Leadership has been defined as the competencies and processes required to enable and empower ordinary employees to do extraordinary things in the face of adversity, it has the added advantage of constantly delivering superior performance to the benefit of individual employees and the organisation, thereby improving returns on investment for shareholders. These behaviours include being skilled in emotional competencies. This study focused on the emotional intelligence factors considered characteristic of effective leaders. Forty-eight high potential leaders (HPL) that were selected as part of the companies talent management program were included in the study. Their ratings on the 360-degree Emotional Competency Profiler (ECP) where compared to a group of twenty-four employees that were excluded from this program. Qualitative and quantitative methods where used to explore the relationship between leadership and emotional intelligence. Focus groups were used as qualitative method to determine the relationship between emotional intelligence as measured using the Emotional Competency Profiler (ECP), leadership and the leadership requirements placed on leaders as documented within the talent management program. The results from these discussions indicated a positive relationship between, emotional intelligence, leadership theory and the leadership requirements of the company. Quantitative methods where used to compare the ratings of leaders with nonleaders. The gap identified between current EQ behaviour and the importance of the EQ behaviour were used to indicate the leadership demands placed on the high potential leader and non-leader groups. The outcome of the study indicated the value and application of emotional intelligence (EQ) as component of effective leadership. It is well known that emotionally intelligent leaders have the ability to engage the hearts, minds and imaginations of ordinary people. They inspire people to perform beyond their own expectations. These leaders create a sense of ownership, belonging, security and joint destiny in situations of uncertainty and change. The result is that employees trust these leaders and approach their jobs with greater commitment. The resulting teamwork, mutual support and co-operation create a work environment were employees become creative and innovative. Teams with emotionally intelligent leaders reach a level of synergy that lifts their performance to a level that is more than the sum total of the individual contributions. / Thesis (MBA)-University of Natal, Durban, 2003.

Leadership has been defined as the competencies and processes required to enable and empower ordinary employees to do extraordinary things in the face of adversity, it has the added advantage of constantly delivering superior performance to the benefit of individual employees and the organisation, thereby improving returns on investment for shareholders. These behaviours include being skilled in emotional competencies. This study focused on the emotional intelligence factors considered characteristic of effective leaders. Forty-eight high potential leaders (HPl) that were selected as part of the companies talent management program were included in the study. Their ratings on the 360-degree Emotional Competency Profiler (ECP) where compared to a group of twenty-four employees that were excluded from this program. Qualitative and quantitative methods where used to explore the relationship between leadership and emotional intelligence. Focus groups were used as qualitative method to determine the relationship between emotional intelligence as measured using the Emotional Competency Profiler (ECP), leadership and the leadership requirements placed on leaders as documented within the talent management program. The results from these discussions indicated a positive relationship between, emotional intelligence, leadership theory and the leadership requirements of the company. Quantitative methods where used to compare the ratings of leaders with nonleaders. The gap identified between current EQ behaviour and the importance of the EO behaviour were used to indicate the leadership demands placed on the high potential leader and non-leader groups. The outcome of the study indicated the value and application of emotional intelligence (EO) as component of effective leadership. It is well known that emotionally intelligent leaders have the ability to engage the hearts, minds and imaginations of ordinary people. They inspire people to perform beyond their own expectations. These leaders create a sense of ownership, belonging, security and joint destiny in situations of uncertainty and change. The result is that employees trust these leaders and approach their jobs with greater commitment. The resulting teamwork, mutual support and co-operation create a work environment were employees become creative and innovative. Teams with emotionally intelligent leaders reach a level of synergy that lifts their performance to a level that is more than the sum total of the individual contributions. / Thesis (MBA)-University of Natal, Durban, 2003.

In overseas, Emotional Intelligence (EI) is a very important topic in Human Resource Management. It is important as EI is the major factor in a person¡¦s thoughts, motive, willingness and actions. EI is a key factor for a person¡¦s achievement. If an organization is lacked of the capability in EI management, the organization will reduce its internal relation, hence reduced in its efficiency. In the globalization environment, to prolong the advantages and compete in the market, globalize human resource management strategy based on the competency being created. As thus, Competency Models application makes all activities inside the organization more efficient. The employee could be placed on the appropriate task, creating the best human resource in the organization. The purpose of the human resource management activities, are to suit the organization performance goals and market competing strategies. If the job competency management technique could be enhanced, not only it could help to strengthen the organization human resource capital, increase the human resource capability to meet the organization mission and performance goals. This thesis is to study on the relationships between the Emotional Intelligence, Competency and Human Resources Management Activities, with the Company P as case study. Using questionnaire directed to the P Company staffs registered in the Competency Database. The Chinese Questionnaires are translated from the literatures and the interviewing of the company management staffs, using the Attitude Index of the Core Competency and leadership Competency in the Competency Dictionary. In the study, a total of 427 questionnaire papers been released, with the 195 papers of them received. Effective Collection Rate is 45.67%. After the Factor Analysis, Reliability Analysis, Correlation Analysis and Multiple Regression Analysis, following are the important findings from the study. 1. Distinct Emotion has a positive effect to the core competency and leadership competency. 2. Emotional recovery capability and core competency has negative effect. 3. Core competency and leadership competency are having positive correlation to the Human Resource Management activities in Recruitment, Succession Planning, Performance Management, Training & Development and Competency Models achievement. 4. Leadership Competency is having a positive correlation to the Human Resource Management activities achievement. 5. Competency could be a bridge for the Emotional Intelligence and Human Resource Management activities. Competency has mediating effect between the Emotional Intelligence and Human Resource Management activities.

Thesis (Ph. D.)--Washington State University, August 2006. / Includes bibliographical references (p. 136-152).

Effective leadership can and does influence organizational performance. The Executive Success Profile, a multi-rater feedback instrument, was used to gather perception data on 51 executives and 310 senior managers of a large Fortune 500 electronics manufacturing company in regards to three critical leadership dimensions: visionary thinking, empowering others, and global perspective. Paired t-tests were run to compare the means of the two samples. Significant differences were found between executives and senior managers on the perceived importance of and ability to perform on the empowering others dimension. Additionally, correlational measures indicate a statistically significant relationship between importance and competence ratings on the empowering others and global perspective dimensions for executives, and on the empowering others dimension for senior managers.

Indiana University-Purdue University Indianapolis (IUPUI) / The purpose of this research was to investigate the social and cultural constructions of leadership and how search committee members evaluate candidates for leadership positions. Moreover, how they conceptualize, measure, and evaluate leadership potential of candidates. To explore this issue, the following research questioned were answered: How do members of an executive search committee construct their views of leadership?; In what ways do the individual, social, and cultural constructions of leadership held by search committee members influence behaviors and outcomes of a search committee? In this study, I investigated how members of a search committee constructed their views of leadership and in turn how this influenced the search process for an executive leader. In order to explore this issue, this study is approached through the constructivism paradigm and informed by critical inquiry, using case study methodology. I followed one executive search process from the charge meeting until the committee made its recommendation to the hiring authority. The unit analyzed in this search employed a leadership competency model and tools which mapped to this model, in an effort to mitigate the influence of bias. I used semi-structured interviews with committee members to understand their views on leadership. I supplemented interviews with observations and document analysis as means of collecting data for the study. Three findings emerged through data analysis: the role of background and identity on views of leadership, the influence of personal and societal constructions of leadership on individual behaviors and search outcomes, and the application or utility of using a leadership competency model. Through my findings, I demonstrated how individual’s background and identity shaped their perceptions of what it meant to be a leader. Additionally, how they rated and talked about candidates matched their individual views about leadership rather than the leadership competency model they were asked to use. More specifically, analysis illuminated that minoritized search committee members had drastically different beliefs about leadership and experiences serving on the search committee. I concluded the study by outlining implications for policy, future practice, and future research, including offering a conceptual framework and tools for an equity-minded search process.

This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts. Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate. The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential.

This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts. Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate. The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential.

Magister Commercii - MCom / Equitable access to quality health care is an essential element and a fundamental right for human development in any country. The South African health system prior to 1994 can be construed as one characterised with inequality and human development disparity. Various policies have since been promulgated and implemented to redress the inequalities of the past. Poverty related illnesses remain widespread, the reemergence of infectious diseases and social impacts are putting additional pressure on an already overburdened health system. These challenges have heightened expectations for leadership to manage the health system of the country more effectively and efficiently. A shortage of critical skills and trained health personnel have been cited as two of the major challenges for effective quality care within the health sector and have been described by The World Health Organisation as the heart of any successful health system in any country (Coovadia et al. 2009). However, there is a severe lack of formal evaluation of the competencies of hospital managers, as well as their needs for future training in South Africa. The public has become more health conscious and the request for quality care is increasing, demanding health professionals with increased levels of competence. There is a paucity of research in the health management literature that systematically specifies and assesses which competencies are important to facilitate leadership development, especially in a developing country context. The research aims to identify and determine a comprehensive set of managerial competencies for health leadership in South Africa that could enable leaders to successfully lead the health sector beyond the 21st century. The research is based on the National Center for Health Leadership (NCHL) framework that was developed through a synthesis of the literature on leadership and management competencies in health and related domains (NCHL, 2006). A survey approach using a pre tested questionnaire was administered to management in public and private sector hospitals. Respondents were asked to rate the level of importance of each of the 80 competency statements pertaining to the National Center for Health Leadership competency model.

Leadership development has become a focal area for most organisations today in an attempt to ensure that leaders are able to take them into the future and achieve a competitive advantage. Literature reveals that, among others, one of the most popular initiatives in leadership development includes the use 360-degree feedback. Due to the sensitivity and challenge of giving and receiving 360 degree feedback, it is essential to understand the subjective experience of manager's who have recently undergone the process as well as the factors which influence and are influenced by the process. To achieve this, a grounded theory study was conducted in a large manufacturing organisation. The data was collected through focus group interviews with a voluntary sample of senior managers who had participated in a 360 degree feedback process. The outcomes of the study include a definition of "subjective experience" as well as a substantive theory on the subjective experience of 360-degree feedback as a tool in leadership development. Findings indicate that individual's reactions coupled with the perception of both the accuracy and utility of the process are key contributors which form the essence of "subjective experience". Past experience, present information and context were further identified to be key intervening variables of a manager's subjective experience of 360-degree feedback as a tool in leadership development. A number of limitations within this study are explained and recommendations for future research and organisations are provided. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)