Dissertations / Theses on the topic 'Leadership and management'

The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.

Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009.
Committee Chair: Roper, Kathy; Committee Member: Ashuri,Baabak; Committee Member: Thomas, Linda. Part of the SMARTech Electronic Thesis and Dissertation Collection.

Thesis (DTech (Public Management))--Cape Peninsula University of Technology, 2008.
Public service professionals can no longer afford to be ethnocentric, inward looking, focused on the past, and defensive. They must be forward-looking, globally oriented, innovative, adaptable, and ready to take advantage of opportunities to serve the community more effectively. Public Administration, if it is to be well done, must be aggressive, not a passive enterprise; in the pursuit of public interest (Cooper et al., 1998). Industrial era Public Administrators, characterized by high degrees of centralization and large driven bureaucracies, cannot meet the needs and challenges of the new information era. New kinds of Public Institutions are therefore required which are more flexible and more customer and results oriented. This trend follows what is emerging outside the public sector where organizations are promoting flatter management structures, decentralization of authority and a greater focus on improving quality and customer service. The many decades of dormancy in the administrative and organizational structure of the public sector were reflected in and influenced by the unchanging nature of public service culture (Caiden, 1990). In contrast, there has been a rush for reform during the past 12 years, reflected in new policies, structures, financial management frameworks and service outcomes aimed at enhancing public sector accountability, transparency and efficiency. This, however, has not been accompanied by a vision for a new public sector organizational culture, of more customer driven and business like mentality.

Leadership potential is now one of the most desirable traits in candidates applying for a job or promotion (Church, 2014), and experimental evidence proposes that leadership potential is preferable to previous leadership performance in leadership candidates (Tormala, Jia, & Norton, 2012). Reports suggests that it is possible for men to progress on their future leadership potential whereas women progress on their past leadership performance (Catalyst, 2013; McKinsey, 2012). However, this has yet to be empirically tested and very little is known about the social and psychological processes behind the relationship between gender and leadership potential. This thesis presents a series of nine studies investigating leadership potential and gender in hiring situations. These studies indicate that male candidates who demonstrate leadership potential are the most likely to be selected ahead of other equally qualified candidates, whereas female candidates are selected on the basis of leadership performance. The robustness of the association between leadership potential and gender was further reinforced by examining its relationship in different management levels (junior vs. senior; Studies 5-7) and social contexts (masculine vs. feminine; Studies 8 & 9). Moreover, this thesis starts to explore the psychological constructs behind the preference for leadership potential in male candidates and the preference for leadership performance in female candidates (Study 9). The theoretical and practical implications are discussed, in addition to future directions for research.

School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.

Thesis (MBA)--Stellenbosch University, 2002.
Traditionally project management has been found mainly in the construction industry and the project manager was a technical specialist. There was a tendency to select people solely for their technical expertise and to emphasize the hard skills (scheduling, statistical analysis, etc.) In general there was a failure to distinguish between project leadership and project management. Managing organisations through projects or through project portfolios (programmes) is gaining popularity since it is a management approach that integrates and co-ordinates current strategic business and operational dimensions. Organisations also become customer driven, which resulted in an increased demand for project managers with a new style of project management. The "new style" project managers have to cope with the traditional criteria of cost, time and specification to be met as well as more ambiguous goals in an environment of organisational politics, external environmental and marketing pressures together with the needs of the stakeholders inside and outside the organisation. Do these "new-style" projects require a project manager with leadership skills? Do we need a project manager or a project leader or both? Are both management and leadership skills essential for a project manager? What is the difference between project management and project leadership?

This study develops a higher-order conceptual model of benevolent leadership based on four paradigms of common good in organizational research: Morality, spirituality, positivity, and community. This study is based on the assumption that these four areas of research can provide management scholars and practitioners a theoretically sound basis and a wealth of knowledge to create common good in organizations. The term "common good" is used in the sense of shared benefits or positive outcomes for all or most members of a community (Bryson, and Crosby, 1992). I define benevolent leadership as the process of creating a virtuous cycle of encouraging, initiating, and implementing positive change in organizations through: a) ethical decision making and moral actions, b) developing spiritual awareness and creating a sense of meaning, c) inspiring hope and fostering courage for positive action, and d) leaving a legacy and positive impact for the larger community.
This thesis makes three key contributions to organizational research and literature: First, the major theoretical contribution is the development of a higher-order conceptual model of benevolent leadership based on four paradigms of common good in organizations. Second, the methodological contribution is the development of a theory-based instrument (Benevolent Leadership Scale) to measure the multidimensional higher-order construct of benevolent leadership composed of four dimensions: ethical sensitivity, spiritual depth, positive engagement, and community responsiveness. Third, the empirical contribution is the exploration of potential outcomes of benevolent leadership in organizations; namely perceived organizational performance, affective commitment, and organizational citizenship behavior.
Results indicate positive and significant relationships between benevolent tendencies of leaders and their affective commitment and organizational citizenship behaviors. Positive and significant associations were found between benevolent leadership and perceived organizational performance. Three clusters emerged based on benevolent tendencies of leaders: Social Activists, Spiritual Visionaries, and Benevolent Leaders.
Ce travail développe un modèle conceptuel d'ordre supérieur d'une direction bienveillante basée sur quatre paradigmes de bien commun dans une recherche organisationnelle: Moralité, spiritualité, positivité et communauté. Ce travail est basé sur la supposition que ces quatre domaines de recherche peuvent fournir les érudits de management et les praticiens une base théoriquement solide et une fortune de connaissance pour créer un bien commun dans les organisations. Le terme « bien commun » est utilisé comme les bénéfices partagés ou les conséquences positives pour tous les membres d'un communauté (Bryson, and Crosby, 1992). Je défini la direction bienveillant comme le processus de créer un cycle vertueux de courager, d'initier et exécuter un changement positive dans les organisations par : a) la décision éthique et les actions morales, b) développer une conscience spirituelle et créer un sentiment de sens, c) inspirer l'espoir et encourager pour une action positive et d) laisser un héritage et l'impact positive pour la communauté la plus grande.
Ce mémoire fait trois contributions à la recherche organisationnelle et la littérature : Premièrement, la plus grande contribution théorique est le développement d'un modèle conceptuel d'ordre supérieure d'une direction bienveillante basée sur quatre paradigmes de bien commun dans une recherche organisationnelle. Deuxièmement, la contribution méthodologique est le développement d'un instrument d'une base théorique (L'Échelle de Direction Bienveillante) pour mesurer la conception multidimensionnelle d'ordre supérieur de direction bienveillante composée de quatre dimensions : la sensibilité éthique, la profondeur spirituelle et réceptivité de communauté. Troisièmement, la contribution empirique est l'exploration des conséquences potentielles de direction bienveillante dans les organisations ; c'est-à-dire, la performance organisationnelle perçue, l'engagement affectif et la conduite de citoyenneté organisationnelle.
Les résultats indiquent que les relations positives et importantes entre les tendances bienveillantes des leaders et les engagements affectifs et les conduites de citoyenneté organisationnelle. Des associations positives et importantes ont étaient trouvées entre la direction bienveillante et la performance organisationnelle perçue. Trois groupes ont émergé basés sur les tendances bienveillantes des leaders : Les Activistes Sociaux, Les Visionnaires Spirituels et les Leaders Bienveillants.

Organizational conflict manifests in misalignment of individuals and groups, and is often discussed in terms of the effect that leadership and management have on the state of affairs. It is built-in for any organization, yet its root causes are not fully understood. It is not uncommon to characterize leadership/management conflicts in terms of the style or personality type of the individuals involved; however, conflicting leadership and management objectives that are not style or personality dependent may also be a significant factor. If conflict is actually disagreement about the role-driven management objectives and leadership objectives at hand, rather than being based on style and personality, knowing how objectives-driven conflict manifests would be valuable to an organization for identifying the root cause of the conflict.

The researcher posited that a portion of organizational conflicts may be predestined by way of conflicting objectives that are intrinsic to management and leadership, and defined a perspective that utilized the historical bases for leadership and management to illuminate the possibilities. A Delphi study was conducted, which iteratively utilized a diverse group of industry experts to explore the roles, objectives, and actions of leaders and managers from a practitioner perspective. Although the study found that organizations can be in conflict due to conflicting management objectives and leadership objectives, the interchange of ideas during the study led to the conclusion that the nature of the objectives is largely conditional or subjective rather than predestined, and therefore the conflicts are also conditional or subjective.

Modern Leadership Compared to Historical Leadership Shown Biblically Forrest Jones This thesis is a comparison between modern leadership and historical leadership. Modern leadership has been differentiated from management since the early 1980’s. Historical leadership is shown by Jesus Christ through the Bible, used as a historical text. Historical leadership was found to have two separate tools used by Jesus Christ which would be useful additions to what leadership today is. The first tool is submission to authority. Most people in positions that would be considered leadership positions do not feel that they need to follow anyone else. Often times they act contrary to a way they have been directed to, because they feel their opinion is the only valid one. The second tool is servant leadership. In addition to believing their opinion is the only valid one, most leaders today consider their own needs before others and are not willing to serve those who they see as their followers. With the incorporation of submission businesses could function smoother, react quicker to challenges and less conflict would develop between leaders and their authority. With the incorporation of servant leadership, employee retention would increase, quality of work would increase and ultimately more goals would be reached. Current leadership is much more effective in many areas of business than management. The differentiation between the two areas since the early 1980’s has allowed many businesses to react quicker to a changing market place and ultimately become better businesses. Leadership in its current form is effective, but can we historically infer possible improvements through looking at the example of Jesus Christ historically shown in the Bible? The conclusion is significant in the business world, because it shows that through servant leadership and submission a high degree of ethics and commitment is shown. The net result of the ethics shown in this manner will increase trust both inside the business and to others who interact with them.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2007.
Includes bibliographical references (leaves 61-63).
This thesis aims to learn more about mentoring relationships in organizations. Through detailed one on one interviews with mentors and mentees from a variety of different backgrounds, different age groups, genders, races, ethnicities and experiences, I develop a perspective on how mentoring relationships are structured and what met individuals expectations and what failed. The thesis then applies principles of system dynamics to understand the complexities of organizations. Applying the assumption that the demographics in the system are represented by demographics in Fortune 500 companies today, we analyze reinforcing and balancing loops within the system to understand why there is resistance to mentorship policy and why despite good intentions, many formal mentorship policies fail. I explore the case for mentorship through the value proposition of a mentorship relationship from the perspective of the mentor, mentee and the organization through responses collected from the interviews with mentors and mentee about why they enter into mentoring relationships and what motivates them to seek them out. The thesis uses system dynamics principles to understand mentoring policies and the barriers posed by the system.
(cont.) I examine examples of mentorship policy that have worked and aim to understand their success through the framework of the model. Using learnings from the model and interviews, I try to build a list of useful elements to consider when designing effective mentorship policy. Mentorship policy like all other policies feels the tension between equity and efficiency. On one extreme, too much regulation leads to bureaucratic policy and mentoring relationships that exist long after they stop working but a lack of any regulation can leave a whole group of employees that provide diverse voices and experiences without a supportive environment to realize their potential.
by Anishiya Taneja.
M.B.A.

Thesis (PhD)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: This study seeks to demonstrate the impact of late 20th century leadership literature, which is taken as the accepted embodiment of leadership thinking. Leadership thinking influences both the academic study and resultant practice of leadership. A paradigmatic approach was employed to contrast that the demands of a post-industrial, globalised society would be of a different order to those of the 20th century industrial society. The study seeks to challenge the intellectual climate of the business leadership discipline at the level of the normative, which in turn would present a challenge to the conventional strategic focus and approach of business leadership. A challenge to the normative requires that a certain philosophical perspective be introduced in the crossing of the boundary lines between various disciplines. As business is part of the social sciences, the critical intellectual challenges to modern knowledge were explored, which provided a foundation for the challenge. This required that new scientific theory, both in the pure and the natural sciences as well as certain postmodern authors representing the humanities be reviewed. A refocusing on what has been taken for granted, what has been neglected, regions of resistance, the forgotten, the irrational, the repressed, the borderline, the classical, the sacred, the marginal and the excluded signifies .. The question is asked if we are able to recognise the ways in which our lives and livelihood have been influenced by outmoded structures? Due cognisance is not taken of the unsettling shifts of mindset that will be required to exercise leadership in the post-industrial paradigm. The concept of paradigms is central to this study where it operates' as the methodology device, given that the nature of the research is exploratory, open-ended and hermeneutic compared to the mensural convention that most business research follows. The study explores the paradigm dependency of leadership, as a sociological frame of reference, where leadership is viewed as a patterned social action and a political/structural action, so that leadership is analysed as a socially constructed reality. A key distinction of this study is the major temporal transformation from the industrial to the post-industrial paradigm, where post-industrial is of a magnitude far greater than information technology advances. The current populist interpretation is e-commerce, the Internet and genetic engineering. The notion of the 'Limits of the Model', representing the breakdown of the industrial paradigm, occurs when the paradigm is being pushed too far. The significance of this breakdown for leadership, is that leadership vision and purpose must take its cue from an external frame of reference, which is categorised as a paradigm of the 'sociological' region, The crisis of leadership is bound to their sociological understanding situated within a network of culturally shared knowledge, beliefs, ideals and taken-for-granted assumptions about the nature of industrial life. Three distinct crises of leadership are identified and they combine to form a major existential crisis which embodies the struggle of the individual to find purpose and meaning in working life. The study provides a different concept and criteria for vision which requires that corporate vision would have to travel beyond the rational dimension that dominates leadership thinking today and enter into the realm of the metaphysic. Corporate vision would become a 'force-field', defined by organisation culture, In order to escape from the cultural obsolescence that surrounds most organisations today, leadership has to become a process that entails the capacity to create a new story about what is to be struggled against and dreamed about. The leaders' stories would become a reconceptualisation of the purpose of life which the post-industrial paradigm will demand. Vision and purpose would be grounded in legitimacy, sustainability and ethics, creating a question mark around the organisation's current fitness for purpose. The constructs of a "'quantum worldview provide a challenge to every boundary that leadership has tended to operate by and with. These constructs promote disorder, relationship as the basis of all definition, information as the primal creative force (and not capital and labour) and sustainability based on meeting future generations' needs. Leadership becomes a set of principles governed by a hierarchy of imagination, ideas leadership. Leadership as stewardship on a more evolved plane of value promotes an ecologicalliteracy, based on the notion of the living planet. The living planet operates as a platform of supposition which dictates that ethics will become the enabling dependency for leadership in the 21st century. This reconceptualisation of leadership is one that highlights a communal relationship, based on mutual purpose which requires true community, or a second-order level of communalism. Most business initiative today is focussed on pseudo or chaos stages of community, which does not support an ethical dimension in either purpose, strategy or operation. Ecology as an eco-philosophy goes hand in hand with the idea of spirit as an animating principle. The potential contribution of Africa with its rich cultural heritage of community through the ages, as well as the Platonic archetype of Philosopher-Ruler to enable the magnitude of the shift to be addressed is the hermeneutic yield of the study. The ecology metaphor of the postindustrial paradigm is a fertile source of potential and possible hypotheses that can be explored in the identification and reformulation of the sociological paradigm necessary to move leadership research forward. The result is a much broader, more societal 'picture' of 21st century business leadership, where globalisation is recast in a set of global ethics and global accountability, which business and its leadership has to come to terms with. The 'recasting' of business leadership promotes a different ontology where an overarching communitarian approach, will become the 'ground' for leadership and business models, strategies and evaluation for the foreseeable future.
AFRIKAANSE OPSOMMING: Hierdie studie wil die impak demonstreer van die leierskapsliteratuur van die laat 20ste eeu, wat beskou word as die aanvaarde beliggaming van leierskapsdenke. Leierskapsdenke beïnvloed beide die akademiese studie en gevolglike praktyk van leierskap. 'n Paradigmatiese benadering is gevolg om die kontras aan te dui tussen die vereistes van onderskeidelik 'n post-industriële wêreldgemeenskap en 20ste eeuse industriële samelewing. Die studie wil 'n uitdaging rig tot die intellektuele klimaat van die besigheidsleierskapsdissipline op die normatiewe vlak, wat op sy beurt 'n uitdaging bied aan die konvensionele strategiese fokus en benadering van besigheidsleierskap. 'n Uitdaging aan die normatiewe vereis dat 'n sekere filosofiese perspektief bygevoeg word waar die grense tussen verskillende dissiplines oorgesteek word. Aangesien besigheid deel is van die sosiale wetenskappe is die kritieke intellektuele uitdagings aan moderne kennis ondersoek, wat 'n grondslag vir die uitdaging voorsien het. Dit vereis dat nuwe wetenskaplike teorie ondersoek word in beide die suiwer en die natuurwetenskappe, sowel as sekere postmoderne outeurs wat die menswetenskappe verteenwoordig. Dit is van belang dat daar weer gefokus word op wat as vanselfsprekend aanvaar is, wat verwaarloos is, waarteen daar weerstand was, wat vergeet is; die irrasionele, die onderdrukte, die grensgevalle, die klassieke, die heilige, die marginale en wat uitgesluit was. Die vraag word gevra of ons in staat is om die wyses te herken waarop ons lewens en lewensonderhoud beïnvloed is deur verouderde strukture? Daar word nie genoeg kennis geneem van die verwarrende veranderinge in denkwyse wat vereis word om leierskap in die post-industriële paradigma uit te oefen nie. Die konsep van paradigmas is sentraal tot hierdie studie waar dit opereer as die metodologiese ontwerp, aangesien die aard van die navorsing ondersoekend, oop en hermeneuties is - vergeleke met die metingskonvensie wat deur die meeste besigheidsnavorsing gevolg word. Die studie ondersoek die paradigma-afhanklikheid van leierskap as 'n sosiologiese verwysingsraamwerk, waar leierskap beskou word as 'n sosiale aksiepatroon en 'n politieke/strukturele aksie, sodat leierskap ontleed word as 'n sosiaal gekonstrueerde realiteit. 'n Belangrike onderskeidende kenmerk van hierdie studie is die groot wêreldtransformasie van die industriële na die post-industriële paradigma, waar post-industrieel van 'n baie groter omvang is as bloot vordering in die inligtingstegnologie. Die huidige populistiese interpretasie is e-handel, die Internet en genetiese manipulasie. Die idee dat die "Beperkinge van die Model" die ineenstorting van die industriële paradigma verteenwoordig, kom voor wanneer die paradigma te ver gevoer word. Die betekenis van hierdie ineenstoring vir leierskap is dat leierskapsvisie en --doel gebaseer word op 'n eksterne verwysingsraamwerk, wat gekategoriseer word as 'n paradigma van sosiologiese aard. Die krisis van leierskap is verbind aan hulle sosiologiese begrip gesitueer binne 'n netwerk van kultureel gedeelde kennis, oortuigings, ideale en aannames wat as vanselfsprekend aanvaar word oor die aard van die industriële lewe. Drie duidelike krisisareas van leierskap word geïdentifiseer en hulle vorm saam 'n belangrike eksistensiële krisis wat die beliggaming vorm van die individu se stryd om 'n doel en betekenis te vind in sy werksiewe. Die studie voorsien 'n ander begrip van en maatstaf vir visie, wat vereis dat korporatiewe visie verby die rasionele dimensie moet beweeg wat leierskapsdenke vandag oorheers, en die gebied van die metafisiese moet betree. Korporatiewe visie sal 'n "kragveld" word wat deur organisasiekultuur gedefinieer word. Om te ontsnap uit die kulturele veroudering wat vandag in die meeste organisasies bestaan, moet leierskap 'n proses word wat die kapasiteit behels om 'n nuwe storie te skep ten opsigte van waarteen daar gestry en waaroor daar gedroom moet word. Die leiers se stories sal 'n nuwe konseptualisering word van die doel van die lewe soos vereis deur die post-industriële paradigma. Visie en doelwit salop die grondslag rus van egtheid, volhoubaarheid en etiek, wat 'n vraagteken plaas om die organisasie se huidige geskiktheid vir die doel. Die konstrukte van 'n kwantumwêreldbeskouing voorsien 'n uitdaging aan elke grens waardeur en waarvolgens leierskap geneig was om te opereer. Hierdie konstrukte moedig wanorde aan; asook verhouding as die grondslag van alle definisie, inligting as die vernaamste skeppingskrag (en nie kapitaal en arbeid nie) en volhoubaarheid gebaseer op die voldoening aan die behoeftes van toekomstige generasies. Leierskap word 'n stel beginsels beheers deur 'n hiërargie van verbeelding, idees en kreatiwiteit, waar die vrystelling van die menslike gees die sentrale taak van leierskap word. Leierskap as 'n rentmeesterskap op 'n meer ontwikkelde vlak van waardes moedig 'n ekologiese geletterdheid aan, gebaseer op die idee van die lewende planeet. Die lewende planeet opereer as 'n platform van veronderstelling wat voorskryf dat leierskap in die 21ste eeu daarvan afhanklik sal wees vir sy bestaan. Hierdie nuwe konseptualisering van leierskap is een wat die fokus plaas op 'n gemeenskapsverhouding gebaseer op 'n onderlinge doel, wat werklike gemeenskap vereis, of 'n vlak van gemeenskaplikheid van die tweede orde. Die meeste besigheidsinisiatief vandag fokus op pseudo- of chaos-stadiums van gemeenskaplikheid, wat nie ondersteuning bied vir 'n etiese dimensie in doel, strategie of bedryf nie. Ekologie as 'n eko-filosofie hang saam met die gedagte van geesteskrag as 'n lewewekkende beginsel. Die potensiële bydrae van Afrika met sy ryk kulturele erfenis van gemeenskap deur die eeue, sowel as die Platoniese argetipe van die Filosoof-Heerser wat dit moontlik maak om 'n verandering van hierdie omvang aan te spreek, is die hermeneutiese veld van die studie. Die ekologie-metafoor van die post-industriële paradigma is 'n vrugbare oorsprong vir potensiële en moontlike hipoteses wat ondersoek kan word in die identifikasie en herformulering van die sosiologiese paradigma wat nodig is vir vordering in die navorsing oor leierskap. Die gevolg is 'n baie breër, meer gemeenskapsgerigte "prentjie" van 21ste eeuse besigheidsleierskap, waar die uitbreiding tot wêreldomvang omvorm word tot 'n wêreldetiek en wêreldtoerekenbaarheid waarmee besigheid en besigheidsleierskap tot 'n vergelyk moet kom. Die "omvorming" van besigheidsleierskap moedig 'n ander ontologie aan, waar 'n oorkoepelende gemeenskapsbenadering die grondslag sal vorm vir modelle, strategieë en die evaluering van leierskap en besigheid in die voorsienbare toekoms.

This cross-disciplinary qualitative research identifies the hidden dynamics, mechanisms and structures forming the core process of leadership, employing an equine-herd metaphor to exclude the complexities generated by the workplace environment. To determine the equine metaphor's suitability, the research commenced with a literature review of accepted academic leadership and followership theories for humans and animals. Thereafter, this original research employed a qualitative methodology of twenty-six semi-structured interviews, eliciting peoples' experiences and interpretations of workplace leadership, and in parallel, equine specialists' observations and interpretations of equine leadership. Over forty hours of interviewing, reflects a combined total of over five hundred year's workplace experience and over three hundred years of equestrian experience. Employing a phenomenological approach, these observations and reflections are interpreted through code and theme based template analysis of the interview transcripts. The 'raw' interview tape-recordings are then analysed by identifying notable expressions, emotions and emphasis, to identify underlying stories. These emergent stories and template data are subsequently 're-storied' as two separate narratives for human leadership and equine leadership, providing a vehicle for comparing and contrasting the leadership process interviewees described. The resultant information was viewed through the lens of critical realism, to seek the underlying dynamics, mechanisms and structures driving the leadership:followership process. The contribution to practice is a new understanding of how the leadership process actually works. Furthermore, striking similarities between human and animal leadership processes introduce the possibility of parallel evolution of leadership in equines, humans and many other socially-grouping species. The results also suggest that organisations led by one individual, (appointed outwith their team), followed by an essentially linear subordinate hierarchy is an un-natural leadership process and potentially flawed. Far from leadership being something leaders do to followers, this research suggests that leading is something followers permit and empower leaders to do. Simplified, the process identified in natural leadership is as follows: 1) A confident, experienced socially-dominant individual has a vision or need and decides to take action. 2) They become a leader only when a quorum of other socially-dominant individuals choose to follow them. 3) When the quorum of social dominants start to follow, it triggers consensus focussed decision-making by the remaining team. The process is effectively 'team appointed' leaders being 'primus inter pares' (first amongst equals in the socially dominant group) with the strongest dynamic being the choice to follow not the choice to lead. This dynamic operates within a non-linear social structure, based on a mechanism of dyadic relationships, to form the leadership process that delivers effective leadership outcomes. This research, combined with previous scientific studies also overturns the myth that aggression-based 'alpha-male' dominance drives leadership in nature - in fact it normally represents crisis leadership, or dysfuctional behaviour more typically observed in captivity. It generates dysfunctional behaviours potentially detrimental to team performance - in humans, generating negative business outcomes. This cross-disciplinary research brings together the business and scientific worlds to provide new insights into leadership and, in defining the core process, provides a contextual framework to enhance understanding of existing leadership theories and assist organisations in reviewing and improving their leadership processes.

Projects have become a key strategic working form and it has been shown that all industries can benefit from project-based working. Each project is unique and present different challenges to managers, which requires good project management skills in order to face these chal-lenges. These skills are referred to as the science and art of project management. The science consists of skills in using different tools and techniques and the artistry refers to skills in practising leadership, which some researchers argue is the most important quality for manag-ers to posses. Since each project is a new situation, project manager s needs to be able to adapt their leadership style to the unique situation of the project. This way of exploring leadership has been done in the Situational Leadership Model originally developed by Paul Hersey and Kenneth Blanchard. The interaction between a leader’s behaviour and the situational factors, ability and willingness, of the members are em-phasized.

The purpose of this study is to study project management from a situ-ational leadership perspective, using the Situational Leadership Model.

The empirical research was conducted through interviews made with representatives from four different companies located in or just outside the city of Jönköping. The representatives included one project leader from each company as well as one or two project members.

The study showed that the Situational Leadership Model was able to predict the appropriate leadership behavior to adopt. Even though it was able to predict the appropriate behavior, it was not adopted in all projects. Two of the five project members were confronted with a faulty leadership behavior.

Within a new funding and governance landscape, pooling knowledge and resources has become a fundamental prerequisite to ensuring the long-term sustainability of reshaped, yet financially-constrained Destination Management Organisations (DMOs), which face challenges to deliver value to their destinations and member organisations. Leadership and its distributed dimension, namely Distributed Leadership (DL) is a recent paradigm, which is gaining momentum in the domain of DMOs and destinations as a promising response to these challenges. The overarching aim of this study is to investigate how DMOs enact and practice DL and as such, serve as leadership networks in destinations following the organisational transformation of these DMOs within a new funding and governance landscape for DMOs and destinations in England. Three prominent domains from the broad organisational literature, namely DMOs and destinations, leadership and its distributed dimension, and Network theory and its practitioner tool SNA, both underpin and inform the cross-disciplinary approach embedded in this study. By adopting and adapting a recent organisational leadership framework (Hoppe & Reinelt, 2010), the underpinned study develops and puts into practice mixed- and multi-method- driven, three-phase methodological framework aimed at identifying the enactment and practice of DL in Destination Milton Keynes (DMK). The methodological framework fuses two strategic organisational literature domains, namely DL and SNA. Five core objectives contribute to addressing the overarching aim of this study, where the study first deconstructs and contextualises the shifting DMO concept, before defining the political and economic dimensions of its organisational context that influence change on a DMO level. The study then identifies an initial evidence of organisational change within the DMO in focus influenced by shifts in its organisational context, where the development and implementation of Destination Management Plans (DMPs) provide insights into the enactment of DL on a DMO level. The adopted Abductive approach to knowledge accumulation, which is founded on the continuous interplay between existing theoretical contributions and new empirical data, also supports the development of the DMO Leadership Cycle. Thirdly, after providing evidence of the enactment of DL through DMPs, the study investigates processes related to the practice of DL in DMK by adapting Hoppe and Reinelt’s (2010) framework for the evaluation of leadership development along with a number of structural and relational network properties. This results in the identification of six contrasting yet interconnected leader types within the organisation in focus. Building on this evidence of the enactment and practice of DL in DMK, the study formulates a response to key challenges to and opportunities for the enactment and practice of DL in DMK and reshaped DMOs in England through the perspective of both senior leaders representing DMO member organisations and policy-makers representing lead figures at Visit England. At last, driven by findings derived throughout the three phases of data collection, the study constructs a set of practitioner outputs, which may provide implications for DL practice in reshaped DMOs. Amongst these are guidelines for good leadership practice for reshaped DMOs to inform future leadership practice on a DMO level in the UK and the development of a methodological framework for the identification of DL in DMOs. Findings from this study build on the existing state of the literature on DMOs and destinations by constructing the DMO Leadership Cycle and its theoretical dimensions, the introduction of definitions of DMOs serving as leadership and DL networks in destinations, and building upon the leadership dimension of the DMO Leadership Cycle. Findings also build on the existing state of the DMO and destination leadership practice and the application of the DL paradigm in the context of DMOs and destinations in particular by shifting the focus from marketing and management to leadership and DL, the introduction of guidelines on good leadership practice for DMOs, constructing the DMO Leadership Cycle and its practitioner dimensions. Findings from this study build on the existing state of the literature on leadership and DL by introducing advances in the measurement of DL and the identification of DL behaviours and roles within networks. Findings also build on the existing state of leadership practice and the application of the DL paradigm in particular by providing practitioner insights on how leadership is distributed through an investigation in situ beyond traditional fields of application and across diverse organisations.

Implementing effective leadership strategies in management of information systems (MIS) can positively influence overall organizational performance. This study was an exploration of the general problem of failure to lead effectively in the current knowledge-based economy and the resulting deleterious effects on organizational performance and threats to continuing organizational viability. The specific problem was the lack of understanding regarding the interaction of leadership processes with MIS functions and the impact on organizational success. Managers' and employees' lived experiences of leadership in small- to medium-sized enterprises were explored, as well as how those experiences influenced the organization's adaptive responses regarding technology and performance in the knowledge-based economy. The complexity theory of leadership was applied as the theoretical foundation for this study. A phenomenological methodology was used. Data were collected through semi-structured interviews and analyzed through open coding to identify emergent themes from the data. The themes were leaders motivate employees' positive work-related behaviors, effective communication skills ensure accessibility and efficiency of the organizational information system, and leadership practices influence business productivity. This study contributes to social change by providing insights for managers and employees regarding effective strategies for working as teams and networks via the use of nontraditional leadership theory, which promotes company sustainability by demonstrating the benefits of responding to the changing economy.

Fire departments in the United States accounted for 31% of municipal budgets with increases of 85% spending between 2015 and 2016. The purpose of this single case study was to explore leadership strategies fire officers used to manage costs associated with hazardous operations. The conceptual framework grounding this study was transformational leadership theory. The participants in this study were 10 fire officers who manage hazardous operations in central Wisconsin. The data collection process included open-ended questions in a semistructured format resulting in transcripts, a review of fire department staffing documents, and personal journal notes. Methodological triangulation was used to compare the collected data and verified through member checking for accuracy. Upon completion of data collection, the data analysis process consisted of transcripts involving coding, grouping key words, and reconstructing data into themes. Four central themes emerged from the study: servant leadership, partnership, accountability, and creative staffing. The fire officers used servant leadership to ensure the provisions of services to internal and external customers. The servant leadership practice created trust and integrity. Creative staffing provided innovative cost management and fiscal responsibility to include partnership. Partnership and accountability worked in every facet of the fire department soliciting input from every level of staff. Fire officers in the study practiced transformational leadership daily in both emergency and nonemergency situations. Social implications include innovative leadership strategies and application that may help fire officers promote positive social change through saving lives of firefighters and the citizens they serve.

This diploma thesis focus on comparison of the management of 1st half of 20th century with present days. The main goal of thesis is to analyze a lurid career of Czech top manager Domink Cipera, his operation methods and usage of innovative management procedures (that were used during his business and politics career), based on the available published sources. Thesis is in addition comparing Cipera’s management style in context of that era with current acting managers and is concerning with Cipera’s profession heritage and his influence to modern management. Practical section of the thesis is dealing with sociological research on the sample of current acting managers. Design section is describing potential improvement in area of systematical managerial education of managers and executive project employees in the concrete company.

Workplace toxicity may negatively influence the well-being and work performance of employees. Best practices of successful leadership approaches and behaviors have been unidentified when addressing low-toxicity work environments. The purpose of this qualitative narrative case study was to develop a deeper understanding of how leaders selected and applied specific leadership strategies and behaviors in nontoxic workplace environments. Data were collected from 10 participants in New Hampshire using a purposive sampling technique and semistructured interviews based on Alvarado's triangular model of workplace toxicity. This study was structured using a narrative approach to explore ways positive leaders practically implemented styles and behaviors to mitigate workplace toxicity. All participants met this study's qualification parameters; they had past experiences with toxic leaders that shaped their personal leadership styles. NVivo was used to compare and analyze data from all interview transcripts entered for recurring themes. These themes were coded according to how answers connected to a specific research question, and findings were collated across interviews to form results. Three major themes emerged from the data: experience with toxic leadership, leadership approaches to toxicity, and leadership behaviors toward toxicity. Insights from this study may help company leaders avoid lawsuits, low productivity levels, and high staff turnover due to toxic workplace elements left unattended or ineffectively managed. The study may contribute to positive social change by generating practical models of and suggestions for creating a less toxic work environment, thereby creating healthier and happier employees, which increases public wellbeing and company success.

This study examined formal leadership degree programs and their ability to prepare professionals for leadership positions. This study provided data outlining the necessary competencies for leadership positions and examined the current activities and formal curriculum included in three premier formal leadership degree programs. This study also provided recommendations for the enhancement of current curriculum and methods in formal leadership degree programs to better facilitate the learning and empowerment of student populations interested in pursuing leadership positions. This study utilized qualitative research in order to study the interrelationships holistically. The data collected in this study provided insight into what leadership competencies were valued and taught by highly ranked diverse undergraduate and graduate academic programs. These programs were selected based on their reputation of excellence, faculty, and overall program experience. The gatekeepers and graduates of these highly motivated academic programs identified the necessary competencies for success after graduation in the leadership work force. This examination allowed for holistic impressions to be made about curriculum revision and enhancement that added to the foundation and future of leadership education. A purposive sample was used to maximize the range of specific information that could be attained from and about the context. The purposive sample allowed the researcher to purposely seek typical and divergent data and insights to capture the essence of the situation. The major findings of this study include the development of two competency sets necessary for successful practice within leadership positions. Etic competencies refer to those competencies relating to features or items targeted for development which can be considered outside of their role within a leadership system. Emic competencies refer to those competencies relating to features or items targeted for development with respect to their role within a leadership system. Based on the literature and respondent perspectives four recommendations can be made for the revision of leadership education. These revisions are expansion of current curricula, renewed focus and attention to global perspective, enhanced faculty development opportunities, and grounding in moral and ethical purpose. These four recommendations are solidified and integrated into practice through the Foundational Approach to Leadership Development Model.

This mixed method case study examines the relationship between the authentic leadership of the pastor of Warsaw Community Church and his effectiveness as a leader in achieving the collective goals of the church from the perspective of his leadership team and direct reports. It examines how his level of authenticity affects the followers' desire to be a part of that authentic relationship. By using a quantitative method study the research assessed the following: (a) the authenticity of the pastor through self-assessment and follower feedback; (b) the leadership effectiveness of the pastor through self-assessment and follower feedback. The qualitative interview portion of the study provides insight and focus into how the level of the pastor's authenticity impacts his leadership effectiveness and the level of authentic relationship between the pastor and his followers.

The 12 participants took a combined Authentic Leadership Questionnaire (ALQ) and Lewis Pastoral Leadership Inventory (LPLI) online survey. Following the online survey, the interviews with the Founding Pastor's followers, three direct reports, the co-senior pastor and one chosen by the co-senior pastor, added to a richer understanding of the context and relationships.

A majority of current leadership programs are failing to deliver a comprehensive approach to leadership development by not providing middle and frontline managers the skills to enhance their potential to develop others. In failing to generate a comprehensive system, animosity towards all types of leadership has been festering for over 40 years as first identified by Greenleaf in 1977. The purpose of the study was to establish a link between the theoretical paradigms of servant leadership and self-leadership using the lens of emotional intelligence to generate an integral leadership development framework. The conceptual framework used Goleman et al.’s version of emotional intelligence, Spears’s model of servant leadership, and Manz’s concepts of self-leadership. The research question examined the interrelationship between the three theoretical paradigms and used the analysis to create a theoretical framework. A paradigm and systematic word search phrase yielded an initial sample of 1356 research articles. Using text scrutinization to achieve saturation, I used 342 articles to evaluate the gap between the three theoretical paradigms. The analysis of the secondary data used Edwards’s approach to metatheory-building. The results yielded the beginnings of a new theory of self-perpetuating leadership style called sustainable leadership. Also noted based on the literature a serious absence of ethics, morality, or spirituality in leadership development. This study is important because it uses a holistic framework based on development techniques found in three theoretical leadership paradigms to help aspiring leaders to develop others. The positive social change that may result is an improvement in leadership skills, over time, through a comprehensive approach to leadership development for aspiring leaders.

Effective leadership can and does influence organizational performance. The Executive Success Profile, a multi-rater feedback instrument, was used to gather perception data on 51 executives and 310 senior managers of a large Fortune 500 electronics manufacturing company in regards to three critical leadership dimensions: visionary thinking, empowering others, and global perspective. Paired t-tests were run to compare the means of the two samples. Significant differences were found between executives and senior managers on the perceived importance of and ability to perform on the empowering others dimension. Additionally, correlational measures indicate a statistically significant relationship between importance and competence ratings on the empowering others and global perspective dimensions for executives, and on the empowering others dimension for senior managers.

Thesis (Ph. D.)--University of Oregon, 2004.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 137-144). Also available for download via the World Wide Web; free to University of Oregon users.

The diploma thesis “The Analysis of the Performance of a Top Manager” is concerned with the analysis of the actual work of people in leader positions of the company structure. The analysis is based on a questionnaire survey and follow-up interviews with a selected group of managers, which made it possible to gain data on the actual work of these people. The analysis and comparison of theoretical approaches and practice lead to conclusions and recommendations related to the training and education of people in management positions.

The pace of globalization continues to accelerate, which is demanding new approaches to leadership. One area where global mergers, acquisitions, alliances, and partnerships have become commonplace is in the pharmaceutical industry. This growing globalization has made it significantly more important to understand how culture impacts and influences effective leadership. Outstanding global leadership will continue to be a business imperative for the future.

This study used a mixed-method approach to identify the characteristics and behaviors that contribute to outstanding global leadership and to recommend methods for developing these characteristics. For the quantitative portion of the study, the GLOBE Research Survey was administered to mid-level leaders in a global pharmaceutical company. The qualitative portion of the study included semi-structured interviews with a smaller set of participants from the original sample group.

The quantitative survey indicated that the characteristics of integrity, performance-oriented, inspirational, visionary, and decisive strongly contribute to outstanding global leadership. The qualitative interviews supported these findings and offered recommendations on how to develop these characteristics, including the implementation of role models, feedback, coaching, learning environments, and culturally diverse opportunities.

This study provides preliminary evidence that there are specific characteristics that contribute to outstanding global leadership. The results of this study may be used to contribute to the success of global corporations, specifically in the pharmaceutical industry.

Servant leadership (SL), a universal, ethical leadership style, consistently produces high performance and employee engagement. For the last two decades, lack of business ethics in decision making by senior leaders has resulted in many negative outcomes, such as the WorldCom scandal. The purpose of this descriptive phenomenological study was to identify and report the lived experiences of senior leaders in relation to decision making in SL organizations in the southwestern United States. The study's theoretical/conceptual foundations encompassed Maslow's motivation theories, decision theory, spirituality, spiritual intelligence, Cicero's virtue theory of ethics, and Greenleaf's SL. Data collection involved the use of semistructured interviews with a purposive sample of 18 participants who were senior leaders of SL organizations. Data analysis employed Giorgi's method whereby phenomenological reduction revealed meaning units, and psychological reduction reached descriptive psychological structures of experiences by hand coding and integrative data analysis software. Findings confirmed senior leaders' ethical decision making in SL organizations. Recommendations include addressing ethical decision making in team leadership at the board and operational levels and examining the interrelation of CEO ethical leadership and firm performance. Conclusions reached confirm a prevailing structure of experiences as collaborative, interdependent, egalitarian teamwork, a family metaphor. Application of the findings of this study may result in positive social change by fostering a more ethical, kinder capitalism in everyday life and in building community with more servant leaders and SL organizations.

The purpose of this study was to examine the attributional association between servant leadership and global leadership. The research employed a correlational, hypothetical-deductive, cross-sectional quantitative research strategy with two established instruments to measure servant leadership and global leadership attributes. The sample included 413 leaders and executives of organizations in northeast Indiana in the United States. The study found a close association between servant leadership and global leadership and between individual leadership attributes of both constructs. The strength of the correlative relationship between the two leadership constructs was found to be dependent on a leader's leadership position and gender. Post hoc analysis revealed differences in servant leadership by a leader's gender and the type and size of organization. Differences in global leadership were found between leaders when moderated by size of organization and number of countries the organization does business with, but not the proportion of products or services sold to foreign countries.

Global nonprofits face not only the challenges of funding but now need to adapt to the challenges of a complex and changing environment. Part of this changing environment is the need to network with other organizations to enhance their impact. As these networked nonprofits attempt to meet the challenges of the twenty-first century they most likely will need solutions that contain complex roles, procedures, and structures. Organizations need to learn to readily adapt to these challenges. A learning organization is one which has the ability to transform itself by collectively learning how to face new challenges. An organization that has this ability is better prepared to meet its challenges and can produce greater results. When an organization becomes a learning organization it may be more likely to possess the necessary tools to effectively meet its objectives.

Leaders must implant into the organizational culture factors that will allow the organization to make the necessary transformation. Transformational leadership has been proposed as a viable model of leadership that can produce this type of environment. Rijal (2009) stated that "transforming a complex system is difficult without a leader who understands the needs of the situation, the people and the goal and undertakes the necessary action to achieve the transition" (p. 131).

Networked global nonprofits offer a unique setting for analyzing this relationship. This study will look at several ministry nonprofits that have networked together to fulfill their common purpose. It will seek to discover more about the alleged relationship between transformational leadership and a culture of learning by seeking evidence within these global nonprofits.

The literature review has proven the percentage of projects that come short of meeting the expectations of stakeholders is significantly high. There is a gap in the literature on attributes that contribute to successful project outcomes, especially in the aerospace and defense industry. This study explores leadership skills in project managers and how the application of leadership skills contributed to successful project outcome. A qualitative multi-case study was conducted to explore leadership skills in project managers within the aerospace and defense industry. A semi-structured interview was conducted to understand the nature of the project that selected candidates participated in and how the usage of leadership skills resulted in successful project outcome.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 65-68).
'Partnership' is a term which is used very liberally in the context of large scale urban development. Mixed-use, brownfield projects, transit-oriented development, urban regeneration: all these projects require partnerships of a sort. This thesis reviews definitions of partnership and outlines benefits and shortcomings. In addition, managerial tools, group work processes, and leadership strategies are discussed with a view to understanding what the most effective approaches are to working in partnership. Managing consensus across organization boundaries and over long project durations is difficult. Indeed, it is arguably an amplification of dealing with the internal workings of a multi-disciplinary company. Approaches differ from building collaborative cultures, focusing on formal structures, and strengthening social and political networks. In reality, all three are always at play. However, circumstances, culture, and personal leadership preferences, will contribute to why one strategy might dominate in a given situation. The thesis finds that partnership in urban development is a reality which no sector has the luxury of avoiding. However, it may be possible to increase the scope and benefits of partnership, particularly in the making of great urban places. To do so will involve rethinking this mode of working to extend the breadth of activities. It will involve a broader range of partners representing a greater variety of interests and bringing wider capabilities. Inevitably, this will add further complexity. In order to assist leaders and managers in the middle of such contexts, a managerial framework has been developed. It is both a diagnostic and strategic tool to deal with the integration challenges, political and cultural dynamics of partnership situations.
by Daniel Khong.
M.B.A.

This study sought to advance understanding of authority in higher education academic management/leadership. Although there is rich literature on education management and leadership, the role of authority in this area has received less attention. Drawing on an understanding of authority as social, multiple, changeable and contested, this study had three broad aims: to understand contextualised authority practices; to conceptualise authority in academic leadership/management and to investigate the value of practice-focused constructivist grounded theory methodology in educational research. Data were collected from the Education Departments of two, post 1992, UK universities over a period of eighteen months and analysed using elements of practices as a sensitising framework. The study shows how elements combine in construction of authority. Three practices: overseeing, deciding and challenging, are considered. The study contributes to the discussion on academic leadership and management. Findings demonstrate the complexity of authority practices in this domain. Four ideas in particular stand out: that access to knowledge and material resources confers or restricts authority; that elements and everyday practices combine to create a ‘toolkit’ from which authority practices can be constructed; that grouping multiple authorities into a triad of structuring, relational and knowledge-based authorities can cast light on constructions and contestations of authority; and that knowledge-based authorities in higher education have multiple and conflicting sources that draw on different higher education discourses. Finally, the study suggests the value of practice focused grounded theory methodology in shifting focus from an agentic understanding of academic leadership/management.

Bibliography: leaves 142-151.
Knowledge management (KM) is the subject of much literature, discussion, planning and some action. Effectively implementing a sound KM strategy and becoming a knowledge-based organisation are seen as mandatory conditions that want to be successful in the knowledge economy. Organizational leaders play critical roles in boosting the spirit of their followers in the world marked by rapid change. Leaders need to understand that rigorous knowledge management will determine the organisational survival of their organisations and they are therefore required to play positive roles in leading with knowledge.

La nature et le fonctionnement d'une équipe de projet diffèrent fondamentalement de ceux d'une équipe travaillant en mode opération. La mission de l'équipe de projet est de transformer la virtualité initiale du projet en un projet réel ; l'appréhension de cette équipe comme groupe temporaire permet de comprendre en quoi le bon fonctionnement du groupe constitue l'un des facteurs majeurs de réussite du projet. Le cycle de vie des groupes temporaires de projet, développé sur la base des travaux de R. D. Laing, permet une analyse fine de la dynamique de ces groupes, qui peut être complétée par des hypothèses energétiques expliquant les mécanismes internes de fonctionnement d'une équipe de projet. Les dysfonctionnements des équipes de projet trouvent leur origine dans un déséquilibre entre les différentes énergies qui sous-tendent la dynamique groupale.

Thesis (MBA)--Stellenbosch University, 2003.
ENGLISH ABSTRACT: Facilitation is considered one of the core leadership skills needed for young managers today. In order to master the principles of facilitation, it is necessary for potential facilitators to have a thorough understanding of the four main elements of facilitation namely, The Task at hand, the personal characteristics, skills and techniques required of facilitators, the group dynamics that come into play in the facilitation process and the facilitation process itself. In the continuously changing environment of business, it is important that managers lead their organisations and teams through change with a facilitation management style. In order to cope with change, it is necessary to understand what change is and how it will affect the organisation and the people working for the organisation. This study intends to give young, talented managers the skills to be effective facilitators in their organisations. It is intended to give talented managers a working document to help them manage in a constantly changing environment where much is expected of them regarding management styles and social interaction.
AFRIKAANSE OPSOMMING: Fasilitering word beskou as een van die kern leierskapsvaardighede wat van vandag se jong bestuurders verwag word. Ten einde die beginsels van fasilitering baas te raak, is dit belangrik dat voornemende fasiliteerders 'n deeglike begrip moet hê van die vier basiese beginsels van fasilitering naamlik, Die Taak wat afgehandel moet word, die eienskappe waaroor fasiliteerders moet beskik, die groepsdinamika betrokke in fasilitering en die proses van fasilitering self. In die voortdurend veranderende besigheidsomgewing is dit belangrik dat bestuurders hul organisasies en spanne lei aan die hand van 'n fasiliterende bestuurstyl. Ten einde verandering te kan hanteer, is dit nodig om te verstaan wat verandering behels en hoe dit die organisasie en die mense wat vir die organisasie werk beïnvloed. Dit is die doelwit van hierdie studie om jong, talentvolle fasiliteerders die vaardigheid te gee om effektiewe fasiliteerders in hul organisasies te wees. Dit is die bedoeling om talentvolle bestuurders 'n werksdokument te gee om hulle te help om te bestuur in 'n konstante veranderende omgewing waar baie van hulle verwag word rakende bestuurstyle en die interaksie met mense.