To lead an organization in change is complex. Leaders today struggle with how to adapt to the digital transformational change organizations are being exposed to. Digitalization forces leaders to go beyond the traditional way of leading when professions are getting automated. This requires leaders to engage subordinates in the leadership to handle a transformational change since both subordinates and leaders are expected to adapt to technological development. Here is when the role of shared leadership becomes preferable. To investigate this complexity in the banking industry, a case study has been done. A qualitative method was used to collect and analyze the data needed to understand what leaders do to engage subordinates in the transformational change the banks are being exposed to. The results indicate that the leaders to some extent take advantage of shared leadership to involve subordinates. The findings could be applied to the shared leadership model, and the analysis shows that leaders tend to use all components to engage their subordinates, and all components are proven to be equally important. But, the analysis also shows that the banks still face challenges with being hierarchical, which inhibits the subordinates to be completely involved and engaged in the leadership. Conclusions have been made that the leaders believe they engage subordinates in transformational change, whereas not all subordinates perceive it that way.

As the major combat operations in Iraq and Afghanistan fade from headline news, the effect remains a national concern for the 2.6 million post-9/11 veterans. Their hardships form the basis for this qualitative case study, which analyzed the organizational change effort at the Wounded Warrior Regiment (WWR). This organization, specifically formed by the U.S. Marine Corps, instituted the necessary programs to meet the needs of Marine wounded warriors. However, the needs of these warriors are different now, and the WWR must adapt to remain relevant. The transformative change model presented by Anderson and Anderson formed the conceptual framework for this case study, which explored the central research question of how the leaders of an organization designed for a special mission effectively transform their operations to respond to new demands in a complex environment. The results from this case study, denoted by 8 themes, were derived from the analysis of the transcripts from 19 interviews conducted with representatives of the WWR. The 19 participants represented the diverse workforce of the WWR and were located at its sections across the country. To identify the emergent themes, structural and pattern coding methods were used as the data analysis process. Two themes from the data analysis were: developing a strategic communication plan and advancing the relevance of the WWR. The results from the case study were intended to help the leaders of the WWR realign their operations to achieve their new strategic objectives. This study is significant because it assessed the organizational change effort at the WWR to gain knowledge about veterans that may promote positive social change by informing the broader community of veteran support agencies about the urgent needs of the post-9/11 veterans.

There is an overall consensus that the poor governance and corruption plaguing many developing nations are main inhibitors to progress. These inhibitors also lead to the overwhelming feelings of desperation, apathy, and determinism. International development assistance programs utilizing capacity building have been created to deal with sustainable development issues in the developing world. Often these programs are fragmented and address results, not the causes, of problems. This study assesses how existing community development approaches could be aided through a strategic sustainable development perspective. A majority of the research involved creation of a holistic innovative community development approach, which encourages transformational change and effective leadership, and comparison of that to an existing community development approach. Strengths and limitations were observed through this comparison and generic recommendations were created to support current approaches. The study found that existing development assistance strategies are effective at building capacity and helping communities, but encompassing a more holistic perspective could align planning and decision-making with socio-ecological sustainability and thereby support mid- and long-term progress.

Many practitioners commonly deal with implementing a change that is imposed by an organization. Some imposed changes require practitioners to alter more than what they do in practice but also to change their identity. Many researchers have studied identity change through the lens of sociocultural theory, specifically utilizing communities of practice theory (CoP). However, the majority of these studies used CoP theory as a vehicle to implement the imposed change. Yet some studies have found that after the trial period ends many practitioners revert back to the way they performed in practice prior to the study. One reason for this problem could be that the nature of the change experience that practitioners must undergo is not understood. The purpose of this phenomenological study was to reveal the nature of the change experience of six released-time seminary teachers in response to the adoption of the teaching and learning emphasis (TLE) within the Seminaries and Institutes of Religion (S&I) for The Church of Jesus Christ of Latter-day Saints. Specifically, the research question was "What is the nature and meaning of the change experience of a sample of released-time seminary teachers who are considered to be effective at learning to understand and implement TLE"? Researching S&I teachers' change experience is important because it may relate not only to the needs of the S&I organization, but also in a broader sense to the nature of the experience of practitioners who undergo an imposed change by the organization for which they work that alters their professional identity. Three central themes were found that represented the nature of the change experience for the sample group. The themes were represented as transformational, sociocultural, and self-reflective change. Each participant's experience varied in the particular details of his individual change experience. Nevertheless, all participants experienced some degree or kind of transformational change within their particular configuration of knowledge, character, and professional practice. Furthermore, all study participants engaged in sociocultural learning practices to facilitate their change. Finally, study participants experienced self-reflective changes.

This research deals with organisation culture in the Chemical Industry, with specific reference to the culture in Gas Production. In the literature survey, the concept 'organisation culture' is studied theoretically from the perspective of Burke and Litwin. Theoretically, differences may occur between the current and desired organisation culture, between divisions and between levels of authority. The conclusion is drawn that culture change involves the whole organisation. In the empirical investigation, the Organisation Culture Index is applied to 36 employees at management level and 138 at employee level. The empirical findings show that there are significant differences. The empirical findings therefore support the theoretical findings that a single culture does not always exist in an organisation. This research also confirms that the culture in this organisation may not be appropriate for the present era. / Hierdie navorsing ondersoek organisasiekultuur in die Chemiese Bedryf, met spesifieke verwysing na die kultuur in Gasproduksie. In die literatuuroorsig word die konsep "organisasiekultuur" teoreties vanuit Burke en Litwin se perspektief beskou. Teoreties kan verskille in organisasiekultuur tussen die huidige en die verlangde organisasiekultuur, tussen afdelings en tussen gesagsvlakke voorkom. Die afleiding word gemaak dat kultuurverandering die totale organisasie betrek. In die empiriese ondersoek word die Organisasiekultuurindeks op 36 werknemers van die bestuursgroep en 138 van die werknemersgroep toegepas. Uit die empiriese bevindinge blyk dit dat daar betekenisvolle verskille in organisasiekultuur voorkom. Die empiriese bevindinge steun die teoretiese bevindinge dat daar nie altyd sprake is van 'n enkele kultuur in 'n organisasie nie. Daar word ook vasgestel dat hierdie organisasie se organisasiekultuur nie toespaslik is vir die huidige era nie. / Industrial & Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

This study investigates transformational leadership at a higher education institution. The systems paradigm serves as the point of departure, while the construct `leadership', which forms the driving force of change in the organisation, and the concept `transformational leadership', are integrated to yield a mechanism for the optimal positioning of the organisation in the ambit of transformation. The results indicate that the leadership style at the higher institution in question is transformational in nature. From the literature review it became evident that although it is possible for transformational leaders to fail in the transformational strategy, the transformational leader may exhibit the most `ideal' leadership style for the higher education institution engaged in a turnaround strategy. Based on the results of the study, additional proposals are made regarding further study in the area of transformational leadership as well as possible decisions regarding human resource management for the higher education institution in question. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This research deals with organisation culture in the Chemical Industry, with specific reference to the culture in Gas Production. In the literature survey, the concept 'organisation culture' is studied theoretically from the perspective of Burke and Litwin. Theoretically, differences may occur between the current and desired organisation culture, between divisions and between levels of authority. The conclusion is drawn that culture change involves the whole organisation. In the empirical investigation, the Organisation Culture Index is applied to 36 employees at management level and 138 at employee level. The empirical findings show that there are significant differences. The empirical findings therefore support the theoretical findings that a single culture does not always exist in an organisation. This research also confirms that the culture in this organisation may not be appropriate for the present era. / Hierdie navorsing ondersoek organisasiekultuur in die Chemiese Bedryf, met spesifieke verwysing na die kultuur in Gasproduksie. In die literatuuroorsig word die konsep "organisasiekultuur" teoreties vanuit Burke en Litwin se perspektief beskou. Teoreties kan verskille in organisasiekultuur tussen die huidige en die verlangde organisasiekultuur, tussen afdelings en tussen gesagsvlakke voorkom. Die afleiding word gemaak dat kultuurverandering die totale organisasie betrek. In die empiriese ondersoek word die Organisasiekultuurindeks op 36 werknemers van die bestuursgroep en 138 van die werknemersgroep toegepas. Uit die empiriese bevindinge blyk dit dat daar betekenisvolle verskille in organisasiekultuur voorkom. Die empiriese bevindinge steun die teoretiese bevindinge dat daar nie altyd sprake is van 'n enkele kultuur in 'n organisasie nie. Daar word ook vasgestel dat hierdie organisasie se organisasiekultuur nie toespaslik is vir die huidige era nie. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

This study investigates transformational leadership at a higher education institution. The systems paradigm serves as the point of departure, while the construct `leadership', which forms the driving force of change in the organisation, and the concept `transformational leadership', are integrated to yield a mechanism for the optimal positioning of the organisation in the ambit of transformation. The results indicate that the leadership style at the higher institution in question is transformational in nature. From the literature review it became evident that although it is possible for transformational leaders to fail in the transformational strategy, the transformational leader may exhibit the most `ideal' leadership style for the higher education institution engaged in a turnaround strategy. Based on the results of the study, additional proposals are made regarding further study in the area of transformational leadership as well as possible decisions regarding human resource management for the higher education institution in question. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)