published_or_final_version / Real Estate and Construction / Master / Master of Science in Construction Project Management

The paper explores the complex nature of the postmodern world in which leaders find themselves and questions the appropriateness of the current discipline-based structure of MBA education in terms of its usefulness to develop effective postmodern leaders. What is called for is an approach to problem solving that is heuristic and also a tolerance for the temporal nature of solutions, flexibility, and multiple perspectives and inputs. Transdisciplinarity, which focuses on bringing together these different perspectives, provides a useful platform where developing leaders can engage with the dynamic and complex environment of a postmodern era. The nature of transdisciplinarity, from the perspective of a number of theorists, is presented. Furthermore, synergies between the transdisciplinary approach and the nature of postmodern leadership are identified and analysed. The paper examines synergies between transdisciplinarity and other scientific paradigms such as social constructivism, critical management theory, postmodernism, social cognitive theory, critical pedagogy, systems theory, complexity theory, cybernetics, narrative psychology, critical reflexivity, and others. The methodology is qualitative and involves the observation of a number of lecturing sessions at Business Schools in the United Kingdom, United States and South Africa, with the objective of noting whether any elements of transdisciplinary learning are evident. These observations are followed up with individual interviews with selected lecturers. The paper concludes with an analytical discourse on the value that a transdisciplinary andragogy can add to leadership development, particularly in relation to assisting students with embracing the complex challenges of leading in a postmodern era. The paper concludes that there is a significant lack of alignment with the prevailing approach to learning methodology in MBA programs and the nature of the postmodern world. The research recommends that a transdisciplinary learning methodology has a great deal to offer in terms of providing a learning environment for an emerging leader, that will equip him or her to be effective in a postmodern environment. Tools and methodologies for implementing a transdisciplinary approach to leadership development are suggested and outlined in some detail. / Psychology / (Ph. D. (Industrial and Organizational Psychology))

The study is set out to investigate effectiveness of the leadership development programme in changing leadership practices in Markham, and also determines if the programme graduates implement the knowledge and skills learned. The research design is predominantly qualitative. Data collection was through usage of the MLQ, the unstructured questionnaire and semi-structured interviews. The leadership development intervention was reported to be excellent by most participants, and effective in developing effective leadership competencies. Though positive results were reported about the programme being able to change leadership behaviours in Markham, there are certain areas that can be improved to maximise and optimise the learning of the leaders. Additional learning methodologies may be incorporated or used in conjunction with the Markham Experience, with the purpose of continuously reinforcing the learning, application of knowledge and ensuring that the change at behaviour level is sustained for a long period of time. / Business Management / M.Tech (Human Resource Development)

Effective leadership has been found to be a key determinant of organisational success. Effective leadership does not only involve the ability to influence and inspire others, it is the ability to lead subordinates according to the competencies that they value. The focus of this study is on determining what in fact the future South African graduate workforce will value in a leader. Effective leadership and the competencies that subordinate's value is especially relevant today as leadership is forced to contend with an increasingly diverse workforce. This diversity necessitates the need for a leadership style to be congruent with what subordinates of diverse genders and cultures will value, so to be effective. Existing studies have indicated that gender and culture influence what subordinate's value in a leader, however it is evident from the results of this study, that this is not entirely the case. Regarding gender, the female and male respondents in this study value similar competencies in their leader, indicating that there is no distinct set of competencies that will be valued by male and female graduates. With respect to culture, the respondents value a mixture of competencies that combine both African and Western leadership practices, values and philosophies, indicating that there is no distinct set of competencies that will be valued by African, Coloured, Indian and White graduates. On the basis of this research, the recommendation is that for leaders to be effective in the 21 st century, a leader must be loyal and inspirational, have vision and integrity and lastly must be open and honest with their subordinates

The purpose of this qualitative case study was to explore with a group of nine NYC high school department chairs from three different Modern Orthodox yeshivas, their perceptions of their role and responsibilities, their perceptions on how they manage any challenges they might face, how they support professional growth through any of the four pillar practices of teaming, collegial inquiry, mentoring, and providing leadership roles, and how their descriptions of their role as department chair connected to Learning Forward’s 10 roles for teacher leadership. I conducted two ninety-minute interviews with the nine participants, observed one department meeting for each participant, and piloted a survey to 24 department chairs within the three Modern Orthodox yeshivas in my study. In terms of responsibilities, I found that all nine department chairs had difficulty differentiating between the terms “role” and “responsibilities” because of the ambiguity within the role, all nine chairs described administrative responsibilities in their roles which varied by discipline and by years of experience, and all three English chairs seemed to unify their departments through their curricular responsibilities. I also found that all nine chairs described enacting all ten of Learning Forward’s Leadership Roles through their various responsibilities at different times. In terms of challenges and supports, I found that there were four types of challenges department chairs described: (a) feeling ill-prepared when first becoming chair, (b) facing conflicts with teachers in their departments during that time, (c) teaching a full course load as chair, and (d) challenges with chairing during the month of November. I identified five ways department chairs found support for these challenges: (a) from an individual on the school’s leadership team, (b) other department chairs, (c) the teachers in their departments, (d) outside mentoring programs, and (e) their partners. In terms of pillar practices, I learned that the chairs who described feeling supported by the pillar practices when they took on the role (5/9) used these supports in their own practice with teachers in their departments. Additionally, all nine chairs described aspects of teaming, collegial inquiry, mentoring, and providing leadership roles to teachers as a means of support. Finally, I found that the chairs who responded to the survey (n=24) reported creating a holding environment for the teachers in their departments through the pillar practices teaming and collegial inquiry by having teachers in their departments share ideas, sharing decision making with their teachers, reflecting with teachers on their practice, and engaging in meaningful conversations with their teachers about teaching and learning. My findings have implications for school leaders, education leadership theorists, and education leadership preparation programs.

This study investigated the leadership perceptions of males and females from a leadership categorization (Lord, Foti, & Phillips, 1982) perspective. Subjects read vignettes of male and female student leaders which differed in terms of prototypicality of exhibited leader behaviors. Various measures were administered to assess leadership perceptions. Results showed that prototypicality of behavior accounted for general leadership impressions, while gender of the target accounted for accuracy on a recognition of behaviors measure. Subjects showed both a tendency to process information veridically and to use categorization principles. These results are discussed in terms of conditions that might emphasize gender as the basis for categorization and subsequent leadership perceptions (i.e., task complexity). It is these latter situations in which stereotypes about female leaders will be detrimental. / Master of Science

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)

Thesis (MPhil)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: In the private health care sector the demand for skilled registered nurses as shift leaders exceeds the supply. The shift leader of each shift plays an important and essential role in the nursing unit. The Management and Leadership Fundamental (MLF) programme has been developed to provide, equip and empower registered nurses with the best skills, knowledge and attitudes to lead a shift with confidence. The aim of this study was to investigate and evaluate the facilitation and mentoring experiences of the registered nurses as learners who completed the MLF programme successfully. A qualitative methodology was used to address the research questions of the discussion guide in the real life situation. The discussion guide consisted of four sections: section one focused on facilitation, section two on mentoring, section three on management, and the focal point of the fourth section was on the MLF programme. The data were collected by means of structured interviews conducted with 14 registered nurses as learners who had completed the MLF programme. The data were analysed by doing verbatim transcriptions of the interviews, using coding and an Excel spreadsheet analysis. The results revealed that facilitation and mentoring can contribute significantly to the success of the MLF programme. / AFRIKAANSE OPSOMMING: Die aanvraag na bevoegde geregistreerde verpleegkundiges as skofleiers in privaat hospitale oorskrei die aanbod. Die skofleier in die verpleegeenheid vervul ’n belangrike en essentiële rol tydens die skof sodat kwaliteit produktiewe gehalte sorg aan pasiente gelwer kan word. Die ‘Management and Leadership Fundamental (MLF)’ program is ontwikkel om die geregistreerde vepleegkundige as skofleier toe te rus met die nodige kennis, vaardighede en ingesteldheid om met vertroue ‘n skof te kan lei. Hierdie navorsing ondersoek en evalueer die geregistreerde verpleegkundige as leerder se ervarings van fasilitering en mentorskap tydens die MLF program wat hul suksesvol voltooi het. Kwalitatiewe navorsing is gebruik om die navorsingsvrae in die werklike situasie te ondersoek. ‘n Besprekingsgids is ontwerp met navorsingsvrae in vier afdelings: afdeling een se fokus was op fasilitering, afdeling twee het gefokus op mentorskap, afdeling drie het gefokus op bestuur en afdeling vier se fokus was op die MLF program self. Die data is versamel met behulp van gestruktureerde onderhoude wat gevoer is met 14 geregistreerde verpleegkundiges as leerders wat die MLF program suksesvol voltooi het. Die data analise het bestaan uit verbatim getranskribeerde onderhoude, die kodering daarvan asook ‘n gerekordeerde Excel ontledingstaat. Die resultate van die ondesoek het aangetoon dat fasilitering en mentorskap ‘n betekenisvolle bydrae kan lewer tot die sukses van die MLF program.

The purpose of this study was to examine the leadership characteristics of respiratory care program directors and determine the relationship between the director's leadership style, effectiveness, faculty satisfaction, extra effort, and program outcomes. Differences between the directors' perceived leadership style and faculties' perception of the directors' leadership style were also examined. Directors' leadership styles were measured by the Multifactor Leadership Questionnaire (MLQ). Director, faculty and program information was measured with a researcher-designed questionnaire. CoARC accredited program directors (n=321) and their full and part-time faculty (n=172) received an e-mail and a web link to obtain demographic information. All participants received an e-mail from Mind Garden, Inc. with a web link to complete the MLQ. Regression analysis and t tests were used to analyze the data. The results found a significant relationship between faculty satisfaction, extra effort, and perceived director effectiveness and each of the predictors transformational, transactional, and passive/avoidant leadership behaviors. There was no relationship between program director leadership style and program outcomes. This study found no difference between the directors' and the faculty's perception of the directors' transformational and transactional leadership behaviors. However, there was a significant difference between the directors' and the faculties' perception of the directors' passive/avoidant behavior. / by Nancy L. Weissman. / Thesis (Ph.D.)--Florida Atlantic University, 2008. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2008. Mode of access: World Wide Web.

A need for a South African leadership-unit performance structural model, created from the performance index and second-order factor structure of the Leadership Behaviour Inventory was established. This study focuses on the creation of such a second-order factor structure. Theron and Spangenberg (2005) identified three plausible models and highlighted two for further analysis. Theoretical scrutiny supported the two proposed models. The two-factor model was created from the multifactor leadership questionnaire's transformational and transactional second-order factors (Avolio, Bass & Jung, 1999) and the three-factor model comprised the general leadership, management behaviour and supervisory leadership second-order factors of House (1995). Factor analysis, exploratory factor analysis and confirmatory factor analysis were conducted on the proposed models. Results indicated average-fitting models. The five-factor model proposed by Theron and Spangenberg (2005) comparatively has an improved fit and is viewed as the most plausible model for the creation of the leadership-unit performance structural model. / Psychology / M.A. (Psychology)