidence is presented to illustrate the existence of inconsistencies and incongruities in the technical as well as interpersonal theories of action. Given the non-trivial consequences of these limitations, the critique is intentionally not euphemized or softened so as to identify potential sources of ineffectiveness on a rigorous basis. The analysis further shows that if practitioners are not vigilant to the limitations of their technology, they paradoxically run the risk of acting counter to the values they stand for when correctly implementing the prescriptions of the conventional theories of action. Drawing on action science principles as well as contributions from the organizational justice literature, an alternative theory of action for IOP assessment is proposed - the essence of which involves the reframing of validity as an action concept. A model is presented that depicts the various dimensions of validity as an action concept and guidelines are provided for operationalising it. It is argued that such an alternative theory of action provides guidelines for practice at the level of meta-praxis that will enable scientist-practitioners to act more consistently with their espoused values. Implications for practice, education and research are explored. It is concluded that action science offers an alternative, scientifically accountable model for practice that may be more consistent with the scientist-practitioner ideal of IO Psychology than the current scientific model to which it adheres. / Prof. I. v. W. Raubenheimer

M.Phil. (Industrial Psychology) / Industrial psychology is a profession that provides behaviour focused services to improve the efficiency and effectiveness of businesses. Industrial psychologists implement interventions at an individual, group and organisational level to improve productivity and well-being as well as reaffirming strengths and organisational flourishing. It can be said that the industrial psychology profession has been subjected to identity challenges as the profession has evolved. Orientation: The study explored the dynamics of the challenges relating to the identity of the industrial psychology profession as well as its members and further explores the creation of professional identity through social interaction. Research purpose: The aim of this study was to report on the outcomes of the social construction process and the co-creation of the identity of the industrial psychology profession and professional. Motivation for the study: This study was aimed at acquiring an understanding on the outcomes of the process of socially constructing the professional identity of industrial psychology. Research design, approach and method: This study used social construction in the context of a qualitative field research. The researcher used social media as a data collection method and asked seven industrial psychology related questions to a sample of 80 participants who contributed to a total of 627 responses. Main findings: Findings apply to areas of the industrial psychology as a science, as a profession, and the industrial psychologist as a practitioner. A unifying industrial psychology identity should be established that may assist in the maintenance of the profession’s relevance and reduce professional identity challenges. Practical/managerial implications: There are many stakeholders of the industrial psychology profession that may be affected by the services provided by members of the profession. These stakeholders include: industrial psychologists themselves, industrial psychology academics and institutions, organisations, clients and internship providers as well as regulatory boards and associations. The recommendations made in this study have been specifically applied to all stakeholders. Contribution/value-add: This study may assist in the a) elimination of role ambiguity and b) the promotion of using social media as a data collection method.

Magister Commercii - MCom / The 21st century has awakened a call for new leaders to cope with the demands of the rapidly changing world of work which emphasises flatter structures, and a more democratic style of leadership. When looking at the changing competencies of the new leader, it is postulate that leadership takes into consideration the emotional attributes as well as the rational aspects of the individual. From this it becomes evident that the leaders of the 21st century would have to be emotionally intelligent to motivate employees to achieve organizational goals. The aim of this study was to investigate if there is a relationship between emotional intelligence and leadership styles in middle to senior managers. / South Africa

M.Phil. / The success of organisations has traditionally been measured based on profits and contribution to shareholders funds. However, recent literature indicates that the human factor has become a key element in achieving success. Widely described as soft issues, these human factors potentially have a profound effect on the success of the organisation (Business Report, 7 November 1999:6). The aim of this study was to icentify which soft issues were prevalent within the organisation, and also to determine what influence these soft issues have on the success of the organisation. The focus was thus on the phenomenon of soft issues within the organisation. In order to realise this aim, it was required to do research to establish which human factors are described in recent literature in order to establish their VI influence on the success of an organisation. Chapter two dealt with this aim and the research revealed a whole spectrum of soft issues including values, emotional intelligence, ethics and many more (See Table 1, Page 28) The research indicated that emotional intelligence and values were regarded as having a profound effect on the success of the organisation. Chapter three analised these two concepts in more detail with specific focus on the origin and nature of emotional intelligence and values as well as their effect on the success of the organisation. The study was motivated by the quest to find the co-ordination between the soft issues found within the organisation and the influence it had on the success of the organisation. The study was done from the paradigm of personal and professional leadership which has as main trait, the believe that change should happen from within the individual, and not from the outside (Covey, 1992:42).

M.A. (Industrial Psychology) / Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.

Organisational values consist of enduring and indispensable tenets which underpin organisational culture and form the foundation for an organisation’s purpose and goals. It should represent a unique set of collectively shared values, which silently gives direction to the multitude of decisions to be made on a daily basis within the organisational domain. Unfortunately, companies seem to place an overt focus on articulating and promulgating their values as opposed to embedding it in the hearts and minds of their employees, who ultimately have to live the values. The challenge therefore still remains for organisations to not only articulate their values, but rather focus on inculcating and, in actuality, living these values, thereby making them a business ‘weapon’ - a powerful source to be reckoned with. The question arises: Are they getting it right? / Mini Dissertation (MCom (Industrial Psychology))--University of Pretoria, 2013. / ai2014 / Human Resource Management / MCom (Industrial Psychology) / Unrestricted

Thesis (MA)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: Individuals in South Africa are constantly confronted with career related challenges. As a result of high unemployment, affirmative action, the outsourcing of work and other changes in the economy, only the very best employees with relevant skills and qualifications can survive in the contemporary work place. Career self-management therefore cannot be neglected or left to the employer, but should be undertaken by each individual on a continuous basis. An unavoidable question, with which any individual will be confronted at some stage during the process of career management, is: 'Will career management necessarily have a positive effect on job performance?" The essential question of this study is whether there is a statistically significant relation between career self-management and job performance. In an effort to investigate and understand this relation more efficiently, a literature study was first undertaken concerning both the independent variable, namely career self-management, and the dependent variable, namely job performance. This was followed by an empirical investigation. Career self-management may be defined as the process by which individuals take well considered, informed, suitable decisions about their working lives. The process of career self-management consists of different components, namely career exploration, career goal setting, the development of career strategies and career evaluation. Career exploration includes self-exploration as well as exploration of the environment. Self-knowledge focuses on the acquisition of knowledge regarding internal aspects such as values, personality, aptitude, interests, weak points and strong points. Environment exploration, on the other hand, includes the acquisition of knowledge and information about the working environment. Career goal setting is the second component in the career self-management process, and involves the setting of challenging but realistic career goals by the individual for the short, medium and long term. The individual develops career strategies in order to realise career goals. Various types of career strategies may be distinguished, such as competence in the current position, extended involvement at work, development of skills, participation in organisational politics and the utilisation of opportunities by, for example, the creation of networks, self-nomination and visibility. After sufficient time has elapsed for the implementation of the strategies, the individual has to compare the identified goals with achieved goals and adjust the original career plan accordingly. These adjustments will in turn require further career exploration and the process will be repeated. The dependent variable, namely individual job performance, may be defined as the way in which a job or task is executed by an individual, group or organisation. An individual's job performance mainly depends on two aspects, namely ability and motivation (attempt). Ability refers to the individual's potential to successfully complete a task or job. Motivation is an internal driving force which moves an individual and which directs his/her behaviour in such a way that goals may be achieved. The empirical part of the study investigated the statistical relationship between the two constructs on a test sample, consisting of 307 individuals from 5 different sectors (mining sector, real estate sector, health care sector, bank sector, and production sector). The career self-management of these individuals was tested by means of two questionnaires, namely the Career Exploration Survey and the Career Strategies Inventory. Their job performance was measured by the Job Performance Questionnaire, which were handed to their managers/supervisors to complete. Statistical analyses showed that no statistically significant relationship exists between career self-management and job performance. Further statistical analyses also showed that there is no relation between any of the components of career self-management (career exploration, career goal setting, and development of career strategies) and job performance. The research results suggest that career self-management does not necessarily lead to improved job performance, even though an individual may manage his/her career constructively. / AFRIKAANSE OPSOMMING: Individue in Suid-Afrika word gereeld gekonfronteer met loopbaanverwante uitdagings. Die hoë werkloosheidssyfer, regstellende aksie, uitkontraktering en ander veranderinge in die ekonomie veroorsaak dat slegs die heel beste werknemers met relevante vaardighede en kwalifikasies in vandag se werkplek kan oorleef. Loopbaan-selfbestuur kan dus nie agterweë gelaat word of oorgelaat word aan die organisasie nie, maar behoort deur elke individu op 'n deurlopende basis gedoen te word. 'n Onvermydelike vraag waarmee enige individu op een of ander stadium tydens die loopbaanbestuursproses gekonfronteer sal word, is: "Sal loopbaanbestuur noodwendig 'n positiewe effek op werksprestasie hê?" Hierdie vraag het die essensie van die studie gevorm, naamlik of daar 'n statisties beduidende verband bestaan tussen loopbaan-selfbestuur en werksprestasie. Ten einde hierdie verband beter te kon ondersoek en verstaan, is 'n literatuurstudie eerstens oor beide die onafhanklike veranderlike, loopbaan-selfbestuur, en die afhanklike veranderlike, werksprestasie, gedoen, waarna die empiriese gedeelte van die navorsing gevolg het. Loopbaan-selfbestuur kan gedefinieer word as die proses waartydens individue weldeurdagte, ingeligte, geskikte besluite neem aangaande hulle werksiewens. Die proses van loopbaan-selfbestuur bestaan uit verskeie komponente, naamlik loopbaanverkenning, loopbaandoelwitstelling, die ontwikkeling van loopbaanstrategieë en loopbaanbeoordeling. Loopbaanverkenning sluit self-verkenning sowel as verkenning van die omgewing in. Selfkennis fokus op die verkryging van kennis met betrekking tot interne aspekte soos waardes, persoonlikheid, aanleg, belangstellings, swakpunte en sterkpunte, terwylomgewingsverkenning die verkryging van kennis en informasie oor die werksomgewing insluit. Loopbaandoelwitstelling is die tweede komponent in die loopbaan-selfbestuursproses en behels dat die individu uitdagende, dog realistiese loopbaandoelwitte stel - vir die korttermyn, mediumtermyn sowel as die langtermyn. Ten einde loopbaandoelwitte te laat realiseer, ontwikkel die individu loopbaanstrategieë. Verskeie tipes loopbaanstrategieë kan onderskei word, soos byvoorbeeld bevoegdheid in die huidige pos, uitgebreide werksbetrokkenheid, vaardigheidsontwikkeling, deelname aan organisasiepolitiek en die benutting van geleenthede deur onder andere die vorming van netwerke, selfnominering en sigbaarheid. Nadat voldoende tyd verloop het waartydens die strategieë geïmplementeer kon word, moet die individu die gestelde doelwitte met behaalde doelwitte vergelyk en op grond daarvan aanpassings maak ten opsigte van die aanvanklike loopbaanplan. Hierdie aanpassings sal weer verdere loopbaanverkenning verg en die proses word herhaal. Die afhanklike veranderlike, naamlik individuele werksprestasie, kan gedefinieer word as die wyse waarop In werk of taak gedoen word deur In individu, groep of organisasie. In Individu se werksprestasie is hoofsaaklik afhanklik van twee aspekte, naamlik vermoë en motivering (poging). Vermoë verwys na die individu se potensiaal om In taak of werk suksesvol af te handel. Motivering is In interne dryfkrag wat In individu beweeg en sy/haar gedrag rig sodat doelwitte behaal kan word. Die empiriese gedeelte van die studie het die statistiese verband tussen die twee konstrukte op In steekproef, bestaande uit 307 individue afkomstig van vyf verskillende sektore (mynsektor, eiendomsektor, gesondheidsorgsektor, banksektor, vervaardigingsektor), ondersoek. Hierdie individue se loopbaanselfbestuur is bepaal deur middel van twee vraelyste, naamlik die "Career Exploration Survey" en die "Career Strategies Inventory". Hul werksprestasie is gemeet deur middel van die "Job Performance Questionnaire", wat aan hul bestuurders / toesighouers gegee is om te voltooi. Statistiese analises het getoon dat daar geen statisties beduidende verband bestaan tussen loopbaan-selfbestuur en werksprestasie nie. Verdere statistiese ontledings het ook getoon dat daar geen verband tussen enige van die komponente van loopbaan-selfbestuur (loopbaanverkenning, loopbaandoelwitstelling en ontwikkeling van loopbaanstrategieë) en werksprestasie bestaan nie. Die gevolgtrekking wat op grond van die navorsingsresultate gemaak kan word, is dat, alhoewel 'n individu sy/haar loopbaan konstruktief mag bestuur, dit nie noodwendig tot verbeterde werksprestasie sal lei nie.

Thesis (MA)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: This study was prompted by two significant aspects within the South African training field. Firstly, the attitude of the South African Government towards training in terms of legislation made it evident that trainers will progressively playa more important role in organisations. Secondly, although literature regard the trainer as one of the important role-players in the training situation, no substantial research has been done on training style as an aspect that can influence the trainer's performance and ultimately the effectiveness of training. In order to address this void, the research was dedicated to determine whether a systematic relationship exists between the personality of a __trainer and his/her training style. The following topics were examined by means of a selective study of the literature: adult learners as the target _ of training programmes; pedagogy and andragogy as orientations to training; the trainer; the definition of training style; the trait theory of personality as the basis of the study; and empirical studies done on the topic prior to this study. In order to gather the necessary information, three questionnaires were administered to a sample of 96 trainers. The 16-PF, which is an established questionnaire, was used to collect data about the personality traits of the respondents. Furthermore, a questionnaire namely the Training Style Inventory was developed to measure the training style of trainers. Trainers were then accordingly grouped in one of five types of training styles. The last questionnaire gathered information regarding demographic aspects of the sample. The study found limited support for the hypothesis that there exists a systematic relationship between personality and training style. However, it was found that certain dimensions of personality do playa role in the manifestation of a certain training style. / AFRIKAANSE OPSOMMING: Hierdie studie was geinspireer deur twee opmerklike aspekte binne die Suid-Afrikaanse opleidingsveld. Eerstens, die Suid-Afrikaanse Regering se houding jeens opleiding in terme van wetgewing, het dit duidelik gemaak dat opleiers voortaan 'n toenemend belangrike rol in organisasies sal vervul. Ten tweede het navorsing reeds bevestig dat die opleier een van die belangrike rolspelers in die opleiding situasie is. Daar is egter tot op hede geen noemenswaardige navorsing gedoen op opleidingstyl as 'n aspek wat die werkverrigting van die opleier en uiteindelik die effektiwiteit van opleiding beïnvloed nie. Ten einde hierdie leemte aan te spreek, was die doel van hiedie navorsing om te bepaal of daar 'n sistematiese verband bestaan tussen die persoonlikheid van 'n opleier en syjhaar opleidingstyl. Deur middel van selektiewe literatuurstudie is die volgende ondersoek: die volwasse leerder as die teiken van opleidingsprogramme; pedagogie en andragogie as orientasies tot opleiding; die opleier; definiering van opleidingstyl; die trekteorie van persoonlikheid as die basis van die studie; en empiriese studies oor die onderwerp wat hierdie navorsing vooraf gegaan het. Om die nodige inligting in te samel is drie vraelyste deur 'n steekproef van 96 opleiers ingevul. Die 16-PF wat as 'n gevestigde meetinstrument bekend staan, is gebruik om inligting in te sameloor die persoonlikheidstrekke van die respondente. Voorts is 'n vraelys naamlik die Training Style Inventory ontwikkelom die opleidingstyl van die opleiers te meet. Opleiers is daarna ooreenkomstig gegroepeer in een van vyf opleidingstyle. Die laaste vraelys het inligting ingesamel aangaande die demografiese aspekte van die steekproef. Die studie het beperkte steun gevind vir die hipotese dat daar 'n verwantskap bestaan tussen persoonlikheid en opleidingstyl. Daar is egter gevind dat sekere dimensies van persoonlikheid wel 'n rol speel in die verklaring van die manifestering van 'n sekere opleidingstyl.

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, 2000. / ENGLISH ABSTRACT: The need for the wise employee in modern organisations can, especially in the light of technological advancement and global competition, not be denied. The current work environment is dynamic and poses numerous challenges to employees. Attributes such as insight, good judgement and decision-making are required; attributes that correlate with wisdom. Certain personality attributes such as maturity, tranquility, flexibility and empathy are often being used in the description of wise individuals and are also being set as requirements for the modern employee. Research and studies with regard to wisdom are limited. As limited and contradictory results exist with regard to the Industrial Psychological enquiry into wisdom, a need exists for further research, especially with regard to the circumstances and factors that are applicable to the South African business organisation. As a potential relationship between wisdom and personality traits exists, it has been set as the subject of investigation for this study. Certain personality traits grant possible access to or might faseilltate the development of wisdom. If the wise employee can be identified by means of a personality test, it can be of significant value in for example the selection process. Wisdom, for the purpose of this study, refers to expert knowledge with regard to insight, good advice and judgement for complicated life problems. The concept of personality is for the purpose of the study, based on the trait approach where the second order factors of the 16 PF-questionnaire, namely extroversion, anxiety, tough mindedness, independence and compulsivity, serve as the structural components of personality. The sample comprises 67 employees who are employed at the central office of a big South African retail company. A wisdom knowledge instrument has been used for the measurement of wisdom knowledge where participants advise on three difficult life problems. The adjusted evaluation instrument of Hira and Faulkender (1997), based on Smith and Baltes' definition of wisdom (1995) as an expert knowledge system, has been used by two evaluators for the evaluation of the responses. The biographical questionnaire was specifically developed to comply with the requirements of the investigation. The results of this investigation shows that a significant correlation between wisdom knowledge and the second order personality factors (-traits) of the 16PF exists, namely anxiety and independence. No significant correlation has been found between wisdom knowledge and the other three second-order factors, namely extroversion, tough mindedness and compulsivity. The personality traits have also indicated a low, but significant variance of the wisdom counts. Personality nevertheless shows a correlation with wisdom, in this study. Biographical variables that show a significant positive correlation with wisdom knowledge counts are sex and level of training. Male participants have performed significantly better than female participants. It is evident from the study that age does not have a significant influence on wisdom knowledge performance. It is also evident from the results that the measuring instrument reflects a valid measurement of wisdom performance and that the two evaluators' evaluations show a positive correlation with each other. Conclusions and suggestions for future research are made in accordance with the results of the investigation. / AFRIKAANSE OPSOMMING: Die behoefte aan die wyse werknemer in hedendaagse organisasies kan, veral in die lig van snelle tegnologiese verandering en globale kompetisie, nie meer ontken word nie. Die hedendaagse werksomgewing is vinnigveranderend en stel talle uitdagings aan werknemers. Eienskappe soos insig, goeie oordeel en besluitneming word vereis, eienskappe wat met wysheid verband hou. Sekere persoonlikheidseienskappe soos volwassenheid, rustigheid, buigsaamheid en empatie word dikwels in die beskrywing van wyse persone gebruik en word ook as vereistes vir die hedendaagse werknemer gestel. Navorsing en studies ten opsigte van wysheid is beperk. Aangesien beperkte en teenstrydige resultate bestaan ten opsigte van die Bedryfsielkundige ondersoek na wysheid, bestaan daar 'n behoefte aan verdere navorsing, veral ten opsigte van die omstandighede en faktore wat van toepassing is op die Suid- Afrikaanse besigheidsorganisasie. Aangesien daar 'n potensiële verband tussen wysheid en persoonlikheidstrekke bestaan, is dit as die onderwerp van ondersoek vir hierdie studie gestel. Sekere persoonlikheids- eienskappe verleen moontlik toegang tot of fasiliteer die ont- wikkeling van wysheid. Indien die wyse werknemer deur middel van 'n persoonlikheidstoets geïdentifiseer kan word, kan dit van belangrike waarde wees in onder andere die keuringsproses. Wysheid verwys vir die doel van hierdie studie na ekspert kennis ten opsigte van insig, goeie raad en oordeel tot ingewikkelde lewensprobleme. Die begrip van persoonlikheid is vir die doel van die studie op die trekbenadering gebaseer waar die tweede-orde faktore van die 16 PF-vraelys; naamlik ekstroversie, angs, geharde ewewig, onafhanklikheid en kompulsiwiteit, as die strukturele komponente van persoonlikheid dien. Die steekproef bestaan uit 67 werknemers wat by die sentrale kantoor van 'n groot Suid-Afrikaanse kleinhandelsmaatskappy werksaam is. Vir die meting van wysheidskennis is 'n wysheidskennis- instrument gebruik waar deelnemers advies moet verskaf ten opsigte van drie moeilike lewensprobleme. Die aangepaste nasieninstrument van Hira en Faulkender (1997), wat op Smith en Baltes (1995) se definisie van wysheid as 'n ekspert kennissisteem gebaseer is, is deur twee evalueerders gebruik in die evaluering van die response. Die biografiese vraelys is ontwikkelom spesifiek aan die vereistes van die ondersoek te voldoen. Die resultate van hierdie ondersoek toon dat daar slegs beduidende korrelasies tussen wysheidskennis en die tweede-orde persoonlikheidsfaktore (-trekke) van die 16 PF angs en onafhanklikheid bestaan. Geen beduidende korrelasies tussen wysheidskennis en die ander drie tweede-orde faktore naamlik ekstroversie, geharde ewewig en kompulsiwiteit is gevind nie. Die persoonlikheidstrekke het ook 'n lae, maar beduidende variansie van die wysheidstellings getoon. Persoonlikheid toon dus wel 'n verband met wysheid in hierdie studie. Biografiese veranderlikes wat 'n beduidende positiewe verband met wysheidskennistellings toon, is geslag en vlak van opleiding. Manlike deelnemers het beduidend beter presteer as die vroulike deelnemers. Uit die studie blyk dit dat ouderdom nie 'n beduidende invloed op wysheids- kennisprestasie uitoefen nie. Dit blyk ook vanuit die resultate dat die metingsinstrument 'n geldige meting van wysheidsprestasie weergee en dat die twee evalueerders se evaluasies 'n positiewe korrelasie met mekaar toon. Gevolgtrekkings en aanbevelings vir toe- komstige navorsing word op grond van die resultate van die ondersoek gemaak.