Dissertations / Theses: 'Organisational culture – Inclusive leadership'

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Mavrokordatos, Amanda. "Cultivating creativity: the relationship between inclusive leadership, psychological safety, vitality, openness to experience and creative work involvement." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97996.

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Thesis (MCom)--Stellenbosch University, 2015
ENGLISH ABSTRACT : Organisations are rapidly discovering the invaluable influence of creativity and innovation at work. An individual’s capacity to engage creatively with his or her work is becoming increasingly recognised as integral for organisational success and competitive advantage. The quest for an increase in creative output is driven by the following question: what causes variance in creative work involvement? The purpose of this study was to address the question of variance in creative work involvement across a variety of industries. In order to do so empirically, a structural model was developed after an interrogation of the literature to present the hypothesised relationships suggested through previous research. In essence, this study explored the significance of four relationships: (1) the effect of psychological safety on creative work involvement, (2) the effect of inclusive leadership on psychological safety, (3) the effect of openness to experience on creative work involvement, and (4) the moderating effect of vitality on the relationship between psychological safety and creative work involvement. The research approach was a quantitative study in which an ex post facto correlation research design was used. A total of 39 organisations participated in the study; they are located in the Western Cape, Eastern Cape and Gauteng provinces in South Africa. An electronic self-administered survey that consisted of six sections and 39 items was distributed to employees in varying roles and across different industries. Participation was voluntary; 519 employees engaged in the survey. Multiple regression analysis was used in order to evaluate the data collected. Creative work involvement, psychological safety and vitality were measured by utilising the measurement items presented by Kark and Carmeli (2009). Inclusive leadership was measured using nine items from Carmeli, Reiter-Palmon and Ziv (2010). Lastly, openness to experience was measured using the HEXACO-60 survey (Lee & Ashton, 2004), of which only the 10 items pertaining to this construct were included in the survey presented to the participants. The findings reveal that psychological safety had a significant effect on creative work involvement, and inclusive leadership was shown to have a significant effect on psychological safety. In addition, there was a significant positive relationship between openness to experience and creative work involvement. Moreover, vitality was shown not to have a significant moderating effect on the relationship between psychological safety and creative work involvement. It also was found that the relationship between vitality and creative work involvement was significant. The discussions and implications of this research suggest a number of implementations with which managers can engage in order to stimulate creative behaviour and further encourage creative work involvement through strategic decision making at a variety of organisational levels. Greater levels of creative work engagement can be achieved for the overall success of the organisation, which could have an impact on the global community at large.
AFRIKAANSE OPSOMMING : Organisasies besef toenemend die onskatbare waarde van kreatiwiteit en innovasie in die werkplek. ’n Individu se vermoë om kreatief met sy of haar werk om te gaan, word toenemend erken as noodsaaklik vir ’n organisasie se sukses en mededingende voordeel (Florida & Goodnight, 2005, soos Bissola & Imperatori, 2011). Die soeke na ’n toename in kreatiewe uitset/produksie/opbrengs/vermoë word gedryf deur die volgende vraag: wat veroorsaak variansie in kreatiewe werksbetrokkenheid? Die doel van hierdie studie was om die vraag oor variansie in kreatiewe werksbetrokkenheid in ’n verskeidenheid industrieë aan te spreek. Om dit empiries te doen, is ’n strukturele model, na bestudering van die literatuur, ontwikkel wat die hipotetiese verhoudinge uitbeeld wat deur vorige navorsing gesuggereer is. In wese verken hierdie studie die beduidendheid van vier verhoudinge: (1) die effek van sielkundige veiligheid op kreatiewe werksbetrokkenheid, (2) die effek van inklusiewe leierskap op sielkundige veiligheid, (3) die effek van ontvanklikheid vir ervaring op kreatiewe werksbetrokkenheid, en (4) die modererende effek van lewenskragtigheid op die verhouding tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid. Die navorsingswerkswyse is ‘n kwantitatiewe studie waarin ŉ ex post facto-korrelasionele navorsingsontwerp gebruik is. ’n Totaal van 39 organisasies, geleë in die Wes-Kaap, Oos-Kaap en Gauteng, het aan die studie deelgeneem. ’n Elektroniese selfgeadministreerde vraelys, bestaande uit ses afdelings en 39 items, is onder werknemers in verskeie rolle en in verskeie industrieë versprei. Deelname was vrywillig en 519 werknemers het die vraelys voltooi. Meervoudige regressie-analise is gebruik om die ingesamelde data te evalueer. Kreatiewe werksbetrokkenheid, sielkundige veiligheid en lewenskragtigheid is gemeet met behulp van die metings-items wat deur Kark and Carmeli (2009) voorgestel is. Inklusiewe leierskap is gemeet met nege items van Carmeli, Reiter-Palmon en Ziv (2010). Laastens is die ontvanklikheid vir ervaring gemeet met gebruik van die HEXACO-60 opname (Lee & Ashton, 2004), waarvan slegs die 10 items wat betrekking het op hierdie konstruk ingesluit is in die vraelys wat aan die deelnemers voorgelê is. Die bevindinge het getoon dat sielkundige veiligheid ’n beduidende effek op kreatiewe werksbetrokkenheid het en dat inklusiewe leierskap ‘n beduidende effek op sielkundige veiligheid het. Bykomend hiertoe is ’n beduidende positiewe verwantskap tussen ontvanklikheid vir ervaring en kreatiewe werksbetrokkenheid gevind. Verder is aangedui dat lewenskragtigheid nie ’n beduidende modererende effek op die verwantskap tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid het nie. Daar is ook bevind dat die verwantskap tussen lewenskragtigheid en kreatiewe werksbetrokkenheid beduidend is. In die bespreking en implikasies van hierdie navorsing word ’n aantal voorstelle gemaak wat bestuurders kan implementeer om kreatiewe gedrag te stimuleer en kreatiewe werksbetrokkenheid verder aan te moedig deur strategiese besluitneming op ’n verskeidenheid van organisatoriese vlakke. Groter vlakke van kreatiewe werksbetrokkenheid kan bereik word wat die oorkoepelende sukses van ’n organisasie bevorder, wat dan weer ’n impak op die globale gemeenskap kan hê.

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Egan, Julia. "Exploring the relationship between leadership, leadership behaviours and organisational culture." Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/688a2b1d-651b-4fff-931a-c7049b6f50c4.

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This thesis explores the theme of leadership in the NHS, specifically focusing on nursing. Leadership has become an important area in recent years, particularly in relatiion to improving efficiency, effectiveness and quality of services. As nurses provide 80% of care in the NHS, their role is pivotal in achieving any change. Despite the importance placed on leadership in the NHS, literature shows little is known about perceptions of leadership, how leaders function or what importance staff place on the culture and context in which they work. This study is based on the findings of 28 qualitative interviews with leaders in two health boards in Scotland. Through the presentation of informants' perceptions, beliefs and collective accounts, the study illustrates how staff view leadership in the NHS and provides some significant results. Firstly, it proposes that leadership is comprised of two elements; one relating to individuals and one relating to how individuals function in organisations. Secondly, it indicates three models of leadership are particularly relevant and how these differ according to role and hierarchy. Thirdly, it reveals leadership and management as disticnct components. In nursing a number of complexities make these roles challenging, and the culture and context of health borads influence how these fundtion in practice. Finally, this research concludes that staff value a clear set of characteristics, styles and behaviours not related to vision and change but which centre on character, values, integrity and engagement. The study has considerable impolication for emerging work on leadership in the NHS and for the future development of leadership roles in nursing.

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Hedges, Pamela M. "Leadership and culture : international perceptions of organizational leadership." Curtin University of Technology, School of Management and Marketing, 1995. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=11819.

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This study is a comparative investigation of organizational leadership internationally in Australia, Singapore and Malaysia. The thesis developed is largely based on the "PM" (Performance/Maintenance) model of leadership developed by Misumi over the last three or four decades in Japan.The Misumi model sets a precedent interesting for its Eastern juxtaposition with Hofstede and for the tension it recognizes between behaviours general to all situations of organizational leadership and those which are context-specific. In addition to the focus on this theory in particular, the study examines the relationship of national and personal values to perceptions and interpretation of organizational leadership behaviour. The underlying purpose is to increase understanding of cross-cultural variables in the field of organizational leadership.For its premise, the research undertaken makes the suggestion that leadership behaviours are influenced by national cultural variables and therefore national similarities or differences are, at least to some extent, culturally determined. It is the scope of this cultural imperative which becomes the focus for the thesis. Hypotheses developed, and the data gathered to test them, centre on the perceptions of consistency between organizational leadership in Australia, Singapore and Malaysia.

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Alkhamali, Khaled Salem H. "Leadership style, organisational culture and disputes in public construction." Thesis, Heriot-Watt University, 2014. http://hdl.handle.net/10399/2774.

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The increasing occurrence of construction disputes has compounded the fragmentation, complexity and adversarial nature of the construction industry. Disputes are associated with high cost, delays, low quality and even the destruction of important relationships among project parties that have taken long years to build and disputes have become ‘the rule rather than the exception’. Despite considerable attempts in literature towards dispute minimization in construction projects, very few studies have addressed the roots behind the occurrence of disputes. Leadership and organisational culture are key influential factors in the construction industry. Effective project leaders should, not only achieve the goals and objectives of the organisations they lead, but also, minimize conflicts and disputes. Also by instilling strong organisational culture, construction organisations can control dispute to minimum levels. Therefore, this study aims to draw research attention toward the core of disputes by providing theoretical insight and empirical investigation concerning the roots of this problem. A framework is presented to minimize disputes in public organisations of construction. The mixed methodology adopted includes a survey conducted to investigate the current practice and semi-structured interviews to explore best practice that combined to form a foundation for the framework that assess leaders and organisations to minimize construction disputes. The findings revealed that among the most significant dispute causes are: delay by the contractor, lack of team spirit, slow contractor response, poor communication, unrealistic tendering, inadequate contractor selection, unforeseen site conditions and inadequate site supervision. Significant correlations were noted between transformational leadership and the most significant dispute causes. Also significant association was indicated between clan culture and disputes. Emerging from the study is that transformational leadership and clan culture appear to be the most suitable leadership style and organisational culture, respectively, in public construction organisations (owner organisations) that help minimize disputes with contractors.

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Befile, Nomawethu. "The relationship between organisational culture, transformational leadership and organisational change outcomes in public intensive care units." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/14576.

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Organisational change in any organisation, including the healthcare industry, implies a change in organisational culture. The concept of organisational culture refers to those values and norms within an organisation that are prescribed by both the employer and the employees as to how to behave. However, organisational culture should not be viewed in isolation, as culture and leadership are intertwined. Transformational leadership within an organisational culture serves to achieve its goal, missions and aims by influencing, motivating and creating a mutual relationship between employees and employers, which brings about effective organisational change. The alignment of organisational culture and leadership with a hospital’s vision is important to ensure optimal healthcare delivery and organisational change outcomes. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach, was used to conduct the research study. The research study explored whether a supportive organisational culture, transformational leadership and organisational change outcomes were prevalent in public intensive care units. Secondly, the study aimed to investigate the relationship between organisational culture, transformational leadership and organisational change outcomes in public intensive care units in the Nelson Mandela Bay. Data was collected by means of a structured and previously validated questionnaire with a Cronbach’s alpha of more than 0.80. The target population was registered nurses who work in the intensive care units in the public hospitals. The sample was composed of 56 registered nurses and 4 enrolled nurses who were selected from public hospital intensive care units in Nelson Mandela Bay. Descriptive statistics, linear regression analysis, correlation and a Chi-square test were used to describe the hypothesised relationship between organisational culture and transformational leadership (independent) with organisational change outcomes (dependent variable). The results of this study revealed that the alternative hypothesis was accepted as the P value, was less than 0.05 in all variables. This proved that there was a significant relationship between organisational culture, transformational leadership and organisational change outcomes in the public intensive care units which were sampled. Recommendations are made as to how organisational culture can enhance and support transformational leadership and organisational change outcomes to promote a positive change outcome in public intensive care units. Ethical considerations were maintained throughout the research study.

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Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.

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Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific nature of the relationship'. Whilst there is considerable, research into the individual relationship between narrowly defined aspcts if organisational culture and leadership on organisational performance there is little research into their combined effects. A review of the literature shows none that addressed the variables as generic concepts. The gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the relationship of different combinations of generically defined leadership style and organisational culture on organisational performance. Following a review of literature, the Blake and Mouton (1985) task versus relationship classification of style and the Deal and Kennedy (1982) risk versus speed of feedback classification of organisational culture were adopted as the most suitable generic feedback classifications of the variables. From a review of the literature, no explicit methodology was found for applying the selected classification method for organisational culture. Similarly, the selected methodology for classifyingleadership style was perceived as being too narrow to be used on its own. To address these issues a mixed methodology was devised and utilised. The mixed method approach employed questionaires, one to one interviews, focus groups and observation. A case study approach was adopted and sought a correlation between different combinations of variables and different levels of performance. The setting for the empirical phase of the study was the UK Building Services Industry and four of the leading organisations, with a range of levels of performance, participated. Analysis of the data collected indicated that; (i) there is an industry specific organisational culture in the selected sector, (ii) that the industry specific organisational culture acts as a constant and not a variable and (iii) that organisational performance is directly related to the leadership style sequence. The findings of the study indicate that the relationship between the leadership style sequence and organisational performance is a function of two imperatives. Firstly for the highest level of performance the leader needs ta have a preferred dominant style which has the maximum concern for task. Secondly the leader needs to maintain this maximum concern for task as he changes style when the dominant or preferred style fails to get the required result. This study contribute to extant literature in several ways. Firstly, by providing an explicit mixed method of applying generic organisational culture and leadership style classifications. Secondly, by confirming the existence of industry specific culture in some sectors and identifying that the industry specific culture in the UK Building Services Industry as the Deal and Kennedy (1982), Work Hard Play Hard Type. Thirdly by identifying that organisational performance is directly related to the leadership style sequence suggested by Blake and Mouton (1985). Finally the study suggests a specific management action plan to improve or maintain organisational performance.

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Hofreiter, Deborah. "Principal Preparation in Special Education| Building an Inclusive Culture." Thesis, California State University, Long Beach, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10285190.

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The importance of principal preparation in special education has increased since the Education for All Handicapped Children Act was passed in 1975. There are significant financial reasons for preparing principals in the area of special education. Recent research also shows that all children learn better in an inclusive environment. Principals who are not prepared in the area of special education have a difficult time implementing an inclusive culture at their schools. This qualitative inquiry study set out to explore principals’ perceptions of their preparation in special education and subsequent district support in building their understanding and implementation of an inclusionary culture in their schools.

Grounded in Critical Disability Theory (Hosking, 2008) and Social Justice Leadership Framework (Furman, 2012), the conceptual framework of this study, Inclusive Leadership Framework, outlined characteristics of an inclusive leader and a framework for building an inclusive culture. Some principals interviewed for the study demonstrated these characteristics and some did not. Principals wanted to learn more about special education and wanted their students to succeed. The Inclusive Leadership Framework evolved throughout the study, but was remained grounded to prevailing praxis of reflection and action.

This study examined the attitudes of principals in K-12 settings in nine Southern California school districts in order to discover their perceptions of the effect their administrative credential preparation in special education had on building an inclusive culture. In addition, principals offered their perceptions relative to how district support in special education helped inform leadership practice regarding building a culture of inclusion. Finally, participants shared anecdotal experiences revealing ways they “learned on the job” as they navigated the world of special education. Recommendations for policy and practice for administrative preparation programs and the Clear Administrative Credential process, professional development and coaching of administrators is addressed in this study.

Significant findings revealed that principals who feel unprepared in special education do not always develop an inclusionary culture, or understand its benefits to student learning. In addition, participants revealed that they would have preferred knowing more about the process of special education before taking their first administrative position. One interesting anecdotal finding suggested that administrators who are parents of a special needs child or were one themselves are very well educated in the realm of special education and take a personal interest in it. A key recommendation for policy/practice/research included making a special education goal in the Individual Induction Plan for the Clear Administrative Credential. The program includes coaching and coaches need to be provided that can instruct in special education and the building of inclusive school culture.

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Kolisang, Lebamang Octavia. "Exploring the relationship between leadership and organisational culture / Kolisang L.O." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7359.

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This research explores the relationship between leadership and organisational culture in an organisation. Organisational culture is often an important factor influencing the competitive strength of an organisation. Leadership is also a critical component in the success of an organisation. It is important to understand how these two powerful determinants of organisational performance affect each other. Research determining that specific types of organisational culture favour particular styles of leadership is important as it aids organisational leaders to identify which styles of leadership are more likely to be successful in their culture. In the organisational culture, leadership deals with creating a clearly articulated vision and possessing the skills and the resolve to recruit and develop followers who are committed to carrying out the vision. Having the ability to see the bigger picture and maintaining a balance between high–level strategies and front–line tactics. Inherent to the organisational culture are many values as task–related and relational values that deal with people as individuals and as organisation members. Leaders act as builders, as maintainers, and as watchdogs of organisational culture and values per se (as cited in Bass, 1990: 586–588). Organisational success in achieving its goals and objectives depends on the leaders of the organisation and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee job satisfaction, commitment and productivity The results of this research indicate that there is a significant relationship between specific types of organisational cultures and leadership styles. Leadership orientation and organisational culture dimensions proved to be significant predictors of job satisfaction, organisational commitment and intention to quit. The research concludes with a number of implications and recommendations for theory and practice.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

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Parrish, David Wayne. "An Action Research Study: Inclusive Culture Formation in a New High School." W&M ScholarWorks, 2019. https://scholarworks.wm.edu/etd/1563898740.

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The culture of a school community is critical to every aspect of its existence, including academic expectations, degree of inclusiveness, safety, and overall well-being of students and staff. While culture can be an abstract, elusive concept, it makes itself known upon entering the school. School culture can exist on multiple levels, exerting a cohesive impact on relationships and interactions and opportunities. Adding to its complexity, a school culture can be perceived differently by individuals, depending on their unique experiences. Further, a school culture is inevitable and difficult to change; a culture will form and once formed, is resistant to even the best intentions to alter it. These factors make attention to an emerging culture of importance to new schools. The purpose of this action research was to examine the impact of the explicit focus on culture through the creation of a Community of Practice (CoP). Additionally, a CoP can support collaboration between department members. Interview results and activities originating from CoP planning reveal that teachers are concerned with student inclusion and want to contribute to a welcoming, accepting school. It is important for school leaders to facilitate and support these opportunities. Further, action research can help create a focused renewal of culture. Major elements of a developing school culture to emerge from this study were multiple opportunities for informal communication, encouragement of individual as well collective investment in inclusive activities, creation of and encouragement of a creative, entrepreneurial impact on the school and its activities. Recommendations are that schools wanting to contribute to a positive, inclusive culture would do well to make purposeful, explicit efforts toward this endeavor.

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Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.

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In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.

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Grocott, Timothy. "How school leaders create an organisational culture that ensures improved performance for Māori." Thesis, University of Canterbury. Educational Studies and Leadership, 2014. http://hdl.handle.net/10092/9320.

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Improving Māori achievement is one of the most important aims of the New Zealand educational system. The benefits of raising the achievement of Māori students have a wide range of positive outcomes for the whole country. In the last ten years many schools have been engaged in initiatives designed to improve the success of Māori learners; but does this work continue when the support and funding is no longer there? This research is designed to identify factors that can sustain these initiatives. Organisational culture creates the conditions in schools so they can continually develop and evolve. But in 21st century society this can happen in complex ways, so schools and their leaders need to understand how to manage that complexity. Leadership is a crucial part of this process, but it is not traditional styles of leadership that are required but new types such as adaptive and authentic leadership. These styles of leadership rely on building relational trust through clear communication and actions which engage and empower others. The recommendations form a framework for school leaders to create a successful organisational culture which could be applied to improving the performance of Māori, but it could also be applied to other school change initiatives.

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Ratana, Totrakarntrakul, and Jessica Sze Lang Yan. "Leadership influencing Organisational creativity : the case of IKEA." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-755.

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Increasing competitions in the markets, companies are tending to acquire different potential competitive advantages. Cost-effective ways of doing business have been deeply underpinned in every leader’s minds. However, the problem is how to obtain the most cost-effective way to operate business apart from cutting costs or other strategies which only focus on short-term measures. Nowadays, employees’ creativity are claimed to be highly valuable for the organisation to become successful and sustainable. Since, we are interested in what kind of organisational structure, culture and working environment would have positive influence on employees’ creativity at work, how those working qualities are able for employees to increase their capability on creativity; and also the constraints of those working environment on employees’ creativity will also be discussed.

To have a better understanding of our research area, a single case study is introduced as a tool helping us to get to know more about the real life and in a practical perspective. Since, a Swedish company has been chosen as our case study here.

In order to reach the purpose of our study, our research questions focused on what factors in the organisation and what characteristics of leadership styles can beneficial to employees’ creativity, and the constraints of the organisation for the employees’ creativity.

Based on our frame of reference and our research questions, we investigated the relevant literatures for our better understanding of the research area. It is also used as a guide for us to collecting data. We used qualitative single case study as our approach to acquire data and interviews were conducted with the IKEA managers.

A qualitative inquiry method is used, entailing in-depth interviews with four employees of IKEA with different types of positions and departments. The results show that their impression and experience of the company vary in some aspects, as different positions might perceive differently.

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Koroleva, Polina, and Dmitry Moiseev. "Power of innovative culture." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-20296.

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Abstract Authors: Dmitry Moiseev and Polina KorolevaProgram: Leadership and Management in International Context Title: Power of innovative culture within organisations From 18 century almost everything that occurred during economic growth was done due to innovations. Companies started to understand that innovations could give a competitive advantage and increase organisational effectiveness. Innovative culture, in turn, is one of the most important conditions that make innovations happen. However innovative culture is not so popular and common within a lot of companies, maybe because of lack of knowledge according to this notion, maybe because of unwillingness and fear to change something. Innovative culture consists of aspects that have some particular shade and lead to innovations’ creation. In this research we defined innovative culture, determined and analysed different aspects that differentiate it among any other kind of culture. We showed advantages of innovativeness and described the leadership style which serves to innovations. Our findings are proven by the examples and words of leaders from global companies, which helped to build us empirical part.

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Funani, Simphiwe Vincent. "Organisational culture and leadership competencies in ABSA Business Bank: Enterprise Business, Gauteng." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1011286.

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From Integrative summary: This document consists of three sections namely, an evaluation report (section 1), literature review (section 2), and research methodology (section 3). The evaluation report sets out the terms of reference for the research as well as identifying the objectives of the research. It also contains a summary of the literature review section, as well as a research methodology section summary. The literature review section contains a detailed review of the literature used in this study. This section sets out by reviewing existing literature on the topic of leadership, discussing the key elements of organisational culture and includes a short discussion on the typologies of culture. The Competing Values Framework as an organisational culture typology is discussed in greater detail, since it forms the foundation upon which the measurement and data collection tools for this research are founded. The research methodology section explains the research methodology and design employed in this study. This section also addresses some of the ethical considerations for this research, as well as how the researcher addressed them. There is also a brief discussion on the limitations of the research and the application of the results. This research focused on a business unit within Absa Business Bank, named Enterprise Business Gauteng Region, with the aim of investigating the “current organisational culture” in the business unit and the leadership competencies profile of its 11 Sales Managers. This was to provide the basis and departure point for the strategic organisational culture change that the new business unit head would have wanted to effect as the business has a history of non-performance, which the new business unit head aims to change. In order to diagnose the “current organisational culture” type, an organisational culture measurement tool based on the Competing Values Framework was used. The Competing Values Framework is a four-category organisational culture typology developed by Cameron and Quinn. The framework is based on two dimensions, how stable or flexible the organisation is, and how externally or internally focused it is. This framework was also employed to establish the leadership competencies profile of Sales Managers, as observed and experienced by the frontline staff, as well as the “desired organisational culture”, as intended by the new business unit head. Through hypotheses testing, the research revealed a statistically significant difference in perceptions of culture between males and females in the business unit. The perceptions of the female frontline staff about the “current” business unit culture indicated that they find it not to be empowering and less allowing for individuality and risk taking when compared to the male staff. The research also concluded that there is no statistically significant difference between leadership competencies associated with the four categories of the Competing Values Framework in the business unit. Comparisons between the “current” and the “desired” organisational culture revealed a misalignment. The main recommendations to the new business unit head were to get the leadership competencies of the Sales Managers aligned with the “desired organisational culture” state, and drive a purposive organisational culture change effort. To support this culture change, the espoused values of the business unit would need to be aligned to the desired culture state. To address the differences in perceptions of culture between males and females the business unit head would need to be mindful of the greater need to empower women either in their current roles, or by way of promotions to senior roles.

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Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.

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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprising a total sample size of 47 respondents. The research consisted of three phases. Phase One, which made use of an open-ended qualitative survey, was directed at industry experts who were required to identify and recommend four small- to medium- sized high-energy information technology organisations to be considered for this research. Phase Two consisted of gaining approval to conduct research within four of the recommended case study organisations, and conducting an open-ended exploratory face-to-face interview with each Managing Director, with the objective of determining the success, energy state, key drivers, and performance measures of the organisations, as well as the factors that drive the energy of staff. Furthermore, each Managing Director completed the same self-administered questionnaire that formed the basis of Phase Three. This structured survey was used to gather the perceptions and opinions of each organisation’s staff members in determining: the energy state of the organisation, the key drivers of organisational energy, and the link between organisation energy and performance. Statistical analysis techniques were used to determine whether significant relationships exist between the drivers of organisational energy and their respective rankings; and between organisational energy and organisational performance.The study provided evidence that intrapreneurial orientation, collective identity, employee investment and leadership are the most significant drivers of productive organisational energy and confirmed the existence of a significant relationship between productive organisational energy and high performance organisations. Through this research, a model has been developed that can be utilised by leaders of organisations to leverage organisational energy in order to improve and measure organisational performance, thereby creating a sustainable competitive advantage.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted

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Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.

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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.

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Ciuk, Sylwia. "Climbing out of organisational depression : culture change project after a toxic leadership episode." Thesis, Oxford Brookes University, 2011. https://radar.brookes.ac.uk/radar/items/fb9e26b1-31a7-4acd-a9cb-f1e2acd8a457/1/.

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The thesis aims to offer a culturally sensitive analysis of a culture change intervention undertaken in a Polish subsidiary of a North American Pharmaceutical corporation. This is achieved by first of all examining the context in which the initiative was undertaken and subsequently the many facets of its development and implementation. More specifically, the thesis investigates the underlying assumptions of the cultural intervention, its design and implementation, as well as the experiences and perceptions of different organisation members regarding it. The findings come from a longitudinal qualitative study. The data collection methods comprise eighty five semi-structured interviews, photo and word collages, observation and documentary analysis. Based on a constructivist ontology and interpretivist epistemology, the study pays special attention to the storied version of organisational reality as narrated by different participants. The study extends the previous work on the topic by offering insights into a relatively under-explored context of a traumatised Eastern European organisation which attempted to climb out of organisational depression by reinvigorating and promoting its long standing values. The study illustrates how the local situateness of the organisation, such as the communist history of the country, and the changes in the Polish political arena, affected the way participants perceived attempts at cultural manipulation. Furthermore, the thesis discusses how cultural interventions can perpetuate organisational delusion without necessarily leading to the desired behavioural changes. Finally, the findings highlight the instrumentality with which the espoused organisational values are approached and responded to by different organisational actors. To this end, the thesis puts forward the notion of the political reengineering of values to discuss how organisation members, both the agents and targets of change, can creatively engage in the official discourse to promote their individual or group interests.

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Nangolo, Filemon. "The role of leadership in shaping organisational culture in a school in Namibia." Thesis, Rhodes University, 2016. http://hdl.handle.net/10962/d1021303.

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The purpose of this study was to investigate the role of leadership in shaping the culture of a rural combined school in Oshikoto Region, northern Namibia. This school had previously performed poorly in terms of Grade 10 examination statistics for many years. However, after the appointment of a new Principal, the academic performance of the school has improved tremendously over for the past five years. Having been a teacher, Head of Department, Deputy Principal, Principal, and later an Inspector of Education, I had long held the view that the academic performance of the school depended entirely on the type of leadership the school had. Equally, I have always been aware of the negative impact of the past segregation and the discriminatory education provided by the colonial masters in South Africa and South West Africa/Namibia. The poor education provided to South Africans and the then South West Africa /Namibia posed a serious challenge to the leadership and management of schools as the majority of Principals, if not all, were poorly and inadequately trained to provide the necessary skills needed for one to be a successful Principal. Given this background, I tried to use a case study to explore the role of leadership in shaping the culture of the organisation. Research suggests that there is a strong relationship between organisational culture and school effectiveness. This study was guided by Schein’s three levels of organisational culture namely artifacts, espoused values and basic assumptions (Schein, 1992, p. 17). From these arise the following research questions: What do artifacts (symbols, structures, procedures and policies) reveal about the school culture? What are the espoused values shaping the school culture? What basic assumptions underpin the leadership of the school culture? How does leadership contribute to the creation and maintenance of a positive organisational culture at a school? The data was collected by using three different data collection methods namely, observation, document analysis and interviewing different people who hold leadership positions in the school. These were the Principal, a Head of Department, School Board chairperson, a teacher in the school management team (SMT) and a class monitor. With regard to data analysis, I first immersed myself in the data and I developed themes that formed the basis of my discussion with my research questions in mind. The analysis revealed that leadership plays a pivotal role in shaping the culture at the case study school. However, it emerged that despite the existence of a strong culture at the case study school, as with all other organisations, there are some challenges that limit the school to realise its goal of 100 % A-B symbols in all subjects.

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Dezenberg, Maria E. "Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect." Antioch University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206.

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Nedjati-Gilani, Parisa. "Leadership development, identity, culture and context : a qualitative case study." Thesis, University of Exeter, 2014. http://hdl.handle.net/10871/15969.

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This thesis explores the impact and effects of a leadership development programme in-depth and over time. There has been a lack of attention given to understanding the impact of such interventions in the academic literature. Where studies do investigate the impact (s) of leadership development they tend to focus almost exclusively on positive outcomes or the achievement of pre-determined targets and tend to be short-term in focus. This research finds that there is also a shadow side of leadership development, defined as the unintended effects of leadership development programmes which can be counter-productive and dysfunctional. A longitudinal case study approach was adopted comprising documentary analysis, observation and interviews, the latter of which were conducted with multiple stakeholders at three different junctures in time during and beyond the length of the leadership development programme. Three conceptual dimensions of identity, organisational culture and organisational context were identified which together facilitated a multi-faceted understanding of the changing impact and effects of the leadership development programme over time. In conclusion this thesis makes both a theoretical and methodological contribution by adding a longitudinal, multi-level analysis and evaluation of leadership development, evidencing both positive and shadow impacts and effects.

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Quinn, Andrea Jean, and n/a. "School Leadership, Culture, and Teacher Stress: Implications for Problem Students." Griffith University. School of Psychology, 2005. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20060308.095357.

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Contextual factors linked to behaviour problems in schools include leadership, organisational culture (within individual schools), and levels of teacher stress. Efforts to improve the school environment, reduce teacher stress, and improve student outcomes often have a singular focus on behaviour management policy. The aim of this research concerns the direction of effects from these variables, and offers an alternative perspective on the environment-behaviour equation. That is, while student misbehaviour is viewed as a 'producer' of teacher stress, it may also be perceived as a 'product'. An initial qualitative investigation (Study 1) invited behaviour management staff (N = 23) to participate in focus groups, where three questions were posed in relation to the overall research aims. Content analysis was performed on the transcribed focus group data, and revealed that the hypothesised direction of effect between the variables of interest appeared probable. Participants for the main studies (Studies 2 and 3) were teaching staff (N = 136), school administrators (N = 17) and students referred for behavioural problems (N = 1432) at seven Brisbane metropolitan schools. Teachers and school administrators completed both the Multifactor Leadership Questionnaire and the Organisational Culture Inventory, while teachers also completed the Maslach Burnout Inventory. Student data was collated from school records, and grouped according to categories of referral frequency per student. In Study 2, high referral rates were associated with transactional leadership, and the Oppositional aspect of Aggressive-Defensive culture. Low and medium referral rates were associated with transformational leadership and the Dependent, Approval, and Avoidant aspects of Passive-Defensive culture, and the Affiliative aspect of Constructive culture. Regression tests found further support for the proposed path model and the hypothesised direction of effects. Transactional leadership and the Passive-Defensive and Aggressive-Defensive culture types were most influential in prediction of referral rates for student misbehaviour. Unexpectedly, teacher stress was non-significant in explanation of referral rates for student misbehaviour. Study 3 examined hypothesised differences in perception between school administrators and teaching staff, according to the leadership and organisational culture dimensions. Both groups endorsed transformational leadership as the dominant style, although results differed by degree for each group. In terms of school culture, differences between groups were again evident, as teachers' perceptions of school culture were significantly more negative compared to school administrators. Overall, qualified support was found for the hypothesised direction of effects from school environment variables on referral rates for student misbehaviour. Leadership style and school culture emerged as most important for the student outcome variable, and may be important in consideration of school-based approaches to behaviour management. Additionally, teacher stress, while related to school leadership style and organisational culture, appeared to have no effect on student referral rates.

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Basahel, Sarah. "The effect of organisational culture and leadership on CRM implementation in Saudi Arabian organisations." Thesis, Brunel University, 2016. http://bura.brunel.ac.uk/handle/2438/13416.

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Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship is critical to develop leadership approaches for the implementation of CRM in different contexts. This study aims to explore how CRM implementation is impacted by the organisational culture and leadership in Saudi Arabian organisations. Three companies, Company (A), Company (B) and Company (C) were used as case studies. Data as collected using semi structured interviews. This thesis finds that leadership plays a very critical role in implementation of CRM in Saudi Arabia especially because leadership has the capability to influence culture as well, especially in high power distance societies like Saudi Arabia. Findings from case study organisations indicate that leaders adopted transactional and autocratic leadership styles in implementation of CRM. These leadership styles have resulted in a number of problems in coordination, communication and implementation of CRM as well as low levels of interaction between top management and the employees working at the front end. This study finds that an autocratic leadership style negatively influences customers’ experience in customer-oriented industries. Moreover, organisational culture plays an important role in implementation of CRM system. It shapes how employees interact with each other and how they interact with their superiors and subordinates and guides employees about what to do and what not to do, including practices, values, and assumptions about their work. This study also found that organisational culture plays an important role in planning implementation and effectiveness of CRM systems in organisations. If there is a mismatch between organisational culture and an information system, it can lead to a number of problems such as delays in offering services to customers.

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Faaulufalega, Tailetai Pale. "How does Culture Impact on Educational Leadership in Samoa?" The University of Waikato, 2008. http://hdl.handle.net/10289/2260.

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The aim of this research was to explore the relationship between culture and the educational leadership of six secondary school principals in Samoa. Educational leadership is a bounded process and is subject to the cultural traditions and values of the society in which it is exercised. To date, no research has been undertaken on this topic in Samoa. This qualitative study used a semi-structured interview process to gather data from the secondary school principals who had been principals for more than three years in government schools. It also sought to explore how professional development of the principals might be undertaken. The principals in this study were interviewed both face-to-face and by telephone. The findings revealed that culture significantly impacted on their leadership. The matai culture was particularly influential. For example, respect, Christianity, role modelling and the importance of using the Samoan language to communicate within the school context were all influential. The findings also revealed the effective leadership styles applicable to Samoan school context in relation to indigenous cultural leadership. For example, inclusive/consensus/collaborative leadership style that is practiced in Samoan culture is effectively used by principals to lead schools. The organisational culture of the Ministry of Education Sports and Culture in Samoa (MESC) also considerably impacts on educational leadership. For example, the policies from the MESC sometimes contradict with the practice of the principals, such as the principal's practice of corporal punishment is a crime in the MESC and United Nation policies. This research also revealed the gap between the western models of leadership and the Samoan indigenous cultural context and leadership practice by the principals. Therefore, all the principals involved in this study positively engaged with their Samoan cultural values and beliefs to lead schools effectively. However some Samoan indigenous cultural values and beliefs impact negatively on the education system. They need to be considered so as not to inhibit the development of educational leadership of Samoan principals. Today's education has grown rapidly in terms of technology therefore educational leaders must adapt and change their leadership. Principals must be professionally trained so that they would lead effectively. According to Smith (1992, p. 9) To change education is to change society

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Nydén, Emma, and Lovisa Svensson. "Transatlantic culture-carriers : A qualitative study on Swedish companies' organisational culture change in the United States." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185464.

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All countries have their own national culture, with their own norms, beliefs, attitudes, and values. Every organisation in the world also has their own organisational culture, just like any other social group. Because of the increased globalization throughout the world, more companies are becoming multinational corporations. This means that they go through a market entry process when they enter a foreign market. This can lead to their already established organisational culture being affected by the national culture in the foreign country. The effect of national culture on organisations is a well-researched area. However, the research on how the organisational culture is affected by national culture as an organisation goes through international market entry leaves much to be discovered. The purpose of this thesis was to investigate how, and if the organisational culture of Swedish organisations is affected by national culture when they establish themselves on the United States market. It was also investigated how Hofstede’s five dimensions of culture can aid in the explanation of the potential organisational culture change, and if the index scores of the five dimensions for Sweden and the United States correspond to the differences later indicated by our research. The effect of leadership and market entry strategy on the organisational culture was also investigated. The qualitative data collection in this thesis comes from semi-structured interviews with companies who help Swedish companies in their market entry process, managers of Swedish companies who have established themselves on the United States market, and one human resource manager within a Swedish company which has moved to the United States. This data lays the basis for the results of this study, and we identify themes relevant to the purpose and research question of this study. The conclusion of this thesis shows that the organisational culture of all the companies we have interviewed has been influenced by national culture to some extent. The factors which are identified to have had the largest impact on the organisational culture of these companies are market entry strategy, leadership, and the newly found themes; culture-carriers and laws and legislation. It is also concluded how Hofstede’s five cultural dimensions within organisational culture are affected by the national culture. In the conclusion of this thesis, the importance of the cultural knowledge and awareness of the factors which influence organisational culture possessed by managers is emphasised. Practical and theoretical implications are also provided both for organisations and future research.

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Niemirowski, Pauline. ""Organisational culture, P-E fit & communication : impact of change on managerial leadership & commitment" /." Title page, contents and abstract only, 1997. http://web4.library.adelaide.edu.au/theses/09SSPS/09sspsn672.pdf.

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Vargas, Anamaria, and Pietro Antonio Negro. "Driving organisational culture change for sustainability. Employee engagement as means to fully embed sustainability into organisations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21729.

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When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.

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Mabhudhu, Mark. "A comparative analysis of leadership and management at Jwaneng Diamond Mine." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/1578.

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Thesis (MPhil (Information Science))--Stellenbosch University, 2008.
The functions of management and leadership are not new to the business fraternity. Whilst these functions are as pervasive and ubiquitous as the corporate organizations themselves, the same cannot be said of the organizational successes emanating from these functions. These functions have been cited throughout literature as pivotal in the successful running of businesses. By the same token, they have also been cited as the major causes of failed businesses within the corporate landscape. This has been established throughout small and big organizations alike. This unfortunate phenomenon has continued to attract significant academic and business research over the years with an overall intent of establishing why it is the case. Whilst there are varied reasons for the successes and failures of most organizations, the quality of both functions of leadership and management seem to take the larger portion of the praise and/or blame. These functions are regarded as key determinants of organizational success and survival into the future. Subsequently, this has culminated in myriad theories, frameworks and approaches around management and leadership as significantly different functions which yield different results in business organizations. At the core of the debate has been that management and leadership functions are different and depending on whether an organization is managed or led determines its future success and overall sustainability. It is therefore the intention of this study to comparatively analyze both functions of management and leadership in as far as they impact organizational sustainability and success. A case study of Jwaneng Diamond Mine in Botswana is used to do this comparative study of the two functions of management and leadership within the Executive team to try and affirm some of the key factors as alluded to within the business landscape. In this comparative study it is noted that whilst management and leadership are two different functions, they are however symbiotic in nature and successful organizations tap into both functions as they develop and build sustainable businesses for the future. The Jwaneng Mine case study showed that in an executive team, it is vital to have a balance between managers (those who provide management capabilities) and leaders (those that provide leadership) if the organization is to be successful going into the future.

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Jean-Louis, Lily-Claire Virginie. "An investigation of female leaders' perceptions of organisational culture and leadership in a Catholic High School." Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003507.

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For the past thirty years, leadership theories have focused on the importance of the individual within the school organisation. The shared assumptions and beliefs of the individuals working in the same organisation shape the school’s organisational culture, and organisational culture is a salient factor which should be considered when understanding educational leadership. The focus of my study is to explore the relationship between organisational culture and leadership. In the same context, new approaches to the study of leadership have explored the issue of gender in leadership. Female leadership studies - the second focus of this study - seek not only to restore the place of the individual but also argue a place for women in educational leadership. Based in the interpretive paradigm, this is a case study of a Catholic all-girl secondary school called the Loreto Convent School of Pretoria. Historically, the Loreto schools have aimed at promoting and empowering girls’ education and female leadership. It was therefore an appropriate site in which to explore organisational culture and its relationship with leadership, particularly female leadership. I purposefully chose three of the school’s female leaders - the school’s principal, the High school Head of Department and the High school head girl - focusing on their perceptions and experiences of their leadership and the school’s culture. My research findings show that an understanding of the relationship between organisational culture and leadership cannot be complete without acknowledging the importance of the leader as an individual, with his/her personal background and values, taking into account gender as well as the multiple roles that the individual has in society. Furthermore, the ‘humane’ characteristic of educational leadership leads to an understanding that the leader is often confronted with conflicting situations where he/she is caught between personal/organisational values and the need to achieve the task. Finally, my findings show that contemporary leaders are now called upon to work and participate in the promotion of social justice in order to fight against society’s socio-economic inequality and improve the quality of education and life.

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Gårlin, Karl, and Mathias Kostet. "Change Through Transformation : An exploratory case study on leadership in contrasting organisational contexts of IKEA Sweden." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-123230.

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As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence this leadership. Which lead us to our research question, How do managers at IKEA compare their leadership styles between being a line manager in comparison with a manager in a temporary organisation? In order to answer the research questions we conducted a qualitative method study, using semi-structured interviews as a tool we interviewed nine senior managers at IKEA who have significant experience from leadership in both organisational contexts. The managers also answered a leadership test for us to better understand their leadership; furthermore we interviewed an HR-experienced manager for context. To interpret the data, an exhaustive theoretical frame of reference was constructed with regards to our purpose, built mainly of leadership theory, organisational culture and differences organisational contexts. After presenting our data based on our main themes, a thematic analysis was conducted on the data gathered that summarized and discussed the important findings discovered in our transcripted interview material. The themes constructed were “leading to succeed”, “communication is key”, “focus on the individual”, “supportive surroundings” and “strength through unity”. Further, a framework is assembled and presented, highlighting the contrasts between the organisational contexts in regards to our constructed thematic frameworks. In our conclusions we found that the basis of our participants transformative leadership does not change between the organisational contexts, it only slightly adapts to organisational routines that differ. Furthermore we establish a connection between IKEA’s transformative organisational culture and leadership in the organisation, which are analogous in their cornerstones. The theoretical contributions complements previous research within leadership in temporary organisations, with the additions of organisational culture and the managerial perspective. And our practical contributions assist IKEA and similar companies in their understanding of their managers’ views on the fundamental contrasts in leadership in the different organisational contexts.

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Walker, Linda. "Harnessing the energy within human services : a re-conceptualisation of professionalism that incorporates leadership as told through participants' narratives." Thesis, University of Dundee, 2014. https://discovery.dundee.ac.uk/en/studentTheses/9b4b2358-be2d-424b-9f38-b01799db7939.

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The study is located within a Scottish human service context, with human services being defined as predominantly work directly with people (service users; patients; volunteers; clients) across public and third sector settings. It draws on narratives from six distinct disciplines including social work, education, police, community learning and development, educational psychology and nursing. Whilst participants reflected on their journeys to becoming a professional, they explored how opportunities, both given and taken to lead throughout their careers, may have influenced their understanding and experience of professionalism, professional identity and leadership. Narratives frequently identified participants’ overwhelming desire to enter and remain within human service professions being driven by a social justice agenda, with an inherent desire to ‘make a difference’. Participants articulated how leadership opportunities had provided them with greater confidence and an ability to improve standards within their field, often from an early stage in their career. This in turn had often strengthened their sense of professional identity. Findings suggest participants made very strong connections between the concepts of professionalism and leadership, particularly when leadership was understood as distributed throughout the organisation. Distributed, dispersed, collaborative or ‘leadership at all levels’ are terms often used interchangeably to describe ‘a pooling of ideas and expertise to produce services and leadership energy that is greater than the sum of individual capabilities’ (Patterson, 2010:6). This type of leadership therefore, not only recognises the ability of people within non-traditional positions of power or who are not at the top of their organisational hierarchy, to become leaders, but also recognises the collaborative nature of such interactions. Based on the findings, a key recommendation suggests that within human service contexts, a re-conceptualisation of professionalism, which incorporates models of distributed leadership, should be adopted. This would have the capacity to unleash latent leadership potential within professionals who want to ‘make a difference’ and would be like ‘pushing on an open door’. It is further argued that such a consideration could support the development of leadership strategies in human services although the author cautions that organisational cultures can both promote or inhibit effectiveness and impact.

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Alomiri, Hamdi. "The impact of leadership style and organisational culture on the implementation of e-services : an empirical study in Saudi Arabia." Thesis, University of Plymouth, 2016. http://hdl.handle.net/10026.1/4343.

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There is a general scarcity of empirical studies investigating the impact of leadership styles on e-Government use in the service industry. This is doubly true of styles such as transformational, transactional and servant leadership. Theorised models propose that leadership style forms the desired organisational culture for implementing e-services, organisational culture being the mediator and the national culture the moderator. This research fills the empirical gap by investigating how leadership forms the organisational culture that facilitates and enhances the implementation and use of e-government in organisations in Saudi Arabia. The research was conducted through the sampling of employees in private and public sectors. While the data for the leadership styles, organisational culture and national culture were collected through the use of questionnaires designed for employees, the e-services were measured through organizations’ official websites. All data were processed and analysed using computer software (WarPPLS) and SPSS. The results support the hypothesized relationships proposed in the theoretical model, wherein all constructs under study (except for the mediating effect of National Culture (NC) on the relationship between leadership styles and organisational culture) positively affect e-services implementation, including Individualized Influence (IINF), Intellectual Stimulation (ISTIM), Individualized Support (ISUP), Contingent Reward (CR), Management by Exception (MbE), Servant Leadership (SL), Bureaucratic Culture (BC), Involvement Culture (INVC), Mission Culture (MC), Innovative Culture (INC), Task Culture (TC) and Future Culture (FC) and the mediating effect of National Culture (NC) on the relationship between organisational culture and e-services implementation. The results also indicated that specific leadership styles have direct and positive impacts on e-services implementation and indirect influences through a mediating organisational culture and a moderating national culture. The empirical findings bring new evidence in support of this proposal, indicating that specific leadership styles play crucial roles in influencing processes and outcomes within organizations. According to these results, e-services differ from one organization to another, and these variations were correlated to leadership styles and organizational culture. It was found that there were positive and significant correlations between total leadership styles (hybrid) and total organizational cultures (hybrid) in the full sample and in e-services implementation. E-services implementation increases when the mean for leadership styles rises, but types of organizational culture were also crucial factors in achieving better e-services. The national culture variable, which was used as a moderator, did not have a significant influence on the relationship between leadership style and organisational culture. Therefore, the moderating role of national culture in the relationship between leadership styles and organisational culture did not have any level of statistical significance, which means that regardless of the national culture (power distance or uncertainty avoidance) the effect of leadership style on organisational culture in the model adopted in this study appeared to be quite consistent. The study links theory to practice by explaining the subject of modern leadership styles and shows their relevance to the Saudi organisations and business environment. As such, it opens up a domain for investigating the application of modern management theories in a different culture. Although a plethora of studies have investigated the effect of factors such as organisational culture and/or national culture on e-services implementation in Saudi’s organisations, no study (to the best of this writer's knowledge) has tackled the issue of e-services implementation and leadership styles in those organisations. Therefore, studying e-services implementation and leadership styles in Saudi’s organisations is a contribution to the literature on the service industry, adding to its knowledge with a case study from a different cultural setting. The study also opens up a horizon for future research on developing the business sector, as it uses standardized tools in terms of reliability and validity within the context of the e-services implementation. Therefore, this study contributes to existing knowledge in that leadership and organisational culture are revealed to be key contributors to e-services implementation. The three leadership styles - transformational, transactional, and servant leadership - were empirically found to be appropriate styles that work well in e-services implementation projects. These styles have direct and positive benefits to e-services implementation and an indirect impact through the mediating means of organisational culture, and empirical findings bring new evidence for this notion. Moreover, the six organisational cultural dimensions were judged to be appropriate supporters of e-services implementation, specifically: involvement, mission, innovation, task-orientation, bureaucracy, and future-orientation.

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Armstrong, Paul Wilfred. "A multi-perspective study of school business management in England." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/a-multiperspective-study-of-school-business-management-in-england(0cb4f0cd-ba0f-44fc-a5b7-2fecd83ee98b).html.

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The pace and intensity of educational reform over the past quarter of a century has seen wholesale changes to the nature and organisation of schooling and mounting demands placed on school leaders (Chapman and Gunter, 2009) with increasingly burdensome workloads blamed for problems relating to the recruitment and retention of headteachers (Whitaker, 2003). Since 2002, and largely in response to these concerns, successive governments have invested in national programmes to strengthen the potential of a previously fragmented section of the school workforce whose skills and knowledge are particularly well-placed to improve capacity and reduce the workload of headteachers in the areas of administration and finance: the School Business Manager (SBM). A decade on there is thought to be approximately 13,000 SBM posts across the country (Summerson, 2009) forming an integral part of the school workforce. So how has the role developed in that time? What influence are SBMs having in the schools in which they operate? What kind of work does the SBM role encompass in a modern day educational setting? This thesis focuses on the emergence of SBMs in English schools, specifically drawing upon the composition of the role; the areas of school in which they are impacting and; the facilitators and barriers to the development of successful models of school business management. The research strategy employs a multi-perspective, case study design to explore the sphere of activity of the SBM in a range of schools of different types and phases. A mixed-methods approach was adopted to collect documentary, survey and interview evidence from a number of sources and school stakeholders. The findings identify significant diversity in terms of the responsibilities undertaken by SBMs, the areas of educational provision the role can incorporate and the type of impact they are able to make within, between and beyond schools. The evidence also highlights the varying degrees of leadership and management being exercised by SBMs in different settings while underlining the cultural and contextual factors that can facilitate and inhibit the success of school business management models. What emerges is a role that can be of meaningful, tangible and sustainable benefit to schools but one that is still to be fully accepted, appreciated and understood in some quarters of the school system. To conclude, a heuristic of different approaches to school business management is presented to provide a speculative consideration of some of the key characteristics of school business management models across different school types. This working model is put forward as a means of stimulating further reflection on the implications of the findings.

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Gillespie, Simon Norman. "The Role of Leadership in Changing the Culture of an International School to be Inclusive of Students with Special." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3943.

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Educating a diverse student population is a core principle of international school education. Historically, many international schools have had admissions policies that excluded students with special learning needs. However, admission policies have changed to require more inclusiveness and school support for a wider range of students and for effectively meeting their needs. The study was based on change theory. Of interest was how school leaders best supported the change process to create the conditions for success in the context of changing admissions policies. Research questions targeted strategies that supported change and student success that were used to change the culture of a school to be inclusive of students with special learning needs. A bounded case study approach was used, selecting an international school that has successfully gone through this change. Interviews were conducted with a purposeful sample of 9 school leaders and teachers from those who volunteered and based on criteria to have a balanced group of types of positions and experience with inclusion. Findings were supportive of understanding the change process in context and were focused on ensuring common understandings among all stakeholders, creating systems and resources to support inclusive practices, ensuring ongoing and embedded professional learning, and understanding the diversity challenges inherent in the international school context. A project was developed to provide international school leaders with professional development based on the findings so they can effectively assist teachers and school personnel in making changes towards inclusion. The project contributes to social change by providing access and support to international schools for students who previously may have been excluded based on their special learning needs.

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Alnuaimi, Asma. "Happiness at work in the UAE : the role of leadership style and human resource management." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/happiness-at-work-in-the-uaethe-role-of-leadership-style-and-human-resource-management(0c69e769-c454-4261-9c4e-b622d357f2d2).html.

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There is a wealth of literature on job satisfaction from both Western and Eastern experiences and perspectives, but the literature is limited when it comes to happiness at work, especially in the Arab region. This study is an attempt to encourage research studies in the field of happiness at work in the Middle East and specifically in the United Arab Emirates, the context of the present research, to influence planning in government organisations in implementing a strategy for long-term impacts on happiness levels. This research uses a mixed methods approach of both questionnaires and interviews to collect data. The analysis is conducted by using quantitative and qualitative tools to recognise the gaps and the factors that influence happiness at work and suggests recommendations in order to raise happiness across organisations over the long run. The findings of this study emphasise the necessity of correlating HRM practices, rules and systems with strategic planning that focuses on employee happiness as the greatest purpose of an organisation. The findings emphasise the power of three factors related to employees' feelings towards work which are: Leadership style, organisational culture and organisation structure and how reflecting them in an organisation will positively influence satisfaction and build a strong, positive and happy workplace. This research also discusses one of the controversial inquiries found in the literature about the relationship between job satisfaction and happiness. A conceptual framework is suggested to illustrate the connection between job satisfaction and happiness from a new perspective and clarify how these two concepts positively interact. It clarifies that organisations that indicate a high-level of happiness at work usually indicate a high-level of job satisfaction, and when an organisation achieves a high-level of job satisfaction, it can be deduced that people in the organisation are happy, even where happiness per se is not measured. The findings also show that the role of religion in raising happiness in general is clearer than its role in raising happiness at work and that employees from the sample group, who emphasise the importance of practicing religious rituals, still indicate low feelings towards work regardless of all the facilities that are provided to them to practice their religion.

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Zikhali, Whitehead. "Women in organisational management in Zimbabwe: theory and practice." Thesis, University of Fort Hare, 2009. http://hdl.handle.net/10353/d1001185.

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The study was premised on the truism that men have historically served in higher echelons of organizational management structures and women are under-represented. The principal objective was to explore the constraints faced by women in accessing higher leadership and senior management positions in public, private and non-governmental organisations in Zimbabwe. This study adopted the triangulation method, that is, qualitative and quantitative approaches. These mixed research methods, were upgraded by the feminist research methodologies, thereby making a contribution in the field of research. The study found out that the constraints that mostly hinder women from accessing leadership and senior management positions in public, private and NGOs were cultural practices, which represent levels of power and control that in turn hinder reforms; and women's socialisation into feminised roles. The study also found out that in most organisations, most females work under male leadership, and this traditional organisational culture, needs to be deconstructed and reversed in order to achieve gender equality. The study recommended for a human centric and integrated organizational management strategy for public, private and NGOs in Zimbabwe. The adoption of a human centric and integrated management approach should aim at gender equity and reduce women's under-representation. A human centred organizational culture has to be practiced, that would create organisational ethos that guide organizational management. An integrated organizational management approach should integrate all systems and processes into one complete framework, enabling people to work as a single unit, unified by organizational goals, shared vision and common values. The system should depend on a balanced mix of the masculine and feminine attributes. The approach should put its weight towards adoption of measures to attract, advance and empower women so as to benefit from their qualifications, experience and talent in a highly competitive environment.

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Mohamad, Bahtiar. "The structural relationships between corporate culture, ICT diffusion innovation, corporate leadership, corporate communication management (CCM) activities and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7635.

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Corporate Communication Management (CCM) is an important concept within the communication and marketing discipline. The term corporate communication came to the attention of the general public more than 40 years ago, due to changes in global business environments. Although corporate communication received great attention from scholars and the business community, its complex concepts are still unclear. Furthermore, many scholars believe there are influences of corporate culture, ICT diffusion innovations and corporate leadership on corporate communication and its impact to organisational performance, yet there is a paucity of studies on the validation of this theoretical assumption. Therefore, the purpose of this study is to address this gap by providing an elevated understanding of the concept of CCM and its antecedents, and in consequence, focus on organisational performance from the managerial perspectives. This study employs a two tier mixed-method research process involving qualitative and quantitative approaches. The first tier commences with a semi-structured interview (with 12 respondents) to refine a conceptual framework developed based on existing literature. Then, content validity (with 10 expert opinions) and pilot test (with 35 respondents) follow, to develop a measurement scale with good validity and reliability. The second tier involves online survey data (with 223 respondents) and secondary data (from Thomson DataStream) to test the research hypotheses and proposed conceptual model. In this stage, structural equation modelling (SEM) is employed. Results indicate a very good fit to the data, with good convergent, discriminant and nomological validity and reliability stability. The findings of this research show that corporate culture, ICT diffusion innovation and corporate leadership are factors that influence CCM directly. While CCM correlates positively with financial performance, it has no effect on mission achievement. Corporate culture was found to have a positive relationship with mission achievement but negative relations with financial performance. Furthermore, ICT diffusion innovation demonstrates a positive association with mission achievement. Despite corporate leadership having a positive relationship with mission achievement, there was no effect on financial performance. Therefore, this study answered the antecedents and consequences of CCM, and they were found to be influential factors. In addition, the study demonstrates that managers rely on internal factors such as corporate culture, ICT diffusion innovation and corporate leadership to predict and assess CCM. The findings have implications for knowledge of theories and practices, and also contribute in the development of a model that explains the CCM functions and shows that functions have a definite positive impact on financial performance. Furthermore, the research adds an insight to a growing body of communication literature (primarily corporate communication) and makes recommendation for future research directions.

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Visser, Arold, and Daniella Lu. "Incumbent leaders and their effect on the successor generation in family business SME's." Thesis, Högskolan i Jönköping, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44018.

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Masood, Syed A. "Behavioural aspects of transformational leadership in manufacturing organisations." Thesis, Loughborough University, 2006. https://dspace.lboro.ac.uk/2134/8146.

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Over the past few years there has been growing interest in the study of leadership styles and organisational culture. Internal issues and external environment challenge the leadership of manufacturing organisations, Scarborough(2001). The focus of the research was to gain insight into the transformational leadership of manufacturing organisations. Although leadership scholars have generated a significant stream of research on transformational leadership, there has been a lack of attention to the specific features in the context of transformational leadership such as contingency theories, attribution theory, and organisational culture. The study investigates the effects of transformational leadership on situational determinants and organisational culture in manufacturing organisations in Pakistan. Podsakoff et al, (1990) a 23-item measure of transformational leadership inventory questionnaire was employed to evaluate transformational leadership in manufacturing organisations. The objectives of this research study are: Firstly to study transformational leadership in Pakistani manufacturing organisations. Secondly to study transformational leaders' behaviour in manufacturing organisations with respect to situational determinants, i.e., situation strength, attribution theory, feedback, and organisational culture. Thirdly to develop hypotheses concerning the relationship between transformational leadership, and situational determinants and to develop a model of relationship between transformational leadership, situational determinants and organisational culture. Lastly, to suggest further research guidelines for transformational leadership phenomena and leadership in Pakistani manufacturing organisations. Results from the research show that transformational leaders tend to create weak situations for their followers in manufacturing organisations; they favour discretion to their followers and delegate decision-making to followers. Transformational leaders also tend to make external attributions for the causes of poor performance in their organisations, and assume follower's mistake as a learning experience. They try to establish close contact with their followers and seek feedback directly from followers. Transformational leaders favour clan type culture more in their manufacturing organisations; however adhocracy culture is not completely ignored. A new leadership alignment model incorporating various concepts focusing on leadership style, organisational leadership, and situational strength has been introduccd. Results from the data analysis indicate that there is a need to train more leaders in Pakistani manufacturing organisations to benefit from the transformational leadership style, as it has beene stablished that transformational leadershipis an influential form of leadership clearly associated with high levels of individual and organisational performance(, Shamir & Kark, 2002). As pointed out by Bass, (2002) leaders will be prized for their innovativeness, responsiveness, and flexibility, all linked to their frequency of transformational leadership behaviour.

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McLeod, Ashley. "The contribution of leadership behaviour in creating a safety conscious organisational culture : a case study of Anglo American mining operations." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/973.

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Thesis (MBA (Business Management))--Stellenbosch University, 2008.
ENGLISH ABSTRACT: In the 20th century, many employees in the South African mining industry were involved in occupational accidents which either resulted in personal injury or had fatal consequences. Despite the introduction of numerous industrial safety programmes to prevent fatal incidents and minor injuries, the South African mining industry death toll remains consistently high, at approximately 200 employees per annum. The trend of employee injury and death continues unabated into the new millennium. This safety performance has been met with growing dissatisfaction in the ranks of government, worker unions, employees and business stakeholders. This dissatisfaction is directed at chief executives who are being blamed for the occupational accidents on their mines. There is now growing focus on the leadership of mining companies and how it contributes to shaping an organisational culture for improved safety performance. The researcher examines whether leadership is a key component in creating a safety conscious organisational culture, and uses literature studies and the Anglo American mining company as a practical case study to support the investigation. Anglo American, listed on the Johannesburg and London stock exchanges is the largest mining company in South Africa and also one in which many fatal injuries have occurred; providing an abundance of safety information. The researcher reviews previous literature studies and explains the journey Anglo American undertook to improve its safety performance since listing on the London Stock Exchange in 1999. The concepts of organisational culture, safety culture, leadership and organisational performance, are discussed from a theoretical and practical perspective using literature studies. These are then examined with the ultimate view of understanding their practical impact on organisational safety as espoused in the literature. The literature provides a broad framework on which to assess Anglo American's safety journey from 1999 to the end of 2007. This journey details the safety programmes and efforts employed by Anglo American to eliminate fatalities and injuries and also highlights the impact of the organisation's leadership on the safety performance of the company. It is concluded that the contribution of leadership is pivotal to establishing a safety-conscious organisational culture and that specific behaviours from executives, senior managers, middle managers, supervisors and workers are needed to develop an organisations safety culture for improved safety performance.
AFRIKAANSE OPSOMMING: Gedurende die 20ste eeu was baie werkers in die Suid-Afrikaanse mynbedryf betrokke in beroepsverwante ongelukke wat tot persoonlike beserings of lewensverlies gelei het. Ten spyte van die instelling van veelvuldige beroeps-veiligheidsprogramme om noodlottige insidente en ander minder ernstige beserings te voorkom, bly die dodetal in die Suid-Afrikaanse mynbedryf konstant hoog, teen ongeveer 200 werkers per jaar. Hierdie tendens van dood en beserings onder werkers gaan ongetem voort tot in die nuwe millennium. Hierdie veiligheidsrekord word met toenemende ontevredenheid deur die regering, werkers-vakbonde, werkers en bedryfsinsethouers beskou. Hierdie ontevredenheid word gemik op uitvoerende bestuur, wie blameer word vir beroepsverwante ongelukke in hul myne. Daar word dus toenemend gefokus op die leierskap van mynmaatskappye en hoe dit bydra tot die skepping van 'n organisasiekultuur van verbeterde veiligheidsuitslae. Die navorser ondersoek die vraag of leierskap 'n kern komponent is in die daarstelling van 'n veiligheids-bewuste organisasiekultuur, en maak gebruik van literatuurstudies sowel as Anglo American mynmaatskappy as 'n praktiese gevallestudie om sy ondersoek te ondersteun. Anglo American is die grootste mynmaatskappy in Suid-Afrika en ook die een waar baie noodlottige ongelukke voorgekom het, en dus 'n groot bron van veiligheidsinligting kan voorsien. Die navorser hersien teoretiese literatuurstudies en verduidelik dan die optrede van Anglo American om sy veiligheidsrekords te verbeter sedert sy noteering op die Londonse Effektebeurs in 1999. Die konsep van organisasiekultuur, veiligheidskultuur, leierskap en organisasieprestasie, word bespreek vanuit 'n teoretiese en praktiese perspektief met behulp van literatuurstudies en hierdie word bestudeer met die uiteindelike doel om die praktiese impak daarvan in industrie te verstaan soos uiteengesit in die literatuur. Die literatuur voorsien 'n breë raamwerk waarteen Anglo American se veiligheidstog gemeet kan word vanaf 1999 tot einde 2007. Hierdie tog verskaf detail van hoe Anglo American veiligheidsprogramme gebruik het om noodlottigge ongelukke en beserings uit te skakel en beklemtoon ook die impak van die organisasie se leierskap op die veiligheidsrekord van die maatskappy. Die gevolgtrekking word gemaak dat die bydrae van leierskap kern is tot die daarstelling van 'n veiligheidsbewuste kultuur en dat spesifieke optredes van hoofbestuurders, seniorbestuurders, middelvlakbestuurders, opsieners en werkers nodig is om 'n veiligheidskultuur te bewerkstellig om veiligheid in maatskappye te verbeter.

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Dohrnér, Michael, and Louise Rosenqvist. "”Där alla tänker lika, blir det inte mycket tänkt” : En kvalitativ studie om mångfald och inkludering i organisationer." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-65625.

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Bachelor Thesis Business Administration III, Organization 15 hp, School of Economics at Linnaeus University of Kalmar, Spring 2016. Authors: Louise Rosenqvist and Michael Dohrnér Advisor: Hans Wessblad Examinator: Mikael Lundgren Title: ”Där alla tänker lika blir det inte mycket tänkt” – En kvalitativ studie om mångfald och inkludering i organisationer Purpose: The purpose of the study is to describe how inclusive organizations perceive diversity and inclusion, both as concepts and in terms of practical action. Method: Semi-structured interviews have been conducted with representatives from six different inclusive organizations. The study has had a qualitative focus. The study's interview questions have been based on a deductive approach. Conclusion: Previous research showed that there was a lack of qualitative research on diversity and inclusion work in organizations. The study showed that organizations that aim to be inclusive work actively to minimize biases that could lead to exclusion. The study also confirms that factors such as culture, climate, leadership and responsibility all play an important role when organizations work to be inclusive. This study has also shown that much of the theory surrounding inclusive organizations can be translated into a Swedish context. We believe that more inductive studies on diversity and inclusion in organizations could provide a higher level of explanation, and provide other perspectives, to the work being carried out. Keywords: Inclusion, diversity, exclusion, integration, organizational culture, organizational climate, leadership.

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Awarab, Erwin Ronald. "An investigation into the organisational culture at an academically successful secondary school in Namibia." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003494.

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The appreciation by leadership of the culture of an organisation plays an important role in the success of that organisation. Leadership and organisation culture are an inextricable part of the life of an organisation. The shared assumptions and beliefs of the individual within an organisation shape its culture. My study investigates the aspects of school culture and, further, looks at its link to the success of an organisation, and at the leadership style that influences such an organisation. My research, conducted in the interpretive paradigm, is a case study which was carried out at a public secondary school in the capital city of Windhoek, in Namibia. Since the school was built during South African rule, it was intended mainly for white children. Since independence, it has undergone transformation and is currently integrated, accommodating learners from different cultural backgrounds. It is a successful school, with a good reputation for its discipline and academic excellence. I chose this school deliberately, for those reasons. My findings are that there are aspects of culture which maintain its creation and perpetuate the existence of a particular culture at the school. This school’s culture is embedded within the Christian faith, and there are deliberate rituals and ceremonies put in place to enhance the creation and maintenance of the values that inform its culture, and the school leadership, management, teachers and student council members have a central role in this regard. My study shows that the creation, understanding and appreciation of beliefs and values of the individual within the organisation enable the consequent creation of the shared vision and values that ultimately lead to the foundation and maintenance of a strong culture.

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El, Hakimi Imane. "Arab management practices from a trust perspective : the case of international companies in Morocco." Thesis, University of Plymouth, 2016. http://hdl.handle.net/10026.1/6557.

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This research contributes to our understanding of trust in the international business environment, exploring the development of trust, and the influence of culture, structures and hierarchies, and international business communications. The focus is on the management of employees working in foreign-owned, international businesses operating in Morocco. With few notable and very valuable exceptions, there has been very little research exploring the Arab approach to management and even fewer pieces of research focus on the development of trust in this context. A qualitative research approach was employed, as so little is understood about the context and the phenomenon. A total of 30 interviewees from various managerial and organisational levels represented the sample of the study with five participating international companies, from different sectors established in Morocco. Using a content-thematic analysis, the research shows that Moroccan employees prefer working in international companies and their preference is associated to many factors such as the work environment they belong to, the financial and social benefits they receive, career advancement and employees’ development as well as being a part of a defined and organised structure where information is well circulated and communication is encouraged. In this way, this research contributes not only to our understanding of the development of trust in an Arab context but also sheds more light on cultural aspects which was found out in the research that they were interpreted differently such as the case of Hofstede’s uncertainty avoidance dimension. In particular the research suggest that some, non-Arabic researchers, may have misinterpreted certain behaviours in Arab cultures. This leads the research to a final conclusion that clearly shows the importance of considering Arab management as a fourth paradigm to explain managerial practices in the Arab World as suggested by Weir (2008) and better understand their practices (Hutchings and Weir, 2006).

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Jokinen, T. (Tauno). "Managing quality inside a high-technology project organization." Doctoral thesis, University of Oulu, 2004. http://urn.fi/urn:isbn:951427301X.

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Abstract This action research addresses the deployment of Total Quality Management (TQM) principles in a high-technology new product development organisation. During the period of study, the organisation grew fast. High-technology product development and hypergrowth provided a unique combination of extreme conditions for the study. The existing concepts of TQM are presented as an organised map enabling strategic analysis for an implementation plan. The history of TQM dates back to the manufacturing industry. The key differences between product development as an operating environment and the industrial manufacturing environment are described. The deployment of TQM is described from the perspective of learning theories, leadership theories, studies of organisational culture and studies of teamwork. Based on the learning, a psychodynamic model of organisation is presented for better understanding the challenges of implementation. The results show that, in these specific conditions, organisational culture and leadership are of essential importance for the implementation of TQM. The study also shows that, in the given conditions, TQM is specifically a learning challenge. The results of this study are presented as a framework supporting the selection of TQM implementation objectives and the planning of a strategy for organisational learning.

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Carlberg, Annelie. "Medarbetares attityder till förändringsarbete : Utvärdering av en intervention." Thesis, Mälardalens högskola, Akademin för hälsa, vård och välfärd, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-30870.

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I syfte att undersöka vad som påverkar medarbetarattityder till en intervention, genomfördes en enkätstudie med 23 frågor inom två kommunala verksamhetsprocesser. Bland 137 besvarade enkäter och en svarsfrekvens på 77 procent var deltagarna mellan 22 och 64 år med olika utbildningsnivåer och omfattning på chefskontakt. Frågeställningen var: Hur påverkas medarbetarnas attityder av 1) chefens engagemang, 2) yrkes- och arbetsplatsfaktorer och 3) arbetsbelastning. Genom varians-, korrelations- och regressionsanalyser undersöktes de oberoende variablernas förhållande till medarbetarnas attityder till interventionen. Resultatet visade att medarbetarattityderna till interventionen var mer positiva när chefens engagemang uppfattades som högt. En negativ inställning till interventionen bland kollegorna på arbetsplatsen visade samband med en mer negativ medarbetarattityd. Studien gav inte stöd för något samband mellan arbetsbelastning och medarbetarattityd. Ett klusterurval hade eventuellt ökat validiteten och förbättrat könsfördelningen. Förslag till vidare forskning är att undersöka påverkan av upplevd nytta på sambandet mellan arbetsbelastning och attityd till förändring.

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Sandgren, Elin. "Chef utan uniform : situationsanpassat ledarskap i Gotlands kommun." Thesis, Gotland University, Institution 2, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-451.

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When a leader changes to a new post in another kind of organisational culture, what happens then? Could a leader use the same kind of leadership when leading different kinds of groups? Different cultures have different needs and ways to handle things and in the end it all comes to situational leadership. Both leaders and theorists claim that the leader must adjust to what the organisation and its members needs. This paper contains an inquiry of how officers have handled their new assignments as leaders in the civilian world of the municipality. The research shows that a former military leader must also be able to lead another kind of group if they change to a civilian career. A heterogeneous group demands more of the leader. It is necessary that the leader has the ability to use situational leadership, as a military approach often is not welcome in other parts of the community. The leaders must therefore adjust to the organisational culture in the environment where they work. The conclusion of the inquiry is that the officers have been well educated and have an ability to use situational leadership successful also in a civilian working environment.

Då Försvarsmakten avvecklat många av sina förband, så har därmed de officerare som velat kvarstanna på hemorten fått söka sig till den civila arbetsmarknaden. Av de officerare som stannade på Gotland efter nedläggningen av de gotländska förbanden var det många som blev chefer i civila organisationer. Undersökningen för denna uppsats har fokuserats kring några av dessa chefer, som nu arbetar inom Gotlandskommun, och deras ledarskap. Organisationskulturen påverkar ledarskapet och en ledare som kommer till en nymiljö måste anpassa sig till den nya kulturen och till hur medlemmarna hanterar saker i denna. Uppsatsen undersöker hur före detta officerare använder sig av sitt ledarskap från den militära miljön när de blir chefer inom den offentliga sektorn och tvåfrågor ställs: Hur organisationen och dess kultur påverkar den nya ledaren och hans ledarskap respektive hur ledarna uppfattar den nya organisationens förväntningar på dem. Syftet med undersökningen är att synliggöra för- och nackdelar den militära bakgrunden har vad gäller att leda en mer heterogen grupp samt att ge en bild av hur ledarens egen uppfattning om hur detta ledarskap tas emot av den civila organisationen. Uppsatsen är en kvalitativ fallstudie som baserats på intervjuer med sex personer där analysens fokus har lagts på ledaren och organisationskultur. Analysen har gjorts genom kodning av intervjumaterialet där generella åsikter tagits fram. De teoretiska referensramarna pekar på att det är skillnader på olika organisationer och deras kulturer. Även de intervjuade cheferna anser att de märker stor skillnad mellan de olika organisationstyperna och deras kulturer. Centrala lärdomar som återkommer i uppsatsen är att ledaren måste anpassa sig till den nya kulturen samt att ledaren måste klara av att behärska ett situationsanpassat ledarskap. Resultatet är tänkt att kunna vara en vägledning för personer som exempelvis kommer att byta arbetsmiljö till nya organisationskulturer eller som är chefer och kommer att få in nya personer från annorlunda organisationskulturer till sin egen organisation.

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46

Ericsson, Camilla, and Ellinor Nydén. "Selecting a new leader : Identifying and recruiting leaders with the ability to lead others to lead themselves." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5964.

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The meaning of the word leadership is changing over time, and so is the role of the leader. Organisational labour is today required to be more self-governing as organisational tasks are moving towards a more flexible and independent nature. This requires a leadership able to inspire and motivate independent performance by acting as an inspirational mentor or coach (Bass and Riggio (2005). Those leaders and that style of leadership have many names, but in our research they are titled as Transformational and Charismatic leaders, as well as Super Leaders. Perhaps they are best described by using Vardiman et al (2006:97) own words: “the most effective leaders teach others to be effective leaders of themselves and others."

Identifying, selecting and recruiting the right leader are a competitive advantage and an important success factor (Fernández-Aráoz et al, 2009). The objective of this thesis is therefore to gain knowledge in the manners present when charismatic and inspirational leaders with the ability to lead others to lead themselves are identified, recruited and selected. We judge gaining understanding in how to identify, attract, select, recruit and keep leaders with this special leadership style as a vital knowledge in today’s highly competitive business world.

This thesis approaches leader recruitment from both an external and internal perspective by conveying dialogues with recruitment consultants as well as with a HR-manager. The thesis further raises the question whether the inspirational and charismatic leadership style is appropriate in all type of organisations and here focus on organisational culture as a key determinant when recruiting leaders.

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47

Guennoc, Jonathan. "Which key factors should the leader influence in order to implement change? : From the analysis of the implementation of change at GE under Jack Welch's leadership." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5859.

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In the current fast-moving, global and complex business world, implementing organisational change has become one of the major leadership issues. Indeed, competitive organisations are turning out to be the ones that are flexible, able to adapt rapidly and continuously; strong leaders are turning out to be the ones who are transformational and who are able to implement change successfully.

However, as the business world is becoming more complex, organisations are following the same path and are developing increasingly complicated structures. Risk of failure in implementing change in such complex organisations is consequently high and leaders must lead strategic moves with dexterity. They must understand their role, the required skills as well as the importance of the people while starting to implement change. They must understand where to exert their influence and they should therefore be able to determine what are the key success factors to be taken into consideration in the implementation process.

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48

Chueh, Hui-Yin (Trisha). "The buck stops at the top : comparison of safety related leadership antecedents in prosecuted and non-prosecuted organisations in New Zealand." Thesis, University of Canterbury. Psychology, 2015. http://hdl.handle.net/10092/10772.

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The current research emerged in response to recent alerts of increasing organisational safety failures in New Zealand’s high risk industries. It was theorized that safety climate may be largely determined by the quality of safety-centered leadership under which an organisation operates. The study utilized reports of organisational safety prosecutions within New Zealand to develop a quasi-experimental design which compared persecuted and non-prosecuted company’s leaders on measures of ethical values, moral philosophy, social responsibility, corporate psychopathy, and leadership style. Issues of response rate inherent to the study design were encountered during data collection, and no significant between group differences consistent with the study predictions were found. Theoretical and practical interpretations are made in light of the results, suggesting that dynamics within group-decision processes and the top governing structure of companies may be significant factors in affecting leader safety performances within these industries.

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Rasmussen, Sara. "Organisational Culture in Innovative Small to Medium Sized Enterprises (SMEs) : Leadership’s Responsibilities when Implementing Change as a Result of M&As." Thesis, KTH, Industriell Management, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124097.

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This study investigates what culturally related responsibilities leaders in innovative SMEs have when preparing employees prior to M&As in order to mitigate drawbacks due to culturally related discrepancies. The findings of this study especially confirm previous studies on culturally related difficulties in change management by emphasising the significant meaning of evaluating soft factors prior to change. The study was conducted by examining an innovative SME in the telecom industry that during 2009 embarked upon a major amendment of business by restructuring the company set up and relocate its headquarters to Singapore. The analysis is based on both existent studies in the field of organisational culture and change management, as well as on material obtained from qualitative research. This research consisted primarily of unstructured interviews and active participation is various company events and initiatives. The subject is of great importance as M&As are an increasingly common feature of innovative companies' strategies in order to gain access to important knowledge and technologies. However, a great number of these initiatives fail, usually due to leaders inability to evaluate future prospects in relation to soft factors. The findings provide an in depth understanding of leaders significance prior to, and during change, in order to create cultural stability and predictability as a means of mitigating employee anxiety and ultimately reluctance to change.

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50

Hayward, Ian C. "Evaluation of a leadership development programme : developing a 'fit for purpose' model to evaluate a leadership development programme at the individual, departmental and organisational levels within the BBC." Doctoral thesis, University of Bradford, 2009. http://hdl.handle.net/10454/4284.

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The research was aimed at addressing the challenge of evaluating a large scale change intervention in a large organisation and in a complex environment. Finding robust, meaningful yet realistic methodologies from among the array of possible approaches, methods and techniques has proved problematic, for both organisational practitioners and academics alike. The research explored this issue of choice from the perspective of ¿fit for purpose¿ and suggests a multi-faceted approach, using a range of evaluation methods and techniques, which were applied to an ongoing example at the BBC. It was also planned to use structural equation modelling (SEM) techniques to examine the relationships between variables critical to the study. The approach described represents a ¿pilot¿ evaluation exercise, which drew on data collected from early cohorts going through the BBC Leadership Programme, a key element of the ¿Making it Happen¿ change strategy initiated by the then Director General, Mr. Greg Dyke. As a second level of research, an evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme, was also undertaken to assess the effectiveness of the primary evaluation strategy and its implementation. Three hypotheses were examined in terms of programme impact: It was proposed that participation in the programme would bring about collective improvements in individual leadership behaviour (Ho1), leading to improved departmental performance across the business (Ho2), in turn, resulting in improved organisational performance (Ho3). Due to limitations in the application of the methodology it was not possible to use SEM analyses on the data collected. Alternative analyses failed to demonstrate conclusive support for all three hypotheses and, while other factors besides programme attendance appear to influence leadership performance the afore-mentioned limitations restrict the ability to draw firm conclusions. Following evaluation of the primary evaluation it was evident that, as a pilot exercise, important outcomes from the programme evaluation give rise to ¿lessons learned¿ and changes are suggested for any future evaluation exercise of this kind.

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Dissertations / Theses on the topic 'Organisational culture – Inclusive leadership'

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