The purpose of this study was to investigate the importance of effective school leadership. The study was conducted in senior secondary schools in the southern region of Botswana. The southern region comprises of the south and south central regions which has twelve (12) senior secondary schools, out of which seven (07) schools were randomly sampled for the study. Both interviews and questionnaires were used as research tools. One hundred and eighty nine (189) questionnaires were distributed and only one hundred and four (104) were completed and returned. Eight interviews were conducted among school leaders. Results from the questionnaires were analyzed using frequencies, percentages and tables. Results from the interview were analyzed within a framework that was structured along the lines of the research questions. The study reveals that most of the teachers have a teaching qualification (PGDE), have adequate teaching experience, and are generally young (30-35 years). In terms of position of responsibility, most of them are clustered around senior teacher II (42.3%) and teacher/educator (36.5%). The study also reveals that schools performance is hampered largely by indiscipline and laziness towards schoolwork by both stakeholders. The school leaders must act as catalysts in creating a learning environment and be actively involved in implementing improvement strategies that help both students and teachers to enhance their learning and achievement (cf. 2. 16. 2). / Thesis (M.Ed)--North-West University, Mafikeng Campus, 2007

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Made available in DSpace on 2016-04-25T16:44:35Z (GMT). No. of bitstreams: 1 Dissertacao Final 23 nov 05.pdf: 659695 bytes, checksum: 26500e108b828b8a8f98dc43a6af772f (MD5) Previous issue date: 2005-12-15 / Leadership has been considered one of the basic issues for a successful company in the contemporary world since there is an upward demand for leaders that are able to sustain the Agency s success. The concept of Agency has to be understood as professionals that are in leadership positions inside the organization and are working for the stockholders. Among the many leadership theories developed in the last ten decades there is the group of Contemporary Leadership Theories and in this group there is one theoretical approach that outstands, the Visionary Leadership approach developed by Burt Nanus in 1992. This approach suggests a way of leadership that holistically benefits the organization which results are reflected in every stakeholder. Organizations inevitably achieve success under this kind of management. Therefore the purpose of this study is to analyze if nowadays successful leaders agree with the approach suggested by Burt Nanus and if they do so, how this is put into practice. In order to obtain the data for this study, a research was conducted with the first leader of many profit-oriented companies. Data were collected through a questionnaire using the Likert 5 possibilities scale in order to asses the degree of agreement / disagreement with the Visionary Leadership concepts. Also was researched with those leaders, which were the recognized drivers that lead to the development of this leadership style. The obtained results point that the researched leaders considers themselves visionary leaders, validating the visionary leadership concept and suggesting ways to be used in its development. From this data was possible to reflect about the importance of investing in people to add value to the company / No mundo contemporâneo, a liderança tem sido considerada uma das questões fundamentais para o sucesso das organizações, haja vista a crescente procura por líderes que garantam o sucesso das agências, aqui entendidas como os profissionais que estão na liderança das organizações, respondendo pelos interesses dos acionistas. Dentre as muitas teorias de liderança desenvolvidas nos últimos cem anos, há as Teorias Contemporâneas de Liderança e, fazendo parte dessas, chama-nos a atenção a abordagem da Liderança Visionária desenvolvida por Burt Nanus em 1992. Essa abordagem propõe uma forma de liderar que beneficia as organizações de uma forma holística, e os resultados disso se refletem na comunidade como um todo, isto é: funcionários, fornecedores, acionistas e clientes. Sob esse estilo de direção, inevitavelmente as organizações obtêm sucesso. O propósito deste estudo, portanto, é analisar se líderes de sucesso concordam com a abordagem de Burt Nanus e, em caso afirmativo, como a aplicam. Para tanto, realizamos uma pesquisa com o primeiro líder de várias empresas com fins lucrativos. Os dados foram coletados por um questionário em que se utilizou uma escala de tipo Likert de 5 possibilidades, e avaliou-se o grau de concordância/discordância com os conceitos da Liderança Visionária. Pesquisou-se, ainda, quais os meios reconhecidos pelos participantes como responsáveis pelo desenvolvimento desse estilo de liderança. Os resultados obtidos apontam que os líderes pesquisados se consideram visionários, reafirmam o conceito da liderança visionária, e sugerem meios para serem utilizados no seu desenvolvimento. A partir desses dados, pudemos refletir sobre a importância de investir em pessoas para agregar valor ao negócio

Due to the fact that the environment in which companies in 'South Africa are operating is constantly changing, these companies are undergoing a process of transformation. Organisations that intend competing successfully within this changing environment will have to have the right kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at all levels to successfully navigate these troubled waters. Much of leadership has to do with the way in which leaders motivate their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers. Another factor, equally important, is the concept of locus of control. Research has also shown that people perceive differently, that which controls their destiny. Does the leader feel that he/she is controlled by this constantly changing environment in which he/she has to lead, or is he/she as the leader of an organisation in control of him-herself and his/her actions, and therefore also in control of the company itself? The question that inevitably arises is the following: is there any relationship between the style of leadership and the locus of control of the leader, and if so, what is the nature of this relationship? A quantitative design (two test survey design on a large population) was used to take the measurements on the style of leadership and the locus of control of the leaders. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then carried out in order to determine the relationship that exists between the two measurements, as well as the nature of the relationship. There were 221 respondents from organisations in South Africa, most of whom were in a middle level of leadership. The results showed that an internal locus of control and a disposition towards autonomy were associated with a laissez-faire leadership style as well as a transformational leadership style. It also showed that an external locus of control was associated with a laissez-faire leadership style. Recommendations for organisations and for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Due to the fact that the environment in which companies in 'South Africa are operating is constantly changing, these companies are undergoing a process of transformation. Organisations that intend competing successfully within this changing environment will have to have the right kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at all levels to successfully navigate these troubled waters. Much of leadership has to do with the way in which leaders motivate their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers. Another factor, equally important, is the concept of locus of control. Research has also shown that people perceive differently, that which controls their destiny. Does the leader feel that he/she is controlled by this constantly changing environment in which he/she has to lead, or is he/she as the leader of an organisation in control of him-herself and his/her actions, and therefore also in control of the company itself? The question that inevitably arises is the following: is there any relationship between the style of leadership and the locus of control of the leader, and if so, what is the nature of this relationship? A quantitative design (two test survey design on a large population) was used to take the measurements on the style of leadership and the locus of control of the leaders. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then carried out in order to determine the relationship that exists between the two measurements, as well as the nature of the relationship. There were 221 respondents from organisations in South Africa, most of whom were in a middle level of leadership. The results showed that an internal locus of control and a disposition towards autonomy were associated with a laissez-faire leadership style as well as a transformational leadership style. It also showed that an external locus of control was associated with a laissez-faire leadership style. Recommendations for organisations and for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Magister Educationis - MEd / After seventeen years since the apartheid education system was abolished in Namibia, the education system remains stagnant. The government has been spending big budgets on Education. The Ministry of Education introduced various educational policies and innovations aimed to change the Education system. Yet, the quality of education remains poor. Although there are seemingly various reasons why the quality of education system is poor, education policies are not implemented effectively to bring about the desired quality of education and the desired quality of education and continuous improvement of schools. There is a lack of commitment and culture of learning, which are said to be the preconditions for educational change. And practitioners seem to lack the urgency required to implement policies. Notwithstanding this, there seem to be another reason why policies are not implemented effectively in schools. This research study argues that professional preparation of principals to implement educational policies is done intensively and rigorously. Hence, such professional preparedness of the school leaders is not impacting effectively on their leadership and management in schools. / South Africa

On screen we can find different types of leadership styles and film has a great potential to influence our view on leadership. In this essay we have analyzed how the filmmakers have portrayed different leaders and styles in movies. Northouse defines leadership as a process in which an individual influences a group to achieve a common goal. He highlights that it is possible to define three different main perspectives of the concept, focus on the group process, focus on behavior and focus on personality. We wanted to analyze how and to which extent the leader communicates with the subordinates and what type of leader this makes them. By looking at organizational communication in the films we can contribute to media and communications research. Our main question is “How is the leadership portrayed in three big award-winning movies from the 2000s?”. The purpose of this study is to analyze how formal leaders and their leadership are portrayed in modern American movies. Big American movies have a large audience and therefore have big potential to affect our view on leadership. That's why it's relevant to analyze how movies portray leaders in different situations. We have used a qualitative content analysis method in our essay. This is because we have been striving to achieve a comprehensive description of the studied area. We have also used a semiotic analysis for the studied area. We have analyzed how the leaders talk, what they say and how they behave. We have come to the conclusion that leadership can look very different. Based on previous research and our analysis of the movies we have also come to the conclusion that communication is a very important part of a functioning leadership and an organization. The choice of semiotic resources such as gestures, words and symbols can affect the leadership. A leader does not always have to have a specific style, it's possible to adapt different styles to different situations and people and you can also use a mix of different traits from different styles. We have also realized that it is possible to develop and change the leadership to what suits the organization and to what the followers are motivated by. A certain leadership style may not work in one organization but work in another.

M.Tech (Department of Business Administration, Faculty of Management Sciences), Vaal University of Technology. / In terms of the Public Service Act, 1994, as amended by Act 30 of 2007, all government departments operate under a recruitment system whereby applicants and employees are selected for positions based on their qualifications for the job. Equity and fairness are underlying democratic values and principles of the system. Therefore, the system guards against pre-determined successors until such time as all qualified candidates are provided an equal opportunity to apply for, and be considered, for the job (RSA 1994). However, organisations need to ensure that the appropriate people are in place with the required values, skills and competencies that are necessary to bring about change and accomplish goals to drive organisational strategy forward. It is also necessary to ensure that a suitable leadership team is chosen to help preserve and build upon an organisation’s existing vision, mission and values. Ensuring that leaders have the appropriate skills, abilities and competencies is crucial to assist an organisation to implement its strategic direction and overall goals and objectives. The purpose of this study was to investigate the influence of organisational strategy, recruitment strategy and organisational culture on effective succession planning in the Department of International Relations and Cooperation (DIRCO). In this study, focus was on trait behavioural, situational and chaos leadership and management theories; and their relationship to succession planning. The study made use of a quantitative research technique. Quantitative primary research was conducted by employing a self-administered questionnaire in the gathering of primary data for the study. The target population comprised employees (from entry level to executive levels) of DIRCO based in Gauteng Province as well as 127 South African Embassies and Consulates in foreign countries. Descriptive analysis was used in the analysis of the sample composition and participants’ perception of succession planning at DIRCO. Furthermore, confirmatory factor analysis and structural equation modelling (SEM) was used to assess model fit and to test the hypotheses. The results of the study confirmed that the recruitment strategy of DIRCO does not create opportunities for identification of internal talent. In order to address these deficiencies, it is recommended that DIRCO identify, mentor and promote diverse pools of internal candidates through succession planning. A proper succession plan will provide an organisation with a surplus of talent and will assist officials to realise their potential. DIRCO prefers to recruit external candidates rather than developing training programmes that will prepare the internal workforce for future leadership positions. The results indicate that lack of organisational and recruitment strategies have substantial influence on organisational processes.

The study focused on the leadership strategies employed by secondary school management team (SMT) in managing teamwork in Tshwane North District schools. Apart from a literature review, the objective of this study was to explore leadership strategies employed by SMT in managing teamwork, and how it affects the overall school management and performance. The study was conducted in the purposefully sampled six secondary schools wherein 18 SMT members were interviewed and 100 questionnaires distributed to 10 randomly sampled schools from the population of 30 schools. The study adopted the mixed methods research and sought to unpack the leadership strategies SMT members employ to manage teamwork. Empirical findings elicited by this study are that the concept of leadership strategies is a positive development. The participants’ perception of leadership strategies is generally favourable and they welcome the development, though many argue that it is essentially nothing new. / Educational Leadership and Management / D. Ed. (Educational Management)

This study is a collective case study grounded in the literature regarding leadership styles and leadership theories. It includes among others, an analysis of data from interviews of college Principals and middle Managers to identify the leadership styles at the three colleges of education. The purpose of the study was to analyse the leadership styles of college Principals and middle Managers operating in dual-mode environments. The colleges that were being studied are the Copperbelt College of Education; Mufulira College of Education and Malcom Moffat College of Education. There were sixteen (16) participants in this study drawn from three colleges. The researcher collected data using semi-structured individual and focused group interviews. In addition, policy documents such as ‗Open and Distance Learning Policy (draft) and National Policy on Education were analysed. The researcher employed qualitative methods in the collection and analysis of data. Triangulation was used in order to verify the information given during this study. The evidence from the literature review indicates that there is no single leadership style that may provide answers to all situations in institutions of higher education; rather, a blend of the leadership styles would be beneficial to college Principals. The research further revealed that, managing dual-mode colleges of education entails that Principals require tailor-made programmes in management and leadership of dual-mode institutions for them to improve quality of their products and enhance tenets of transparency, democracy and good governance in colleges of education in Zambia. They also must be excellent communicators and ensure understanding by students, employees, peers, and the many stakeholders involved in dual-mode colleges of education. The study was important as it hoped to shed some light on how to improve quality of leadership in dual-mode colleges of education in Zambia. The study will contribute scientific knowledge to all categories of Higher Education (HE) institutions especially colleges of education, be they face-to-face or distance mode, that are contemplating a move into dual-mode delivery. Finally, Information garnered from this study is expected to allow Principals and other middle Managers and administrators to evaluate their leadership styles in comparison to the effective styles revealed by this study. / Educational Leadership and Management / D. Ed. (Education Management)