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Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

Thesis (Ph.D. (Movement Science Education))--North-West University, Potchefstroom Campus, 2008.

Objective . The purpose of this study was to determine if the leadership behavioral practices of female and male high school principals were similar or different. Methodology . The Leadership Practices Inventory - Individual Contributor (LPI-IC) form was sent to a random sample of 300 (100 females and 200 males) of the 898 public high school principals in California. The response rate was 45 percent (N = 123; 79 males and 44 females). The typical principal had served six years, with an average of 13 years as a teacher. Key findings . While female principals generally reported higher scores than their male counterparts on the five leadership practices, there were no statistically significant differences between the two groups on Challenging, Enabling, and Encouraging. On both Inspiring and Modeling, the scores of female principals were higher than those of male principals. Number of years as a principal was not correlated with any of the five leadership practices; and the same was true for number of schools as a high school principal. Challenging and Inspiring were significantly correlated with number of years as a teacher.

Leadership as a concept has been an area of significance for several decades. While the contribution of research to leadership concept in the industry has been substantial the same cannot be claimed with regard to the Higher Education Institutions (HEIs). There is a paucity of research studies in the context of HEIs, particularly in regard to business schools. Deans of business schools were hardly the subject of research in the leadership literature till recently. But with collapsing business empires in the last decade (for instance Lehman Brothers), business school deanship came under scrutiny as the leaders in those business empires that collapsed were graduates of renowned business schools. The review of the literature with respect to challenges affecting HEI and business school leadership threw up many challenges. The challenges investigated were leadership styles, leadership practice, leadership effectiveness, decision quality, follower commitment, follower satisfaction, management style, organisational setting and orgaisational culture. Each challenge was assumed as a factor affecting deans of business schools as leaders. The review of the literature provided the theoretical basis for determining the nature of each factor. Leadership style was defined as the independent variable influencing leadership practice. Five leadership styles namely transactional, transformational, laissez-faire, democratic and autocratic leadership styles were made as independent variables to determine leadership practice. Leadership practice was identified as the independent variable influencing leadership effectiveness although the relationship between leadership practice and leadership effectiveness was supposed to be influenced by mediating factors namely decision quality of deans of business school, follower satisfaction and follower commitment. Academic and administrative staff were considered as the followers. Management style and organisational setting were considered as moderating variables of leadership practice of deans of business schools. Oraganisational structure was used to represent organisational setting as the variable. Organisational culture was used as the control variable. The theoretical framework was drawn to represent the linkage between the factors. The model developed was supported by already established theories that were tested for reliability and validity. The leadership style and leadership effectiveness models were developed which was the focus of this research. Leadership style-leadership practice linkage provided the theoretical framework to determine the style practised by the deans. Leadership practiceleadership effectiveness linkage mediated by decision quality, follower commitment and follower satisfaction provided the theoretical framework to determine the leadership effectiveness. Survey questionnaire was the method used to collect data. The questionnaire was sent to 600 academic and administrative staff members of business schools from eight different countries. The results showed that the transactional leadership style was the leadership style practised by the deans of the business schools. Other findings were as follows. That transactional leadership indirectly but positively influenced the leadership effectiveness of deans through decision quality and follower satisfaction. The mediation of the transactional leadership practice-leadership effectiveness linkage by decision quality and follower satisfaction was significant and in the positive direction. Management style and organisational structure were found to act as moderating variables of transactional leadership practice of deans positively. Transformational, laissez-faire, democratic and autocratic leadership styles were found to have significant and positive correlation with transactional leadership style implying that these four styles could moderate the transactional leadership style-leadership practice linkage. The study offers insights into how deans of business schools might develop their leadership attributes either by enhancing their transactional leadership style or changing their style or combining different styles to suit the situation.

This study focussed on the systems psychodynamic perspective of how different leadership styles (paranoid, schizoid, depressive, compulsive and histrionic) deal with change as measured in a focus group consisting of four psychologists. How the different styles deal with change was compared to the definitions established to distinguish the key tendencies apparent during change for each style. Content analysis was applied to determine an integrative profile for each style during change. Though each of the styles responds in distinctly different ways when faced with change, all show a heightened level of reaction on the interpersonal dimension, indicating that change dramatically affects leader-follower relationships. The findings highlight the reversion during change to extreme self-interest and a tendency to use the team to serve this self-interest. Recommendations were presented to create reflective space so the leader may, through insight, be in a position to establish collaborative leader-follower relationships that are open to change. / Indust & Org Psychology / MCOM (IND PSYCHOLOGY)

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The research study investigates the impact of different leadership styles on group performance and group cohesiveness within a highly technical environment. A secondary study is conducted to assess the relationship between group performance and group cohesiveness. The literature provides information on the three main topics, namely leadership, performance and cohesiveness. The statistical information was gathered using the Multifactor Leadership Questionnaire, the Teamness Index Questionnaire and the 2008 performance ratings of the technical company. A sample of 16 leaders and 173 raters were used to complete the questionnaires. The Multifactor Leadership Questionnaire was used to determine the transformational and transactional leadership dimensions of each leader, while the Teamness Index was used to assess the group cohesiveness. The group performance ratings were obtained from the managers of the respective groups. All the data was statistically analysed to determine the relationships between the dependent variables (performance and cohesiveness) and the independent variables (transformational leadership, transactional leadership and cohesiveness). The research revealed that there is a positive correlation between performance and the leadership styles, as well as between group cohesiveness and the leadership styles. The strongest positive correlation was found between performance and group cohesiveness. Although these positive correlations were present, the research found a single significant positive linear relationship through regression analysis between cohesiveness and the transformational leadership style. No other significant relationships could be established through hypotheses testing. This research adds a new dimension to group performance, leadership and group cohesiveness. This research is significant in that no similar research exists within the South African context and it thus adds to the body of leadership knowledge. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die impak van verskillende leierskapstyle op groepprestasie en groepsamehang in 'n hoogs tegniese omgewing. 'n Sekondere ondersoek is gedoen om die verhouding tussen groepprestasie en groepsamehang te bepaal. Die literatuurstudie werp lig op die drie hoofonderwerpe, naamlik leierskap, prestasie en samehang. Die statistiese inligting is ingesamel deur die gebruik van die "Multifactor Leadership Questionnaire", "Teamness Index Questionnaire" en die 2008-prestasiebeoordelings van die tegniese maatskappy. 'n Steekproef van 16 leiers en 173 beoordelaars is gebruik om die vraelys te beantwoord. Die "Multifactor Leadership Questionnaire" is gebruik om vas te stel wat die transformasionele en transaksionele leierskapsdimensies van elke leier is, terwyl die "Teamness Index" die groepsamehang bepaal het. Die groepprestasiebeoordelings is van die bestuurders van die onderskeie groepe verkry. Al die data is op 'n statistiese wyse geanaliseer om die verhoudings tussen die afhanklike veranderlikes (prestasie en samehang) en die onafhanklike veranderlikes (transformasionele leierskap, transaksionele leierskap en samehang) te bepaal. Hierdie studie het bevind dat daar 'n positiewe korrelasie bestaan tussen prestasie en leierskapstyle, en ook tussen groepsamehang en leierskapstyle. Die sterkste positiewe korrelasie is tussen prestasie en groepsamehang bespeur. Selfs al is hierdie positiewe korrelasies geidentifiseer, kon slegs 'n enkele betekenisvolle positiewe liniêre verhouding vasgestel word tussen groep samehang en transformasionele leierskapstyl. Geen ander betekenisvolle verhoudings kon deur die toetsing van die hipotese vasgestel word nie. Die ondersoek voeg 'n nuwe dimensie tot groepprestasie, leierskap en groepsamehang. Die studie is betekenisvol omdat daar geen ander soortgelyke studie in 'n Suid Afrikaanse raamwerk bestaan nie, en dus dra dit by tot die leierskapskennisgebied.