Thesis (MA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: This assignment seeks to demonstrate that transformational leadership
development programs that focus on teaching leaders the various
transformational behaviours, fall short of their goal of changing leadership
practice. Given the post-industrial context and the challenges posed by various
world crises, the timely development of effective leaders is of the essence. It is
essential to recognise why current methods of leadership development are
inefficient.
Most development programs intervene to change behaviour. However, changed
behaviour that does not reflect a leader's true motives and values will soon be
identified by followers as manipulative efforts. The behaviour will be exposed as
superficial and inauthentic.
It is maintained that a more profound level of intervention is needed to bring
about authentic leadership development. Leaders who need to change from an
autocratic leadership style to the extreme opposite of transformational leadership
style must change more than just their behaviour. They need to examine their
view of life, the world, themselves and other people to identify their attitude and
basic belief system. If this is not congruent to the values proposed by
transformational leadership such as the empowerment of all people, it will be
impossible to elicit authentic transformational leadership behaviour.
Transformational leadership development programs will achieve greater success
if they facilitate personal change within leaders. A change of view regarding
themselves and other people will promote a true shift in values that encompass
empowerment, support and advancement of all employees, will naturally yield
behaviours consistent with these values. The person-centred approach of the well-known American psychologist Carl
Rogers, proves to be an effective tool to provide leaders the opportunity to
explore their beliefs, their experience and their attitudes. Various similarities
between transformational leadership theory and person-centred psychotherapy
principles exist. The conditions of personal growth echo the transformational
leadership behaviour and the personal growth objective of Rogers resembles the
transformational leadership objective of empowering all employees.
It is maintained that leaders who gain self-knowledge and self-acceptance
through the experience of a person-centred relationship can grow into a
transformational leader. It will not only affect the organisation and its employees.
Such a process can unlock human potential that can facilitate vision and
meaning far beyond the organisation's linear objectives of increasing
shareholder's value. / AFRIKAANSE OPSOMMING: Hierdie werkstuk probeer aantoon dat die huidige praktyk van transformasionele
leierskapsontwikkeling nie in die doel slaag om leierskappraktyk beduidend te
verander en te verbeter nie. Gegewe die post-industriele konteks en die
uitdagings van 'n verskeidenheid weretdkrtsisse, is dit van groot belang om tydig
sterk leiers te ontwikkel wat hierdie uitdagings die hoof kan bied. Dit is ook
essensieel om redes te identifiseer waarom transformasionele
leierskapsontwikkeling tot dusver nie effektief was nie.
Die meeste ontwikkelingsprogramme fokus daarop om gedrag te verander.
Veranderde gedrag wat egter nie 'n leier se ware motiewe en waardes
weerspieel nie, sal gou uitgeken en geetiketteer word as manipulerende gedrag.
Die gedrag sal as oneg en oppervlakkig ervaar word.
Daar word aangevoer dat 'n dieper intervensievlak toegepas moet word om ware
transformasionele gedrag te bewerkstellig. Leiers wat van 'n outokratiese na 'n
transformasionele leierskapstyl moet oorskakel, sal meer as net hul gedrag rnoet
aanpas. Hulle sal selfondersoek moet instel om helderheid en begrip in te win
aangaande hul selfkonsep, lewensbeskouing en mensbeskouing om sodoende
hul persoonlike houdings en waardes identifiseer. Indien hul persoonlike waardes
nie kongruent is aan die waardes wat voorgestel word deur transformasionele
leierskap nie, sal dit onmoontlik wees om outentieke transformasionele leierskap
te ontwikkel.
Transformasionele leierskapontwikkelingsprogramme sal groter sukses behaal
indien dit ware persoonlike verandering in die leier meebring. 'n Verandering in 'n
leier se selfkonsep en mensbeskourng wat 'n ware skuif meebring in die waardes
wat die leier aanhang, sal 'n natuurlike verandering in 'n leier se gedrag ten
opsigte van bemagtiging, ondersteuning en bevordering van aile werknemers
teweeg bring en wat kongruent is aan die leier se persoonlike oortuiginge. Die persoonsgesentreerde benadering van die bekende Amerikaanse
sielkundige, Carl Rogers, bied 'n werkbare alternatief vir die proses van
leierskapsontwikkeling. 'n Rogeriaanse verhouding wat leiers 'n geleentheid bied
om hulself te verken en te leer ken, fasiliteer die natuurlike groei na
transformasionele leierskap.
Die persoonsgesentreerde benadering van Rogers het 'n aantal raakpunte met
die transformasionele leierskapsteorie. Die voorvereistes vir persoonlike groei
uiteengesit deur Rogers refiekteer die gedrag voorgeskryf deur
transformasionele teorie. Die verwagting van Rogers dat hierdie voorvereistes
sal lei tot persoonlike groei stem ook ooreen met die vereiste gestel aan
transformasionele leiers om al hul werknemers te bemagtig.
'n Leier wat blootgestel word aan 'n ontwikkelingsproses wat as basis 'n
persoonsgesentreerde verhouding bied, ontwikkel verder as bloot tot voordeel
van die individuele organisasie. Die proses sal ook meebring dat 'n leier se
potensiaal ontsluit word om visie en betekenis te ontwikkel en te kommunikeer
wat verder strek as die onmiddellike organisatoriese doel van verhoging in
waarde van aandeelhouersbelang.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/53159 |
| Date | 03 1900 |
| Creators | Oelofsen, Dina |
| Contributors | Meyer, J.C., De Vos, H.M., Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Psychology . |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 78 p. |
| Rights | Stellenbosch University |
Page generated in 0.0028 seconds