Dissertations / Theses: 'Leadership behaviour'

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Turner, Paul Steven. "Aligning organisational coaching with leadership behaviour." Thesis, Birmingham City University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.533142.

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2

Schuster-Cotterell, Caroline. "Leadership behaviour & corporate success how leadership behaviour can influence the performance and the success of an organisation." Saarbrücken VDM Verlag Dr. Müller, 2003. http://d-nb.info/986631469/04.

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3

Anderson, David Wayne. "Personality, self-efficacy and managerial leadership behaviour." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0012/NQ42493.pdf.

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4

Anderson, David Wayne. "Personality, self-efficacy and managerial leadership behaviour." Ottawa : National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.nlc-bnc.ca/obj/s4/f2/dsk1/tape10/PQDD_0012/NQ42493.pdf.

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Van, Zyl Jandre. "Leadership behaviour that facilitate shared leadership emergence in internationally dispersed non-formal teams." Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/79673.

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Globalisation and the increased complexity of organisations creates the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations. As dispersion of teams increase, some traditional leadership approaches become less effective. Shared leadership however, has greater effects on team performance when team dispersion increases. Studies into shared leadership increased over the past decade, however the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership, and quality leader-member exchanges. This qualitative study inductively explored the perspectives of twelve purposively sampled internationally dispersed team members, who represented three different functional non-formal teams. Semi-structured in depth interviews were conducted, after which the data was analysed using categorical aggregation and thematic analysis. The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serve as a basic for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. This study was limited to one large multi-national organisation (Hilti Corporation), which operates in the global construction and industrial sectors. Participants represented nine nationalities, dispersed across eight countries, on four continents.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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De, Beer Ampie. "Influencing Leadership Skills, Behaviour and Values : an Equine Assisted Leadership Development Course Evaluation." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59812.

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In the current turbulent business climate, the need for well-developed leaders, that can handle the internal and external corporate pressure, is increasing There are a number of established leadership development programs but not many that make use of experiential learning techniques. More recently, there has been an increase in Equine Assisted Leadership Development (EALD) Programmes in the world and in South Africa. There is evidence that Equine Assisted Programmes can have a positive lasting effect on the participants of the programme. The aim of this study is to evaluate an equine assisted leadership development programme. The focus is on the leader's behaviour change, the impact it has on their leadership style, and their perceived relationship with their followers. Qualitative, exploratory researched methods were used to gain new insights into the behaviour change of the leaders after they had attended an Equine Assisted Leadership Development programme. A total of 13 semi- structured, in-depth interviews were conducted with leaders and senior leaders, 12 to 36 months after they attended the programme. The participants work in the mining industry. Each interview was analysed by means of thematic content analysis. The leaders that attended the EALD courses shared their real-life experiences and the perceived impact the programme had on their leadership skills, behaviour and values. What emerged from the findings was an Equine Assisted Leadership Development Process Flow and Impact Model, which documented the journey of a leader taking part in an EALD programme, starting at the pre EALD course, through the process, to an end outcome resulting in improved leaderships skills, behaviour and a shift in values. The final outcome of the programme is illustrated in an adapted model which divides impact areas into three groups: namely impact on the individual, their relationship with others and their team. Each grouping describes the change in leadership skills, behaviour and a shift in values that was enacted in the specific areas.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2017
Gordon Institute of Business Science (GIBS)
MBA
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7

Bernal, Enric. "Evaluating authentic behaviour change in leadership development programmes." Thesis, Aston University, 2013. http://publications.aston.ac.uk/19913/.

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The global economic crisis that hit the western countries strongly has emphasised the need to abandon the economic-performance significance of leadership and return to a meaning-making significance. While a lot of research has been done in the field of leadership and management disciplines, little has been done on how to develop leadership. This study evaluated the degree in which leadership training in the market-place today was effective at developing authentic leadership and, therefore, at changing individual behaviour. Since none of the leadership theories address how behavioural change is actually achieved, theories of change were integrated in the current study. A conceptual model combining Authentic Leadership Development (ALD) theory and the Theory of Planned Behaviour (TPB) was proposed. Furthermore, this study explored the relationship between a positive contemplation of change and the actual change observed in individuals after the leadership intervention. In order to test this conceptualisation, a longitudinal quasi-experimental study was conducted. Leaders were surveyed in this study one month before and one month after the programme. Three complementary questionnaires were distributed to participants in one of four leadership development programmes (two corporate initiatives and two business-school programmes). Analyses showed that leaders who attended a leadership intervention (as compared to a control group) developed higher levels of authentic leadership, as rated by them-selves and others in their working environment and controlling for baseline scores. The results also indicated that intentions were developed through the interventions and that the development of such intentions translated into changes in authentic behaviour. Intentions mediated the relationship between attitude and authentic leader-ship. In addition, when contemplation of change was high and attitudes towards authentic leadership were positive, the development of intentions was stronger. The implications of these findings for the theory and practice of leadership development programmes and the impact on organisational performance are discussed.

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Phetmany, Thiphapone. "The relationship between leadership behaviours and job satisfaction and leadership behaviour preferences of different cultural work groups : an empirical study." Thesis, Queensland University of Technology, 1997. https://eprints.qut.edu.au/36292/1/36292_Phetmany_1997.pdf.

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During the past few decades, there has been a growth in research looking at the relationship between leadership and subordinates. Many of these studies have focused on subordinates' job satisfaction - with a concern for both organisational efficiency and individual well-being. Two leadership approaches, transactional and transformational, in particular, have been extensively tested for their relationship with subordinate job satisfaction. In most cases, the new leadership paradigm, transformational, has been shown to have a more augmenting effect on subordinate satisfaction than transactional leadership. However, most studies have focused on subordinates' satisfaction with a leader alone. Although the two leadership models and other aspects of subordinates' job satisfaction such as extrinsic and intrinsic job satisfaction have some inherent conceptual bridges, no research has been reported in relation to this. Moreover, the studies have been conducted within "individualist cultures" where the theories originated. Little research has been reported from "collectivist cultures". Furthermore, no research has been reported from "multi-cultures". Indeed, the leadership and job satisfaction theories have been questioned for their validity in other cultures. The change in business environments such as globalisation, international mergers and acquisitions, and diverse cultural workforces, in particular, has made the "universal assumptions" of these theories questionable. In addition, the increased recognition of "multicultural workforces" as inherent assets has called for organisations to have a better understanding of the cultural diversity of their workforces. And more importantly, it has called for leaders to develop diversity expertise . This is because different cultural values of followers could influence the followers' specific behaviours and in turn could moderate the relationship between the leaders and followers differently; and could influence the preference for a particular behaviour of leadership. This thesis reflectes the aforementioned theme; specifically, it is concerned with examining the following research problem and sub-research problems: RP : Is there a relationship between perceived leadership behaviours of superiors (transactional and transformational) and subordinate job satisfaction (satisfaction with superior, and extrinsic and intrinsic aspects of work) among members of different cultural work groups (Australian and Vietnamese) ? SRP 1: Do the Australian and the Vietnamese work groups prefer their superiors to display more or less transactional and transformational leadership behaviours than the superiors currently display ? SRP 2: Do the Australian and the Vietnamese work groups differ significantly in their preference for more or Jess of the transactional and transformational leadership behaviours to be displayed ? For RP, the literature review in chapter 2 examines both published theory and the current state of research pertaining to transactional and transformational leadership, job satisfaction, and multiculturalism. Gaps in the literature are identified and four research hypotheses are developed (chapter 2, section 2.3). The sub-research problems, SRP 1 and SRP 2 aim to further investigate the research problem with an attempt to explore and look at direct implications for leadership practices. Four research hypotheses in null and positive form are developed to be tested (chapter 2, section 2.3). This research uses a case study methodology in which samples are drawn from four manufacturing organisations. A survey questionnaire and openended interviews are used to collect quantitative and qualitative data respectively. The research design and methodology are discussed in chapter 3. The hypotheses examined by using Pearson Correlation Coeffecient and Mann-Whiney - Wilcoxon Rank Sum Test; and the interviews of management are analysised and summarised in chapter 4. The findings generally indicate that in multicultural workforces, transactional and transformational leadership behaviours appear to have an impact only on subordinate' satisfaction with a leader within the Australian cultural work group, but they have impact on all aspects of job satisfaction, satisfaction with a leader, extrinsic and intrinsic elements of work within the Vietnamese group. This implies that transactional and transformational leadership behaviour have a better fit to the Vietnamese work group, which is assumed to be a collectivist culture than to the Australian group, which is assumed to be an individualist culture (chapter 5, section 5.2.1 ). Furthermore, both work groups prefer their superiors to display more of the contingent reward and charisma attributes of both transactional and transformational leadership styles. Nevertheless, while the Vietnamese prefer the individualised consideration attribute of transformational leadership to be displayed by the leader, it is not the case for the Australians who tend to have a higher preference for managment-by-exception attribute of transactional leadership. In addition, the findings have pointed out the issue of cultural difference which has influenced the perception of the two cultural work groups particularly towards the individualised consideration and intellectual stimulation attributes of transformational leadership (chapter 5, section 5.2.2 and 5.2.3). In all, the findings of this research are exploratory. Although the findings could not, of course, develop any "grand theory" (Kuhn), they add more weight to and agree with critiques made by cultural advocators (e.g., Hofstede, Erez and Earley, and Triandis) on the universal assumptions of American-based theories. This study has broadened the current two leadership theories and job satisfaction towards multicultural workforces; and helped to increase knowledge and understanding in this area. More importantly, the findings have direct implications for supervisory leadership practices. The implications should be useful for designing supervisory leadership training for the organisations involved and leaders who wish to develop diversity skills. This research can be a basis for future investigation of this area.

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Clack, Katinka. "Empowering leadership and safety behaviour in extreme work environments." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/62690.

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Research purpose The purpose of this study is to examine the extent to which both employees and leaders in extreme environments perceive the same levels of safety participation. Furthermore, this study examines the association between empowering leadership and team performance as well as empowering leadership and safety participation. Research design, approach and methods This study follows a quantitative approach as its main purpose is to establish relationships between constructs. As such, correlations and multiple regression analyses were conducted. Convenience sampling was applied to obtain the data. Firefighters and their immediate line officers (lieutenants) were surveyed. Five fire departments in small to medium cities were chosen in the Great Lakes and south-eastern regions in the United States (US). Questionnaires were distributed to 263 firemen, of which 186 were firefighters and 78 were their line officers/lieutenants. Main findings Results indicated that a positive association does not exist between firefighters' perceptions of safety participation and their leaders' perception of safety participation when control variables are added. Therefore, no significant relationship exists between firefighters' perceptions of safety participation and their leaders' perception of safety participation. Furthermore, the results also showed a positive association does not exist between empowering leadership and safety participation when control variables are added. Consequently, no significant relationship exists between firefighters' reports of empowering leadership and lieutenants' reports of safety participation. Lastly, regarding empowering leadership and team performance, the results did not support a direct relationship between these two constructs. Limitations The results should be interpreted bearing in mind that they are applicable to the United States of America and may not be generalised to the South African context. Additionally, very little research has been conducted on empowering leadership and safety behaviour in extreme environments, and therefore the literature review was limited to other organisational environments. Lastly, only three cultural groups (White, Black and Hispanic) and only men participated in this study, so results may not be generalisable to other demographic groups. The study was only positioned in extreme environments, specifically in firefighting, therefore it is unclear whether the results can be generalised to other work environments. Future Research It is suggested that this study is replicated, firstly because little research has been done in extreme environments but, secondly, that it also be specifically replicated in South Africa. Indicated by the data, a lieutenant's age has a positive association with how he perceives his team's safety participation. This could be due to various reasons. For example, the more experienced the lieutenant the more comfortable he gets towards the extreme environment. Lastly, it is suggested that research is conducted to determine other leadership styles which could be effective in extreme environments. Conclusion Insight was given into the empowering leadership style in terms of team performance and safety behaviour. Furthermore, the relation between firefighters' perceptions of safety participation and their leaders' perceptions of safety participation was not confirmed.
Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
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10

Dyer, John Robert. "Leadership, decision making and collective behaviour in animal groups." Thesis, University of Leeds, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.491653.

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Finn, Fran A. "Leadership development through executive coaching: The effects on leaders' psychological states and transformational leadership behaviour." Thesis, Queensland University of Technology, 2007. https://eprints.qut.edu.au/17001/1/Fran%20Finn%20Thesis.pdf.

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Executive coaching has been described as a multibillion dollar enterprise (Ennis, 2004) costing some organisations up to $15,000 (USD) a day (Berglas, 2002). Executive coaching has also been reported as the second fastest growth industry (Wasylyshyn, 2003). Despite these astounding figures, empirical executive coaching research is still limited, thus more randomised, controlled studies are required (Grant, 2005). There is a fundamental need for high quality research to demonstrate the effects of executive coaching and provide justification for the level of commitment expended. The current research program addressed this need through three studies which together provide empirical evidence as to the psychological and behavioural effects of executive coaching. In the first study, twenty-three leaders from a year long transformational leadership development program volunteered to participate in six sessions of executive coaching. The study examined the effects of executive coaching on leaders' psychological states, specifically, their self-efficacy, developmental support, positive affect, openness to new behaviours and developmental planning. The study had an experimental design with random assignment of leaders to training and control groups which provided a rigorous basis to distinguish the effects of executive coaching from the effects of other leadership interventions in the program. Comparison of the training group (after six executive coaching sessions) with the control group (who had not received coaching) revealed that the training group reported significantly higher levels of self-efficacy, developmental support, openness to new behaviours, and developmental planning compared with the control group. No significant effects were observed for positive affect. Further analysis, however, revealed that the significant differences between the training group and the control group were due to a decrease in the control group before they commenced executive coaching, rather than because the training group increased on the psychological measures after participating in executive coaching. It was proposed that this pattern of results occurred because the pre-coaching measures were obtained at the end of a two day training workshop, when the psychological measures may have already been relatively high. Thus, the effect of executive coaching was to sustain the impact of the workshop for the training group. A longitudinal analysis was also carried out in Study One to examine whether the effects of executive coaching on the psychological variables were sustained over time. The pattern of change was examined at three time points: time one, prior to the commencement of executive coaching, time two, after the completion of six coaching sessions, and time three, six months after the completion of the six coaching sessions. This analysis was also affected by the training group's high precoaching measures, but when the analyses were restricted to the control group (n=6) – who by this stage had received executive coaching, significant change over time was observed on all of the study measures, which was sustained up to six months after the completion of regular coaching sessions. However, because the control group sample was small, these findings were tested again in Study Two. The primary aim of Study Two though was to evaluate effects of executive coaching on transformational leadership behaviour, measured with self, supervisor and team member ratings. Twenty-seven leaders participated in this study. In the first instance, an experimental design was used to investigate whether leaders in the training group, who had been exposed to executive coaching, received higher ratings in transformational leadership behaviour compared with leaders in the control group. In the second instance this study examined whether there was change in transformational behaviour over time, observed in the area that was the focus of leaders' developmental efforts. Both approaches yielded similar findings in that the team member feedback identified significant improvement in leaders' transformational leadership behaviour after executive coaching. There were no significant changes in leaders' self or supervisor ratings after executive coaching. When the psychological effects of executive coaching were re-examined in Study Two, the expected differences were observed between the training and control groups. However, once again, the data from the training group failed to show the anticipated pattern of improvement over time. This failure was attributed to the small sample size and low statistical power. Consequently, a final analysis was conducted combining the data from leaders who participated in Study One and Study Two. This analysis measured change in leaders' psychological states from pre-to post-executive coaching and confirmed that after executive coaching leaders experienced effects in the five psychological states measured. Thus, overall, the data from the two studies supported the psychological impact of executive coaching. In Study Three a qualitative approach was employed to triangulate the quantitative results from Study One and Study Two. Eight leaders were randomly identified from the Study One and Study Two samples, and interviews were carried out with these leaders, their supervisors, two team members and their coaches (a total of 40 interviews). The interview data confirmed the effect of executive coaching on the previously investigated psychological variables and also identified coaching as providing leaders with a sense of greater control. In terms of transformational leadership behaviours, all participants in the study identified improvements in leaders' behaviour, particularly in communication, and the transformational leadership dimensions of intellectual stimulation, inspirational motivation and individualised consideration. One further aim of Study Three was to investigate the environmental conditions to determine the impact they had on the effectiveness of executive coaching. Constant change and high work load were most frequently identified as restricting participants' ability to benefit from executive coaching. Overall, this program of research has demonstrated leadership development through executive coaching. The studies revealed that executive coaching positively enhanced the psychological states of self-efficacy, developmental support, positive affect, openness to new behaviours, and developmental planning. Impressively, the results also showed that executive coaching had sustained effects on some of the psychological states, and on team members' perceptions of their leader's transformational leadership behaviour. Practically, these findings justify the use of executive coaching in organisational settings. Theoretically, these outcomes augment the limited body of knowledge in this area.

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12

Finn, Fran A. "Leadership development through executive coaching : the effects on leaders' psychological states and transformational leadership behaviour." Queensland University of Technology, 2007. http://eprints.qut.edu.au/17001/.

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Executive coaching has been described as a multibillion dollar enterprise (Ennis, 2004) costing some organisations up to $15,000 (USD) a day (Berglas, 2002). Executive coaching has also been reported as the second fastest growth industry (Wasylyshyn, 2003). Despite these astounding figures, empirical executive coaching research is still limited, thus more randomised, controlled studies are required (Grant, 2005). There is a fundamental need for high quality research to demonstrate the effects of executive coaching and provide justification for the level of commitment expended. The current research program addressed this need through three studies which together provide empirical evidence as to the psychological and behavioural effects of executive coaching. In the first study, twenty-three leaders from a year long transformational leadership development program volunteered to participate in six sessions of executive coaching. The study examined the effects of executive coaching on leaders’ psychological states, specifically, their self-efficacy, developmental support, positive affect, openness to new behaviours and developmental planning. The study had an experimental design with random assignment of leaders to training and control groups which provided a rigorous basis to distinguish the effects of executive coaching from the effects of other leadership interventions in the program. Comparison of the training group (after six executive coaching sessions) with the control group (who had not received coaching) revealed that the training group reported significantly higher levels of self-efficacy, developmental support, openness to new behaviours, and developmental planning compared with the control group. No significant effects were observed for positive affect. Further analysis, however, revealed that the significant differences between the training group and the control group were due to a decrease in the control group before they commenced executive coaching, rather than because the training group increased on the psychological measures after participating in executive coaching. It was proposed that this pattern of results occurred because the pre-coaching measures were obtained at the end of a two day training workshop, when the psychological measures may have already been relatively high. Thus, the effect of executive coaching was to sustain the impact of the workshop for the training group. A longitudinal analysis was also carried out in Study One to examine whether the effects of executive coaching on the psychological variables were sustained over time. The pattern of change was examined at three time points: time one, prior to the commencement of executive coaching, time two, after the completion of six coaching sessions, and time three, six months after the completion of the six coaching sessions. This analysis was also affected by the training group’s high precoaching measures, but when the analyses were restricted to the control group (n=6) – who by this stage had received executive coaching, significant change over time was observed on all of the study measures, which was sustained up to six months after the completion of regular coaching sessions. However, because the control group sample was small, these findings were tested again in Study Two. The primary aim of Study Two though was to evaluate effects of executive coaching on transformational leadership behaviour, measured with self, supervisor and team member ratings. Twenty-seven leaders participated in this study. In the first instance, an experimental design was used to investigate whether leaders in the training group, who had been exposed to executive coaching, received higher ratings in transformational leadership behaviour compared with leaders in the control group. In the second instance this study examined whether there was change in transformational behaviour over time, observed in the area that was the focus of leaders’ developmental efforts. Both approaches yielded similar findings in that the team member feedback identified significant improvement in leaders’ transformational leadership behaviour after executive coaching. There were no significant changes in leaders’ self or supervisor ratings after executive coaching. When the psychological effects of executive coaching were re-examined in Study Two, the expected differences were observed between the training and control groups. However, once again, the data from the training group failed to show the anticipated pattern of improvement over time. This failure was attributed to the small sample size and low statistical power. Consequently, a final analysis was conducted combining the data from leaders who participated in Study One and Study Two. This analysis measured change in leaders’ psychological states from pre-to post-executive coaching and confirmed that after executive coaching leaders experienced effects in the five psychological states measured. Thus, overall, the data from the two studies supported the psychological impact of executive coaching. In Study Three a qualitative approach was employed to triangulate the quantitative results from Study One and Study Two. Eight leaders were randomly identified from the Study One and Study Two samples, and interviews were carried out with these leaders, their supervisors, two team members and their coaches (a total of 40 interviews). The interview data confirmed the effect of executive coaching on the previously investigated psychological variables and also identified coaching as providing leaders with a sense of greater control. In terms of transformational leadership behaviours, all participants in the study identified improvements in leaders’ behaviour, particularly in communication, and the transformational leadership dimensions of intellectual stimulation, inspirational motivation and individualised consideration. One further aim of Study Three was to investigate the environmental conditions to determine the impact they had on the effectiveness of executive coaching. Constant change and high work load were most frequently identified as restricting participants’ ability to benefit from executive coaching. Overall, this program of research has demonstrated leadership development through executive coaching. The studies revealed that executive coaching positively enhanced the psychological states of self-efficacy, developmental support, positive affect, openness to new behaviours, and developmental planning. Impressively, the results also showed that executive coaching had sustained effects on some of the psychological states, and on team members’ perceptions of their leader’s transformational leadership behaviour. Practically, these findings justify the use of executive coaching in organisational settings. Theoretically, these outcomes augment the limited body of knowledge in this area.

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Numkanisorn, Nicholas Phiranant, and res cand@acu edu au. "An Exploration of the Impact of Principal Leadership Behaviour on School Culture." Australian Catholic University. School of Educational Leadership, 2004. http://dlibrary.acu.edu.au/digitaltheses/public/adt-acuvp53.29082005.

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Thailand is entering into a new phase of educational administration under the new National Education Act of 1999 which requires all educational institutions to have internal and external quality assurance in order to ensure improvement of educational quality and standards at all levels (Section 47). This means that all educational institutions, especially in the private sector, have to undergo many changes, including changes in administration, teaching and learning processes, methods of evaluation and professional development programs. The current study focused specifically on the transformational leadership behaviour of principals on school culture. Culture is considered to be a key factor in determining whether school improvement is possible (Deal & Peterson, 1999). The study was conducted in two phases: quantitative and a qualitative, and carried out in the secondary schools of the Brothers of St. Gabriel, in Thailand. In the quantitative phase, the researcher used two instruments, namely the Multifactor Leadership Questionnaire (MLQ, Short form) developed by Bass (2000) to measure the leadership behaviour of principals, and the School Culture Survey developed by Gruenert (1998) to measure school culture. The results from the quantitative study were used to select a school for the second phase of the study that was carried out using a qualitative approach. The quantitative findings provided descriptive evidence that transformational leadership existed in the schools of the Brothers of St. Gabriel, in Thailand and the dominant culture of the Gabrieltie schools was Professional Development. In addition, the findings also revealed that there was a significant relationship between leadership behaviour and school culture. In the second phase, the leadership behaviour of the selected principal was interpreted based on transformational leadership applied in a school setting. This process was outlined by Leithwood (1996) as frame of reference to identify a pattern of leadership behaviour of the selected principal. The findings revealed that the selected principal exercised the qualities of transformational leadership to some extent. Some qualities were missing and some were practised to a moderate degree. The study helps provide guidance and direction to principals who wish to exercise their leadership in a more appropriate and relevant way particularly in a context of change.

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Pettit, Benjamin G. "Consequences and mechanisms of leadership in pigeon flocks." Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:d3a6260b-483c-4c60-a993-49b7e111dfc6.

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This thesis investigates how collective decisions in bird flocks arise from simple rules, the factors that give some birds more influence over a flock's direction, and how travelling as a flock affects spatial learning. I used GPS loggers to track pigeons homing alone and in flocks, and applied mathematical modelling to explore the mechanisms underlying group decisions. Across several experiments, the key results were as follows: Flying home with a more experienced individual not only gave a pigeon an immediate advantage in terms of taking a more direct route, but the followers also learned homing routes just as accurately as pigeons flying alone. This shows that using social cues did not interfere with learning about the landscape during a series of paired flights. Pigeons that were faster during solo homing flights also tended to fly at the front of flocks, where they had more influence over the direction taken. Analysis of momentary interactions during paired flights and simulations of pair trajectories support the conclusion that speed increases the likelihood of leading. A pigeon's solo homing efficiency before flock flights did not correlate with leadership in flocks of ten, but leaders did have more efficient solo tracks when tested after a series of flock flights. A possible explanation is that leaders attended more to the landscape and therefore learned faster. Flocks took straighter routes than pigeons flying alone, as would be expected if they effectively pooled information. In addition, pigeons responded more strongly to the direction of several neighbours, during flock flights, than to a single neighbour during paired flights. This behaviour makes sense adaptively because social information will be more reliable when following several conspecifics compared to one. Through a combination of high-resolution tracking and mathematical modelling, this thesis sheds light on the mechanisms of flocking and its navigational consequences.

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Barrass, Deon Brian. "The relationship between authentic leadership, cultural intelligence and employee behaviour." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020336.

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Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.

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Aitken, Paul. "The relationships between personal values, leadership behaviour and team functioning." Thesis, Henley Business School, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.426236.

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Wanjau, Dolly Nyaguthii. "Employees' perception of leadership behaviour in retail banking / Dolly Wanjau." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2064.

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King, Andrew James. "Leadership, coordinated behaviour, and information use in a social primate." Thesis, University College London (University of London), 2008. http://discovery.ucl.ac.uk/1444310/.

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A substantial body of work has addressed why animals live in groups. However, few studies have described how group-living vertebrates are able to coordinate their actions and make collective decisions crucial if individuals are to maximise the benefits and minimise the costs of grouping. In this thesis, I apply observational, experimental, and theoretical methods to address this paucity of knowledge, using a social primate - chacma baboons (Papio ursinus) - as a model system. Specifically, I investigate three concepts upon which group-living is reliant: information use, coordinated behaviour and leadership. I address each of these concepts in turn. First in the case of information use, I show that the foraging decisions of individual baboons meet the predictions of 'producer- scrounger games' - evolutionary models developed to predict when a social forager should find its own food patch, or join the discovery of a group-mate. I also use a simple theoretical model to show that social information can allow less well-informed members of large groups to reach a correct decision with the same probability as more well-informed members of small groups. Second, in the case of coordinated behaviour, I show that individual state and the environment (both social and ecological conditions) can influence levels of behavioural synchrony in baboons. Moreover, behavioural synchrony in baboon groups was seen to positively influence the behaviour of another species: rock kestrels (Falco rupicolus) derived foraging opportunities by associating with baboons as they travel-forage together in desert vegetation 'flushing' kestrel prey items. Finally, I examined leadership behaviour. I used an experimental design that allowed me to test between two alternate decision-making modes: despotism (i.e. leadership) and democracy (i.e. a majority rule, voting). Baboon group foraging decisions were consistently led by the individual who acquired the most benefits from those decisions, namely the dominant male. Subordinate group members followed the leader despite considerable costs, and follower behaviour was mediated by social ties to the leader.

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Hooper, Danushka. "The relationship between altruistic behaviour, emotional intelligence and intrinsic motivation amongst leaders." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15978.

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The benefits that altruistic behaviours, emotional intelligence (EQ) and intrinsic motivation have on organisations are increasingly becoming observable and enticing greater insights into these constructs, especially from the perspective of leaders. Moreover, the increase in the effectiveness of leaders across all of these constructs enables greater employee performance, from both the perspective of leaders and their followers, which results in increased organisational profitability. The primary objective of this research study was to investigate the relationship between the three constructs of altruistic behaviour, EQ and intrinsic motivation amongst leaders in South African organisations. This study also attempted to determine whether intrinsic motivation has a mediating effect on EQ and altruistic behaviours. Moreover, this study wishes to identify demographic differences in terms of the responses to the items related to each of the constructs. The questionnaires employed by this study was administered to leaders (n=136) who currently work in South Africa. Positive and statistically significant relationships were found amongst these constructs, implying that, an increase in one of these constructs will result in an increase in another. However, there was no sufficient evidence in support of mediating effect of intrinsic motivation on EQ and altruistic behaviours. The confirmatory factor analysis was able to validate all three measuring instruments used to assess the constructs from a South African perspective. The present study was unable to identify any demographic differences for the Adapted Self-Report Altruism Scale and Intrinsic Work Motivation Scale and was only able to identify demographic differences by the Schutte Self-report Emotional Intelligence Test as a whole and the perception of emotion scale. The study encountered some limitations. Firstly, the researcher encountered a difficulty in finding appropriate literature on the constructs. Secondly, the study obtained a small sample size (n=136). The reason for this is that the target sample chosen by the researcher, namely leaders in organisations, proved to be a challenging sample because many leaders were not able or willing to complete the questionnaire due to their heavy workload and strict deadlines. Thirdly, given that three measuring instruments were used to gain the data needed for this study, the total number of items came to 136. This could mean that the questionnaire may have been burdensome to complete and it would take approximately 15 minutes to complete. In addition, factors such as biased responses, as well as personal and environmental factors on the part of the respondents all posed limitations to this study in that it may have influenced the responses given by the sample. The results obtained by this study suggests that the higher the level of EQ of leaders, the higher the likelihood that they will be intrinsically motivated and exhibit altruistic behaviour. As explained by exchange theory, if one is conditioned to be “good”, the likelihood of partaking in altruistic behaviour is enhanced (Bar-Tal, 1986). If an organisation creates a culture of altruistically helping others in the workplace and the community, the possibility of creating a “habit” of exhibiting altruistic behaviour could result. The benefits of creating this altruistic culture could be far-reaching. The researcher encourages organisations to measure and identify the level of EQ of their leaders and provide development opportunities should this be lacking. This is because, as identified by Barbuto and Burbach (2006), in order for leaders to achieve support from their followers, it is crucial that they develop a high reliance on their empathy to identify with the feelings and emotions of their followers. It is important to note that the results of this study was analysed in June 2016 and is based only on 136 leaders across some industries of South Africa. It is suggested that the results of this study to be validated in the South African context by additional empirical research that tests the hypothesis identified in this study to ascertain whether the results of the current study can be replicated and applied broadly. It is advised that the study is tested over a longer period, in different industries and across various countries. This is so that increasing value can be added to this field of research.

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Dulaimi, Mohammed Fadhil. "Job behaviour of site managers : its determinants and assessment." Thesis, University of Bath, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.319525.

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Rossouw, Gedeon Josua. "Critical leader behaviour in the emerging South African economy." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/95827.

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Thesis (MCom)–Stellenbosch University, 2014.
ENGLISH ABSTRACT: Leadership is, without a doubt, one of the most valuable commodities in business. It is no secret that organisations depend greatly on leaders for their success, and that the effectiveness of the organisation is related to the effectiveness of its leaders. Organisations worldwide are continuously searching for the finest leaders to organise and lead their organisation to optimal performance. However, leadership is much more complex than initially meets the eye. A great many researchers have conducted decades of research on the topic and have not yielded irrefutable evidence on leadership. Although research has succeeded in defining different types of leadership and leader influencing, and power tactics, the characteristics, behaviour and situational factors of effective leadership are still under contention. The phenomenal complexity and elusive character of the leadership construct should be considered as a problem whose resolution would greatly enrich our knowledge. For social and organisational psychologists, understanding leadership, its behaviours and processes, forms a fundamental, if not chief element of group and organisational processes. These processes can arguably lead to group, and thus organisational effectiveness. In this study, leadership is explored from the basis of social learning theory and focused specifically on South Africa’s emerging economy. Bandura, the founder of social learning theory, advocates that people learn their behaviour by observing those who are superior and desirable to them, and then imitate their behaviour. According to this theory, leaders have a very direct effect on the behaviour of their subordinates, which enables them to mould employee behaviour by being a good role model. In addition, literature on leadership has corroborated that role modelling is one of the most effective influencers on employee behaviour. This study attempts to uncover which leadership behaviours is conducive to organisational effectiveness. This information can be useful to all other potential or current leaders in the South African economy, and the insights gained from the study can be used as a valuable framework from which they can lead their organisations through their own behaviour. The objective of this research project is thus to come to a deeper understanding of what the critical leadership behaviour in the emerging South African economy looks like. Through acknowledging the complexity of human behaviour and the leadership construct we want to comprehend what behaviour it is that makes leaders successful. Individual, in-depth interviews with a number of South Africa’s most successful business leaders is seemingly the best method of uncovering what these ‘effective leader behaviours’ are. These interviews create an understanding of how successful leaders view leadership and what behaviour they (as the experts on leadership behaviour) deem important. The repertory grid interview technique is utilised in this qualitative study, to uncover how these leaders perceive leadership. This is an attempt at coming closer to understanding what the cunning logic of nature’s design looks like, in terms of effective leader behaviour. This study focuses on South Africa in the current emerging economy, and aims at providing insights into the specific leader behaviour that is conducive to organisational effectiveness. These insights can be used as a starting point from which leaders can cultivate their own behaviour to mould a desired organisational culture, and reach organisational objectives.
AFRIKAANSE OPSOMMING: Leierskap is ongetwyfeld een van die sakewêreld se waardevolste kommoditeite. Dit is algemene kennis dat organisasies baie afhanklik van goeie leierskap vir organisatoriese sukses is. Daar kan ongetwyfeld aangevoer word dat die effektiwiteit van organisasies direk aan die effektiwiteit van sy leiers gekoppel is. Organisasies wêreldwyd is voortdurend op soek na die beste leiers om hul besighede te organiseer, te inspireer en tot optimale prestasie te lei. Leierskap is egter baie meer kompleks as wat dit aanvanklik voorkom. Dekades se navorsing oor leierskap kon tot op hede nog nie onweerlegbare bewyse rakende leierskap lewer nie. Alhoewel navorsing al der duisende verskillende definisies van leierskap, leierskapstipes, beïnvloedingstaktieke en magstaktieke opgelewer het, kon navorsing oor leierskap nog nie daarin slaag om definitiewe leierskapsgedrag, leiereienskappe of situasionele faktore wat aan effektiewe leierskap gekoppel is, te bepaal nie. Die enorme kompleksiteit en ontwykende aard van die leierskapskonstruk behoort vir die besigheidswêreld ‘n probleem te wees waarvan die oplossing baie waardevol sal wees. Bedryfsielkundiges sal veral baie baat vind by die volledige begrip van leierskap en die gedrag en prosesse wat daarmee gepaard gaan, aangesien leierskapsgedrag as ‘n fundamentele, indien nie ‘n kerndeel van groep- en organisatoriese prossesse se sukses, gesien kan word. Deur leierskap beter te verstaan sal organisasies in ‘n beter posisie wees om groep- en organisatoriese effektiwiteit te verbeter. In die studie onder oë is leierskap ondersoek vanuit die raamwerk van sosiale leerteorie soos geproklameer deur Albert Bandura, met ‘n spesifieke fokus op die huidige en ontluikende Suid-Afrikaanse ekonomie. Bandura voer aan dat as mense, leer ons gedrag aan deur na ander in hoër en geloofwaardige posisies te kyk, en dan hulle gedrag na te boots. Leiers, volgens hierdie teorie, het ‘n baie direkte en wesenlike invloed op hulle volgelinge, en kan daarom werknemergedrag vorm en beïnvloed deur hulle eie gedrag, deur ‘n goeie rolmodel te wees. Hierbenewens bestaan daar ook ‘n magdom literatuur oor leierskap wat aanvoer dat rolmodellering een van die mees effektiewe beïnvloeders van werknemergedrag is. Hierdie studie het gepoog om spesieke leiergedrag wat gunstig vir organisatoriese effektiwiteit is, te verken. Hierdie kennis kan baie nuttig wees vir enige huidige of potensiële sakeleier in Suid-Afrika, aangesien dit hulle sal voorsien van ‘n waardevolle raamwerk waarvolgens hulle, hul werkspanne en organisasies kan lei deur aandag aan hulle eie gedrag te skenk. Die doelstelling van hierdie studie is dus om ‘n dieper begrip van kritieke leierskapsgedrag in ons ontluikende Suid-Afrikaanse ekonomie, te bekom. Deur die kompleksiteit van menslike gedrag en leierskapsgedrag te aanvaar en te waardeer, het die studie probeer verstaan watter gedrag leiers suksesvol maak. Deur individuele in-diepte onderhoude met 12 van Suid-Afrika se mees suksesvolle en bekende leiers te voer, blyk die beste manier te wees om te verstaan wat presies dit is wat hierdie leiers, en ander soortgelyke leiers suksesvol maak. Deur beter te verstaan hoe hierdie suksesvolle leiers leierskap sien, en watter gedrag hulle as bevorderlik beskou, kan ons hopelik nader aan die waarheid kom oor watter gedrag tot organisatoriese effektiwiteit bydra. In hierdie kwalitatiewe studie is daar van die repertoirerooster tegniek (‘repertory grid technique’) gebruik gemaak om agter te kom hoe hierdie leiers leierskap beskou in ‘n poging om nader aan ‘n volle begrip van die ingewikkelde logika van die natuur se ontwerp in terme van leierskapsgedrag te kom. Die studie het gefokus op Suid-Afrika se ontluikende ekonomie, en het gepoog om waardevolle insig te lewer rakende watter leiersgedrag tot organisatoriese effektiwiteit kan bydra. Hierdie insig kan dan gebruik word as ‘n beginpunt en verwysingsraamwerk waarvandaan leiers hulle eie gedrag kan vorm en ontwikkel ten einde ‘n gewensde organisasiekultuur te kweek waarin alle werkemers gunstige en gewensde gedrag kan toon ten einde organisasiedoeltwitte te bereik.

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Solomon, Nikki. "The development and evaluation of a second-order factor structure for the Leadership Behaviour Inventory (LBI)." Thesis, Link to the online verison, 2006. http://hdl.handle.net/10019/1220.

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Alichlah, Saif M. "The leadership behaviour of school principals in the United Arab Emirates." Thesis, Cardiff University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341587.

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Okorie, Victor Nnannaya. "Behaviour-based health and safety management in construction: a leadership-focused approach." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021034.

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The construction industry remains a pillar in the South African economy, generating employment and wealth. Nonetheless, the industry is reportedly bedevilled by a high rate of accidents and serious injuries that often lead to permanent deformation and fatalities among workers and the general public. These accidents and injuries manifest due to poor construction health and safety (H&S) performance that is often related to poor H&S leadership of the key project leaders involved in the construction business. Shortcomings pertain to client leadership in terms of involvement and commitment to H&S and project H&S related decisions of professionals (designers, project managers, quantity surveyors and engineers). They also pertain to contractor related aspects such as H&S management systems and leadership at all levels of management. In addition, contractors’ inadequacies of H&S management relative to workplace planning and materials related issues have continued to marginalise H&S performance in construction. The H&S leadership of key project leaders is very important in creating a culture of H&S in the workplace. This study examined the H&S management practices and leadership of the key project leaders that contribute to at-risk work practices or unsafe behaviour of workers. Presently, there is limited or no research in South African construction on how the H&S leadership of the key project leaders contributes to at-risk work practices or unsafe behaviour of workers. The methodology employed in the study included an extensive review of relevant literature, which enabled the field work to proceed unhindered. The quantitative survey and qualitative inquiry was conducted with the key construction participants in South African construction. Focus group discussions and interviews were used in a complementary manner. Accordingly, the sampling technique for the study comprised simple random and purposive sampling. The study revealed apparent poor leadership and lack of involvement and commitment to workers’ H&S by the key project leaders. Notably, there is statistical evidence of poor H&S management practices among contractors in terms of top management commitment to and involvement in project H&S. This statistical evidence includes poor H&S education and training of workers and lack of workers’ involvement and participation in H&S matters, which is the tenet of behaviour-based H&S anagement. The model of leadership influence on worker H&S behaviour developed in this research constitutes an innovative contribution to construction H&S performance improvement through a leadership-focused approach. The study has established a basic level of awareness and understanding among key project leaders in that their upstream decisions during the project planning and construction phases have significant influence on workers’ safe or unsafe behaviour or at-risk work practices. The study strongly advocates transparent leadership, ethical behaviour among clients in public and private sectors, designers’ critical H&S decisions, project managers’ and quantity surveyors’ commitment towards project H&S and contractors’ adoption and implementation of behaviour-based H&S management systems. The developed leadership influence model of worker H&S behaviour in the study provides a useful guide for the key project leaders to realise the desired H&S performance improvement in the South African construction industry.

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McMahon, Linda Marie. "The effect of leadership behaviour on staff nurse perception of workplace empowerment." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape17/PQDD_0004/MQ30680.pdf.

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Numkanisorn, Nicholas Phiranant. "An exploration of the impact of principal leadership behaviour on school culture." Thesis, Australian Catholic University, 2004. https://acuresearchbank.acu.edu.au/download/9cd1101cd8a20becec8aa8fe833f370aef0c76d1b04e75113078c02ea3b85dbe/1903287/65034_Numkanisorn_2004_An_exploration_ofthe_impact_1_.pdf.

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Thailand is entering into a new phase of educational administration under the new National Education Act of 1999 which requires all educational institutions to have internal and external quality assurance in order to ensure improvement of educational quality and standards at all levels (Section 47). This means that all educational institutions, especially in the private sector, have to undergo many changes, including changes in administration, teaching and learning processes, methods of evaluation and professional development programs. The current study focused specifically on the transformational leadership behaviour of principals on school culture. Culture is considered to be a key factor in determining whether school improvement is possible (Deal & Peterson, 1999). The study was conducted in two phases: quantitative and a qualitative, and carried out in the secondary schools of the Brothers of St. Gabriel, in Thailand. In the quantitative phase, the researcher used two instruments, namely the Multifactor Leadership Questionnaire (MLQ, Short form) developed by Bass (2000) to measure the leadership behaviour of principals, and the School Culture Survey developed by Gruenert (1998) to measure school culture. The results from the quantitative study were used to select a school for the second phase of the study that was carried out using a qualitative approach. The quantitative findings provided descriptive evidence that transformational leadership existed in the schools of the Brothers of St. Gabriel, in Thailand and the dominant culture of the Gabrieltie schools was Professional Development. In addition, the findings also revealed that there was a significant relationship between leadership behaviour and school culture. In the second phase, the leadership behaviour of the selected principal was interpreted based on transformational leadership applied in a school setting. This process was outlined by Leithwood (1996) as frame of reference to identify a pattern of leadership behaviour of the selected principal. The findings revealed that the selected principal exercised the qualities of transformational leadership to some extent. Some qualities were missing and some were practised to a moderate degree. The study helps provide guidance and direction to principals who wish to exercise their leadership in a more appropriate and relevant way particularly in a context of change.

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De, Beer Este. "The influence of introversion/extraversion bias on leadership assessment with behaviour observation." Diss., University of Pretoria, 2011. http://hdl.handle.net/2263/23650.

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‘Survival of the fittest’ aptly describes the work environment. Employees and the organisations for which they work are therefore required to have various skills sets to afford them a competitive advantage in the job market. This is one of the many reasons why private and public organisations make use of the assessment center, and specifically the behaviour observation exercise to evaluate and select future personnel. Although the behaviour observation exercise provides the rater with rich information regarding a candidate’s skills, rater errors that are often inadvertent can result from a rater’s inherent subjectivity. One such error, central to this study, is Introversion/Extraversion bias. This type of bias plays out when raters rate candidates with personality types similar to their own more favorably than other candidates when the candidate’s degree of introversion or extraversion should not be considered relevant to the selection criteria. This study aims to explore the effect of Introversion/Extraversion bias on the scores of behaviour observation exercises performed during a leadership assessment center in a security environment. The sample consists of 103 participants (14 raters and 89 candidates) all belonging to the same security organisation. The researcher conducts a cross-sectional, non-experimental field study. Candidate as well as rater Introversion/Extraversion preferences are measured by the Jung Personality Questionnaire (JPQ). The scores of two behaviour observation exercises are used to explore the interaction effect between rater Introversion/Extraversion and candidate Introversion/Extraversion. Point-biserial correlations, independent t-tests as well as a one-way ANOVA are used to test the hypotheses. No interaction effect is identified between rater Introversion/Extraversion and candidate Introversion/Extraversion, indicating that raters did not score candidates with similar personality types to their own more favorably. However, the results indicate that extraverted candidates were rated higher by both introverted and extraverted raters and are consequently perceived to have performed better in both behaviour observation exercises. The study postulates that the nature of the exercises, which require high levels of engagement with fellow team members (a typical strength of extraverts), is one of the main contributors to the perception that extraverted individuals are better performers. The results of this study not only contribute to the lacuna in research on the topic, but also to the development of an unbiased behaviour observation exercise within this security organisation. Copyright 2011, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: De Beer, E 2011, The influence of introversion/extraversion bias on leadership assessment with behaviour observation, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-03302012-154446 / > C12/4/136/gm
Dissertation (MCom)--University of Pretoria, 2011.
Human Resource Management
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Beukman, Theunis Lodewyk. "The effect of selected variables on leadership behaviour within the framework of a transformational organisation paradigm." Thesis, Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-11082005-083347.

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Thesis (D. Com. (Human resources management))-University of Pretoria, 2005.
Summaries in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

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Alidrisi, Hassan. "Systems Thinking and Construction Safety: Leadership Competencies and Behaviours." Thesis, Griffith University, 2018. http://hdl.handle.net/10072/382727.

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Many research studies have been conducted on how the leadership of construction project managers affects safety performance. A number of leadership styles influencing safety performance in construction have been identified, but there is little agreement as to which style should be adopted. For project managers, the transformational–transactional style is one behavioural leadership concept that has had a beneficial effect on safety performance. However, some studies have argued that, because of its structure, this kind of leadership style is not the most suitable in the safety field. These studies observe that leadership in complex environments—wherein the when and how of leadership are essential—requires more than merely practising a form of behaviour. They argue that project managers need to be more flexible when applying their safety leadership behaviours to enhance safety performance. Flexible leadership behaviour requires a holistic leadership perspective, but such a perspective is lacking, making it important to explore this view of leadership in the context of construction safety. One way of promoting a flexible approach to safety leadership behaviour is to view leadership in terms of Systems Thinking. This study examines the relationship between Systems Thinking leadership competencies and the safety leadership behaviours of construction project managers. It also explores the effect that the safety leadership behaviours can have on safety behaviour as an indicator for safety performance. In this study, Systems Thinking comprises three leadership competencies: emotional, social and cognitive. Emotional competency has been defined as “the ability to recognise, understand, and use emotional information about oneself that leads to or causes effective or superior performance”. As for social competency, it has been described as “the ability to recognise, understand, and use emotional information about others that leads to or causes effective or superior performance”. The last of the Systems Thinking competencies, cognitive competency, has been defined as “the ability to think and analyse information and situations that lead to or cause effective or superior performance”. This study examines the relationship of these three components of Systems Thinking to safety leadership behaviours as represented by (1) workforce involvement, (2) relationship management, (3) visibility and leading by example and (4) proactive management. Ultimately, the effect of safety leadership behaviours on safety performance was empirically tested. Safety performance was represented by safety behaviour (participation and compliance), to determine whether Systems Thinking offers a suitable leadership style for project managers. The influence of cognitive capability on emotional and social competencies was also tested. To achieve the study’s purpose, a conceptual model was developed comprising constructs of the three leadership competencies along with the four leadership behaviours as well as safety behaviour. These constructs were linked by eight hypotheses that were established according to theoretical relationships. To validate the conceptual model, a quantitative research method was adopted in this study. To test and refine the conceptual model, a series of multivariate statistical approaches was employed for the data, which were collected from 180 project managers and employees who played the same safety-related roles as project managers in the construction industry in Saudi Arabia. The series began using exploratory factor analysis and confirmatory factor analysis, which were performed to reveal robust model structures. Then, regression analysis was applied to test the developed hypotheses. The analyses demonstrated that emotional, social and cognitive competencies positively and directly influence safety performance. Regarding the mediating role of safety leadership behaviour, the analysis showed only two leadership behaviours moderating the relationship between emotional competency and safety performance, namely, workforce involvement, and visibility and leading by example. As for the hypothesised relationship between social competency and safety performance, all four leadership behaviours arbitrated this relationship when safety performance was represented by safety compliance, except for visibility and leading by example. Additionally, the relationship between cognitive competency and safety performance was mediated by three leadership behaviours, namely, workforce involvement, visibility and leading by example, and proactive management. The influence of cognitive competency on emotional and social competencies proved to be positive. Finally, structural equation modelling (SEM) was used to refine and confirm the findings of the regression analysis. The SEM analysis confirmed that emotional competency has a direct and an indirect influence on safety behaviour as a result of safety leadership behaviour. In addition, it established that social competency has only an indirect effect on safety behaviour under the influence of safety leadership behaviour; likewise, cognitive competency has only an indirect effect on emotional and social competencies. While the direct and indirect influences of cognitive competency, as well as the direct effect of social competency, on safety behaviour were not confirmed, the influence of cognitive competency on emotional and social competency was confirmed. In summary, the current research study provides a deeper understanding of the implications of leadership competencies for safety leadership behaviour and safety performance in the Saudi construction industry. It also provides a framework that enables safety managers to flexibly guide and lead their followers. These findings and implications will facilitate the improvement of construction safety through making a number of recommendations to expand the knowledge of leadership in the context of safety.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Eng & Built Env
Science, Environment, Engineering and Technology
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Vucic, Srdjan, and Ali Tehrani. "Uppfattningsskillnader om ledarskapet : En undersökning om hur ledarskapet uppfattas av medarbetare." Thesis, Södertörn University College, School of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-3029.

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Purpose: The purpose of this study is to analyze how employees perceive their leader / manager. How the leader / manager perceives himself in relation to employees and what differences exist.

Research Method: The information was made through a qualitative approach. The study includes interviews with semi-structured questions and a subjective selection. The authors interviewed seven respondents from a service company. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles and see how the employees perceive the leader.

Conclusions: The employees and the leader have the same ideas about what is a good leadership. The leader has the right knowledge to be a leader and to maintain the company. The leader works with different leadership styles. It’s the situation that determines how the leader will respond to the problem.

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Al-Shaibani, Hama. "Leadership behaviour of public primary school principals in selected schools in the UAE." Thesis, University of Exeter, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.312420.

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This is primarily a study of the leadership behaviour of women principals in primary schools in the UAE. Differences between principal's views of their own behaviour and teacher's perceptions of the principals leadership behaviour were analysed. Data was collected through a demographic Questionnaire and the use of the Leader Behaviour Descriptive Questionnaire (LBDQ), Form XII. The sample consisted of 60 elementary school Principals and 425 teachers. Women principals face problems peculiar to their situation as working women in a deeply conservative society and this is put into the wider context of the educational system within which they work. The major findings and conclusions were that Principals perceived themselves as exhibiting leadership behaviour, in most of the 12 leadership behaviour categories, more often than their teaching staff. In particular Principals perceived their leadership behaviour to be significantly higher than did their teachers in the areas of : 1. Demand Reconciliation 2. Initiating Structure, 3. Tolerance of Freedom, 4. Role Assumption, 5. Production Emphasis and 6. Integration And lower than teachers in Predictive Accuracy. No significant differences existed in the other 5 dimensions. Principals' leadership behaviour was perceived by teachers to be more related to consideration of their staff, than to issues surrounding the initiating of structure in the school. There were significant differences between non-trained and trained Principals in leadership behaviour in the following areas : 1. Tolerance of Uncertainty and 2. Superior Orientation No significant differences were found between teacher's perceptions of their principals' behaviour regarding the demographic variables being investigation except for years of experience. However, significant differences were perceived in principals' leadership behaviour based on different school size, in terms of : 1. Persuasiveness and 2. Integration. Finally major recommendation and implication include: 1.The re-design of training programmes to improve principals' technical, human relations and conceptual skills. 2.The Ministry of Education should consider upgrading the criteria by which Principals are selected, and encourage higher education to participate more actively in preparing school administrators. Efforts to improve performance among the Principals starts with the recruitment, selection and training of both teachers and administrators. It is also hoped that in the future Principals and Administrators in schools will be given a greater role in the decision making process.

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Strand, Philip Andrew. "The impact of leadership on the ethical behaviour of British Private Security Companies." Thesis, King's College London (University of London), 2016. https://kclpure.kcl.ac.uk/portal/en/theses/the-impact-of-leadership-on-the-ethical-behaviour-of-british-private-security-companies(6e469d35-cdb7-4e15-ad14-d3057e8fdbfb).html.

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Ensuring high ethical standards for British Private Security Companies (PSCs) and their contractors is a major concern for government, civil society, and industry stakeholders. This concern is currently being addressed through regulatory efforts; however, evidence suggests that even if external monitoring and regulatory systems were improved, the ethical climates within individual companies and the actions of immediate supervisors would still have more influence over contractors’ behaviour than written regulations. This thesis identifies and analyzes how PSC leaders at multiple levels of decision-making authority can influence the ethical behaviour of contractors in places where governments and NGOs have limited monitoring or disciplinary power. Some discussion is included of how other leaders from client and training organizations might also leverage leadership skills and behaviours to exert an additional degree of influence. In accordance with Charmaz’s (2006) constructivist grounded theory methodology, data was collected via a series of semistructured interviews with PSC leaders throughout PSC hierarchies. Interview data was then analysed using the ‘constant comparative method’ and ‘theoretical integration.’ Alternate sources of data, including existing leadership theories and PSC literature, were used to triangulate the data obtained during interviews. Sources of information external to the private security industry were used to provide additional support for the assertions of this thesis after the interview analyses were complete. The end result of this thesis’ analyses is new information that helps to explain how, why, and to what extent leadership influences the ethical behaviour of British private security contractors in hostile environments. As such, this thesis makes original contributions to the fields of both leadership and PSC research. First, this thesis provides new information that suggests specific leadership skills and behaviours that impact on the ethical behaviour of personnel within a unique type of organization: Private Security Companies. Secondly, this thesis helps to inform contemporary debates about civil society’s ability to ensure that PSC personnel behave according to social and ethical norms; historically, such debates have not been informed by leadership research. This thesis concludes with a discussion of the wider relevancy of this research’s findings.

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Zakaria, Azzarina Binti. "Empowerment among managers in Malaysian banking : the role of leadership behaviour and motivation." Thesis, University of Manchester, 2011. https://www.research.manchester.ac.uk/portal/en/theses/empowerment-among-managers-in-malaysian-banking-the-role-of-leadership-behaviour-and-motivation(c0bea4ac-9b39-4288-86f3-524a1fa7334e).html.

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This study investigates empowerment within the under-researched context of banks (Ratmawati, 2007; Spreitzer, 1995) in Malaysia. Specifically, it examines empowerment and its relation to the constructs of leadership behaviour and intrinsic motivation from the narrow perspective of banking organisations of different ownership status (private and government-owned), where a study addressing these issues is lacking (Ergeneli, Ari & Metin, 2007; Holden, 1999; Kappelman, Prybutok & Dran 1996). Additionally, it explores the understanding of empowerment among senior managers and the process of empowerment in banking organisations. A concurrent, embedded, mixed methods strategy is employed, whereby secondary qualitative data from semi-structured interviews are embedded within the primary quantitative data gathered by means of a questionnaire (Creswell, 2009). Quantitative data from 421 and 425 questionnaires administered in a private and a government-owned bank respectively were subjected to a number of statistical techniques and analysed. Qualitative data were collected from six senior managers from each bank and subjected to thematic analysis (King, 2004). There are several important findings. First, there was an overall difference in empowerment across the two banks, with higher levels being evident in the private one. Notwithstanding this difference, favourable feelings of empowerment were in evidence in both banks. The core finding is of a mediation role for leadership behaviour in the relationship between empowerment and intrinsic motivation for the two leadership behaviours, i.e. transformational and empowering leadership. Findings from the qualitative data suggest that participants' strong understanding of empowerment stemmed from the structural approach to empowerment, although attempts at the psychological approach were also acknowledged. Two main constraints on empowerment were highlighted: lack of acceptance by employees and inadequate systems of monitoring.The findings add considerably to knowledge at the theoretical, methodological and practical levels. Theoretically, the study fundamentally helps to explore the concept of empowerment, which was developed and evolved in the West, from the perspective of Malaysia, a nation culturally distinctive from Western ones, with a focus on the under-researched area of banking, considering different ownership types, in relation to leadership behaviour and intrinsic motivation. The methodological implication comes from the use of mixed methods as an overarching methodology. The study outlines the practical considerations (two constraints on empowerment) that the programme developer/owner of empowerment should take into account in developing or enhancing empowerment by embedding relevant strategy to tackle the two constraints within the empowerment process itself. Study limitations are highlighted and avenues for future research are explored.

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Jayaraman, Rukmani Carleton University Dissertation Political Science. "The operational code belief system and leadership behaviour: the case of Indira Gandhi." Ottawa, 1991.

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Govender, Nadarajen. "Price setting behaviour of manufacturing firms in South Africa." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29688.

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The literature on price setting has developed extensively in the last decade; albeit predominantly focused on the price setting behaviour of developed countries. This study reviews the survey results of price setting behaviours in the manufacturing sector within a developing economy. More than two thirds of manufacturing firms in South Africa purely follow time-dependent pricing rules; which, when compared to the results of surveys conducted in other international studies is almost three times as much, approximately one third of firms allow for components of state-dependent pricing rules.Higher input costs (cost of raw materials and labour costs) are the most important driver behind price increases. Declining market share is the most important factor behind price reductions. Firms review their prices more often than they actually change them. The median firm in this study has only adjusted its prices twice in the last 12 months.Co-ordination failure and temporary shocks are the most important sources of price stickiness. Mark-up pricing and price discrimination are common practices amongst South African manufacturing firms. The quality of a firm‟s product followed by its price is most important in determining the firm‟s level of competitiveness. Manufacturing firms in South Africa generally adopt a barometric price leadership strategy when setting their prices.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Hunter, Bridget. "Leadership, role clarity and psychological empowerment within a petrochemical organisation / Bridget Hunter." Thesis, North-West University, 2009. http://hdl.handle.net/10394/3113.

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In an era characterised by economic recessions, technological change and intensified global competition, the worldwide organisational landscape has been transformed. Organisations are positioning themselves closer to their customers and have begun adopting more cost effective practices in order to remain competitive. In addition, the ability of organisations to compete internationally is largely dependent on their ability to find, develop and retain talent by providing challenging and meaningful work, and advancement opportunities for talented people to remain at their place of work. The responsibility of leadership in talent retention is crucial. They must ensure that they exercise empowering behaviour, clarify roles and in so doing psychologically empower employees within their work contexts. The objective of this study was to determine the relationship between leadership empowerment behaviour, role clarity, and psychological empowerment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. The Leadership Empowerment Behaviour Questionnaire (LEBQ), Measures of Role Clarity and Role Ambiguity Questionnaire (RCAQ), Measuring Empowerment Questionnaire (MEQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program. The statistical method employed in the study consisted of descriptive statistics, Cronbach alpha coefficients, Pearson product-moment correlation and multiple regression analyses. Multivariate analysis of variance (MANOVA) was used to determine the significance of differences between the experience of psychological empowerment of demographic groups. Results indicated that when leadership empowerment behaviour increases, self determination increases. When role clarity increases, meaning will increase. Psychological empowerment is predicted by leadership empowerment behaviour and role clarity. Role clarity was found to mediate the relationship between leadership empowerment behaviour and two factors of psychological empowerment, namely meaning and competence. MANOVA analysis indicated no differences between different demographic groups in terms of levels of psychological empowerment experienced. Recommendations were made for future research.
Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2009.

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du, Toit Marelise. "The influence of leader integrity on ethical leadership, interactional justice, leader trust and counterproductive work behaviour." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97846.

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Thesis (MCom)--Stellenbosch University, 2015
ENGLISH ABSTRACT :This study arose due to the costly and harmful effect that negative behaviours have on organisations and society alike. This study is therefore undertaken to understand the determinants of these negative behaviours as well as to identify constructs that can defer these types of behaviour. The aim of the study was to study the constructs that is expected to significantly affect the occurrence of counterproductive workplace behaviours (CWB) in South African organisations. Therefore the purpose was to investigate the relationship between leader integrity, ethical leadership, interactional justice, leader trust and CWB. A theoretical model was subsequently developed to explain the structural relationships between the latent variables and counterproductive behaviours. Propositions were formulated regarding the postulated relationships found between these variables in the literature study. These hypotheses were tested to determine the validity of these propositions to subsequently test the proposed structural model. The sample encompassed employees from four organisations in the Western Cape. The respondents completed the Leader Trust Scale (LTS), the Justice Scale, Leadership of Ethics Scale (LES), Ethical Integrity Test (EIT) and the Deviance Scale. The proposed hypotheses and structural model were empirically tested by means of Partial Least Squares Analysis (PLS). These analyses included reliability analysis to determine the reliability of all the measurement scales. Satisfactorily reliability were found for all measurement scales. The structural model and the hypothesised relationships were analysed by means of the PLS path coefficients, R Square values and Pearson product-moment correlation coefficient. The results indicated that support could be found for the relationship between leader integrity and ethical leadership, leader integrity and interactional justice, leader integrity and leader trust, ethical leadership and interactional justice, and leader trust and interactional justice. Only partial support was found for the relationship between ethical leadership and leader trust, leader trust and CWB, interactional justice and CWB, ethical leadership and CWB and leader integrity and CWB. Subsequently conclusions were made from the results as well as recommendations made for future research.
AFRIKAANSE OPSOMMING : Hierdie studie het ontstaan as gevolg van die duur en skadelike effek wat negatiewe gedrag op beide organisasies en die samelewing het. Die studie is dus uitgevoer om die oorsake van hierdie negatiewe gedrag te begryp sowel as om konstrukte te identifiseer om hierdie tipes gedrag uit te skakel. Die doel van die studie was om konstrukte te ondersoek wat waarskynlik ‘n substansiële invloed op die verskynsel van teenproduktiewe gedrag in organisasies in Suid-Afrika kan hê. Die doel was dus om die verband tussen leier-integriteit, etiese leierskap, interaksionele geregtigheid, leier-vertroue en teenproduktiewe gedrag te ondersoek. ‘n Teoretiese model is ontwikkel om die strukturele verband tussen die latente veranderlikes en teenproduktiewe gedrag te verduidelik. Hipoteses is geformuleer rakende die gepostuleerde verwantskappe tussen hierdie veranderlikes soos in die literatuurstudie geïdentifiseer. Hierdie hipoteses is getoets om die geldigheid van hierdie proposisies te bepaal om uiteindelik die voorgestelde strukturele model te toets. Die steekproef is saamgestel uit werknemers van vier organisasies in die Wes-Kaap. Die proefpersone het die Leader Trust Scale (LTS), die Justice Scale, die Leadership of Ethics Scale (LES), die Ethical Integrity Test (EIT) en die Deviance Scale voltooi. Die voorgestelde hipoteses en strukturele model is empiries getoets deur middel van Partial Least Squares (PLS) ontleding. Hierdie analises sluit in ‘n betroubaarheidsanalise om die betroubaarheid van die metingskale te bepaal. Bevredigende betroubaarheid is vir al die metingskale gevind. Die strukturele model en die gepostuleerde hipoteses is ontleed deur middel van PLS path coefficients, R Square values en Pearson product-moment correlation coefficient. Die resultate het aangedui dat ondersteuning gevind is vir die verband tussen leier-integriteit en etiese leierskap, leier-integriteit en interaksionele geregtigheid, leier-integriteit en leier-vertroue, etiese leierskap en interaksionele geregtigheid, en leier-vertroue en interaksionele geregtigheid. Slegs gedeeltelike ondersteuning is gevind vir die verband tussen etiese leierskap en leier-vertroue, leier-vertroue en teenproduktiewe gedrag, interaksionele geregtigheid en teenproduktiewe gedrag, etiese leierskap en teenproduktiewe gedrag, en leier-integriteit en teenproduktiewe gedrag. Daarna is afleidings gemaak op grond van die resultate, sowel as aanbevelings gemaak vir toekomstige navorsing.

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Stanislas, Perry. "Models of organisation and leadership behaviour amongst ethnic minority communities and policing in Britain." Thesis, London School of Economics and Political Science (University of London), 2006. http://etheses.lse.ac.uk/1901/.

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This thesis examines how the cultural, social and economic characteristics of the African-Caribbean community shape the type of policing problems experienced, and its response to these issues. Central to the problems encountered by this community is the historic role played by racism in shaping important aspects of its ethnic group behaviour. In order to elucidate these issues, a comparison of Jews and Hindu communities was undertaken. Drawing from cultural history, sociologies of race and ethnicity, organisational theory and criminology, the research highlights how the African-Caribbean community has evolved a particular tendency towards specific models of organisations and leadership strategies, premised on notions of group identity. The Jewish and Hindu communities also have developed preferred ways of approaching issues, which are examined in turn. Each approach seeks to address complex problems which leaders are called to tackle and have important implications for the strategies adopted. The second part of the study presents evidence collected between 1993-1995 in a North West borough of London, and highlights the similarity of concerns between particular ethnic communities and the role played by the African-Caribbean community as a source of much of these problems, as well as being a victim of a range of difficult policing problems of its own. The research found that while particular ethnic groups were able effectively to address specific policing concerns, the African-Caribbean had some unique constraints limiting its effectiveness. The principal set of constraints affecting them was found to be the greater number of structural problems it faced, and highlights the intrinsic relationship between the problems experienced by this ethnic community and how this is determined by broader political considerations. These difficulties were exacerbated by the group's own internal differences creating ongoing communal and organisational instability.

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Taylor, Michael. "The influence of transformative coaching on managerial behaviour, leadership style, individual and team engagement." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19811.

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Thesis (MPhil) -- Stellenbosch University, 2011.
This research study not only links three important business concepts, namely, leadership development, employee engagement and executive coaching, but is also an important body of research that contributes in a meaningful way to the debate around the role of executive coaching and its impact on leadership effectiveness. It outlines a transformative framework for executive coaching that shows a significant shift in managerial behaviour. This behaviour shift acts as a catalyst for the enhancement of key dimensions of employee engagement. This is an important finding, as the field of professional coaching is undergoing much scrutiny in terms of its return on effectiveness and its ability to accelerate the development of high-potential talent. The reseach findings in this report further serve to reinforce the importance of aligning leadership development, and specifically executive coaching practices, with organisational strategies. The global financial crisis has highlighted the need for organisations to adopt prudent leadership development strategies. The intelligent integration of transformative coaching into talent management practices such as retention, promotion, deployment and development of high-potential leadership, will create the necessary impetus for building sustainble leadership capacity and provide an outstanding return on investment for organisations wherever they might be in their maturity cycle.

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Wigfield, David John. "Perceptions of leader effectiveness in the police service." Thesis, University of Sussex, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366074.

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Jankowski, Lisa M. "Transformational leadership, follower organisational citizenship behaviours and the influence of follower personality." Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/135630/1/Lisa_Jankowski_Thesis.pdf.

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This thesis examined the moderating role of follower personality on the relationship between transformational leadership and organisational citizenship behaviours (OCBs) using the five-factor personality model. The findings indicated that transformational leadership is positively related to increased OCBs and that certain personality types benefit more from this leadership style. Most notably, those who self-identify as being high in the trait of neuroticism display higher levels of organisational citizenship behaviours in the presence of a transformational leader.

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Abdulldaim, Muneer Ali. "An investigation of the impact of psychology of leadership on effective enterprise risk management behaviour." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15845.

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This research examined the psychology of leadership with respect to Enterprise Risk Management (ERM). ERM a risk management process that has been developed to enable organizations to minimize internal and external risks and exploit opportunities for gain. Despite the prevalence of several ERM frameworks for various kinds of risk, their implementation has been at best, partially effective. Given that the implementation of ERM's is the responsibility of senior management / leaders of organizations, it was assumed that one of the reasons for the faulty ERM implementation may be attributed to poor leadership. The literature indicated that the psychology of leadership related to implementation of risk management programmes refers to the ability to make rational decisions under condition of risk and uncertainty and the ability to influence others in the organizations to adopt and develop a risk management culture. However, the elements of a psychology of leadership that would lead to effective ERM implementation have been largely ignored in the literature. The gap in the literature this research attempts to bridge. The abductive pragmatic approach was used using qualitative and quantitative methods and primary and secondary data. The analysis of the secondary data led to the formulation of a framework containing various psychological factors related to decision making, leadership style and organisational culture. Qualitative data was collected through semi-structured interviews with 42 respondents from private organisations operating in the Saudi oil and gas sector, whilst quantitative data were gathered from 100 respondents from private organisations operating across various sectors in Saudi Arabia. The analysis of primary data collected from the empirical survey and the information gathered from the literature review corroborated all the factors identified in relation to decision making, leadership style and organisational culture. The key factors found to impact psychology of decision making included risk perception, psychometric paradigms, bias, culture, gender, emotion, decision-making style, attitude and protective zones. The factors impacting psychology of creating organisational culture of risk included leadership style, development, communication and appetite for monitoring risk, the development of an ethical organisation, role identification, the transformational leadership style and facilitation of the emergence of champions at all levels of the organisational hierarchy. One of the key findings of this research highlighted the occurrence of bias or heuristics that can impede rational decision making under condition of risk and uncertainty. The most important of these include representation, availability and anchoring, which can lead individuals to overestimate or underestimate the consequences of their decisions, and make decisions that do not lead to the desired outcomes from occurring. Another finding is the corporate environment in Saudi Arabia related to risk management. It was found that women in Saudi Arabia are more risk averse than their male counterparts. Findings suggest that this is the outcome of social prescriptions related to the role of women and indicate that steps must be taken to break down cultural barriers that prevent female participation in decision-making processes. In this connection, it was also found that in Saudi Arabia there is low tolerance for uncertainty and ambiguity, high tolerance for hierarchy, that values the community over the individual and that is more masculine than feminine in its worldviews. All of these have resulted in a risk averse management culture in Saudi Arabian organizations. It was also found that it is the transactional leadership style that is better suited to risk management activity than authoritarian, individualistic or transactional leaders. These finding are relevant as they constitute a framework or model of ERM implementation that may be used by any organization that seeks to effectively implement ERM frameworks. The leaders of these organizations can use this framework to understand the mental processes that they undergo when they have to make rational decisions under condition of risk and uncertainty as also how to leverage various psychological factors in creating an organizational culture of risk. The key limitation of this research is that it does not conduct statistical tests to explore positive and significant links between the various dimensions of the psychology of risk leadership and the benefits of an effective ERM implementation. The recommendations aims to help improve ERM implementation in Saudi Arabia and a future research for those interested in investigating the influence the psychology of leadership on ERM in a context of a particular sector.

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Bremner, Nicholas. "The Influence of Follower Behaviour on Leaders' Trust in Followers." Thèse, Université d'Ottawa / University of Ottawa, 2011. http://hdl.handle.net/10393/20179.

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This study reviews the burgeoning literature on followership and tests propositions from a recently developed theoretical framework to explore the relationship between follower behaviours, leaders’ perceptions of follower trustworthiness (trusting beliefs), and leaders’ subsequent willingness to be vulnerable to the actions of their followers (trusting intentions). Leaders’ implicit followership theories (IFTs) were examined as a potential moderator of both relationships. Results revealed that passive followership influenced leaders’ trusting beliefs negatively, whereas collaborative followership had a positive influence on leaders’ trusting beliefs as well as leaders’ trusting intentions. The most extreme form of proactive followership, challenging followership, had nonsignificant relationships with leaders’ trusting beliefs and intentions. In addition, leaders’ IFTs did not interact with followership behaviour to produce any change in leaders’ trusting beliefs. However, IFTs were found to moderate the relationship between leaders’ trusting beliefs and trusting intentions. Implications for research and practice are discussed in light of the results.

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Ballantyne, Sarah Jane. "Leadership Practice: Tools for Meaningful Change How Leaders Use Language to Lead." Thesis, Griffith University, 2021. http://hdl.handle.net/10072/405204.

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To ensure the appropriate capacity development of educational leaders to meet the varying professional challenges they will encounter in the current landscape and into the future, school leaders need to be equipped to make evidence-based decisions about their practice. In this way, the careful examination of the language of leadership practice in the pursuit of improved outcomes for students stands to offer valuable insight for leaders and researchers alike. The present research explores the practical language tools and relational skills that leaders leverage to build cultures and climates of growth and positive communities of practice within learning organisations during times of educational system change. In particular, this study examines how leaders lead in a Queensland secondary school setting as they transitioned to the new Queensland system of learning and assessment in 2019, with the first cohort having exited under the new system in 2020. This change reflects a significant leadership moment in time and the present study seeks to use this moment to examine leadership behaviour in managing systemic change. A small exploratory qualitative study was conducted within the context of a senior leadership team meeting of a secondary independent school in Brisbane. A series of three vignettes were developed for use in the meeting to prompt discussion of a range of topics identified to be relevant to senior leaders in Queensland schools in the current context. This study seeks to add to the literature by exploring leadership practices that have a positive impact on staff, both attitudinally and performatively, with a potential impact on outcomes for students. Five key themes emerged from the research, including time, pressure and anxiety, trust, building organisational capacity through professional learning, and agency, all of which were dynamically evident within the talk of the group. This study was designed to enable the garnering of insight with respect to what leaders say and do within the practice and praxis of leadership with a focus on leaders’ relational “toolkits”, with implications for future research into the language of agile leadership. The study found the methodological use of vignettes within a senior leadership team meeting to be valuable as a means of observing turn taking and other interactional dynamics within leadership teams’ discussion on a specified topic.
Thesis (Masters)
Master of Education and Professional Studies Research (MEdProfStRes)
School Educ & Professional St
Arts, Education and Law
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Moore, Aminah. "A case study of the role of leadership behaviour in the formation of organizational culture." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/62061.

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This case study research on the effect of leadership on organizational culture, is based on a small luxury tourism organization – Belmond Safaris – based in Maun, Botswana. The study set out to determine critical incidents that occurred during the tenure of the current general manager with the intention of uncovering her leadership behaviour and how it has shaped the culture of the organization. The literature review identified quantitative and qualitative approaches to researching organizational culture, but settles on Schein’s theory of organizational culture (Schein, 1992; 2010) as the approach adopted in this study. Furthermore, it reviews the various roles of strategic leaders and how these affect the culture of the organization. The study follows a qualitative methodology and applies the Critical Incident Technique to explore how, as a leader, the behaviour of the general manager shaped the organization’s culture. Data triangulation is achieved through the use of multiple sources – interviews, analysis of company documents and the examination of minutes of management meetings. Following the fieldwork, the evidence within the findings of the study required a theoretical reorientation and a shift from strategic leadership to a new focus on relational leadership, highlighting the prominence of social exchanges between the general manager and employees, as opposed to economic exchanges. The study concludes by acknowledging the limitations and delimitations of the study, which include time constraints as well as the deliberate exclusion of certain participants (e.g. camp managers) from the study. In its conclusion the study also presents recommendations for future studies. The researcher recommends a broader study within the tourism industry, as well as a larger and more inclusive sample size, in order to obtain better insights into the study of culture and leadership within organizations.

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Lambert, Rushnique. "The relationship between change leadership and individual innovative work behaviour in the context of crisis." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79596.

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Research suggests that leadership contributes to the management of change (Boin, Kuipers, and Overdijk, 2013; Bundy, Pfarrer, Short, and Coombs, 2017) and individual innovative work behaviour (IWB) in times of crisis (Anderson, Potočnik, & Zhou, 2014). Crisis, for the purpose of the study, is defined as a high impact event, which is of low probability, is external to the organisation and threatens organisational viability. Further it is regarded as uncertain and triggered by change, therefore requires intervention of organisational innovation practices in order to address its specific consequences. The cultivation of innovation, as a result, has proven critical for organisational recovery and performance in times of crisis (Jaroensutiyotin, Wang, Ling, & Chen, 2019). Leaders, through encouragement, exert influence on their followers to adopt innovation and creativity, and as a result effective leadership tends to encourage employee innovation levels and behaviours to improve performance outcomes in times of crisis (Fragouli & Ibidapo, 2015). To this end, the study aims to test the relationship between change leadership and employee innovative work behaviour (IWB) within the specific context of crisis. A common theme among the extant definitions of leadership has been the directing and mobilization of individuals and groups alike, towards goal setting and achievement. To this end, Kotter (1999), suggests that leadership is a process that is associated with change because leadership may be defined as the setting of a strategic direction, and development of strategy in order to move forward in that very direction, in other words, the creation and achievement of a vision. Further, leaders challenge the status quo which inherently renders leadership as change focused (Cairns, 2000). Similarly Elliott, (1992) suggests that in the absence of change, leadership had in fact not occurred. In support hereof, Yukl, (2002) further suggests that the fundamental role of a leader is to lead change, and that all else is secondary hereto. It can therefore be concluded that, ‘ultimately leadership is about change’ (Zenger, Ulrich & Smallwood, 2000), and involves initiating change, mobilizing others to change and maintaining change (Smit, 2003). As a result leadership must be understood in the context of change (Higgs & Rowland, 2000). Innovative work behaviour (IWB) involves the deliberate introduction and subsequent implementation of new ideas in order to develop novel solutions to extant challenges, such that an improvement is achieved in products/services, and new opportunities are proactively explored (De Jong & Den Hartog, 2010; Dong & Hawryszkiewycz, 2019). Moreover, it has been accepted widely that innovation is a critical contributor to success within organizations, with capitalization on employee innovative work behaviour (IWB) deemed one of the most central means for organizations to become innovative, which in turn ensures continuous effectiveness and success. IWB suggests that employees can contribute to organizational success through the utilization of their innovative capabilities in order to generate new ideas, and through the implementation thereof, improve organizational products/services and or procedures (Hom & Xiao, 2011; Yuan & Woodman, 2010).
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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Buckle, Johannes Petrus. "How leadership style and behaviour influence decision making and enhance big data decision-making capability." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79619.

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Big data is the proliferation of data from various sources because everything is connected, and this contributes to a rich data trail of customer behaviours and needs, machinery or processes. Leaders are increasingly exploring how to create and extract value from big data by enhancing their organisation’s decision-making capability. Big data is considered to be a valuable, rare, imperfectly imitable, and non-substitutable (VRIN) resource for the organisation and a source of competitive advantage, as described in the resource-based view of the firm. Big data being a VRIN resource is not sufficient in itself to result in higher quality decisions that consequently provide a competitive advantage. Leaders play a vital role in the orchestration of several resources to enable their dynamic capabilities and enhance the organisation’s big data decision-making capability. This research posits that leadership style influences big data decision-making capability and that there is not a single optimal style; leaders rather have to dynamically shift between optimal blends of leadership styles as determined by the context and the specific follower. These optimal blends of leadership styles are made up by a combination of transformational, transactional, and pragmatic leadership styles supplemented with leadership self-identities and contextual leadership. A conceptual model to guide the leaders in which blend of styles to focus on to enhance their big data decision-making capability has been developed during this research. Leaders need to paint an unconstrained picture of a future in which big data driven decisions are used and unite the team to become data-driven. In order to sustain the benefit from big data after the vision has been set, the leader needs to support by utilising execution, relational, and intellectual stimulation skills. This will be supported by aligning leadership style and behaviour to the context and incorporating the community. Consequently, leaders should not aspire to a single leadership style, like transformational leadership, or discourage transactional leadership, but rather acknowledge that a blend of leadership styles is required to enhance big data decision-making capability. Leaders should not be stuck in the world of business intelligence, and machine data, and miss all the benefits that big data could add to their business. Leaders need to start dreaming big where data-driven decisions are concerned and have the courage to take the first step or increase their pace of big data adoption.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Leslie, Ian. "Lean on me : an impact study of mutuality supportive leadership behaviour on employee Lean engagement." Thesis, Durham University, 2015. http://etheses.dur.ac.uk/11018/.

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Total Quality Management (TQM) has been around in the West since the early 1970s. Over the last 40 years it has advanced from its early form, based around ‘quality circles’, to more advanced forms such as Lean and the now common Business Excellence (BE) models. However, up to 60% of implementations fail to deliver initially anticipated results. Research into Lean/TQM suggests that management commitment and conducive culture are key factors inhibiting subordinate engagement. Yet it is recognised that the ‘softer’ side of TQM is vital for its success and a key dimension of Lean/TQM philosophy. This thesis is a longitudinal study of an organisation in the throes of implementing Lean and struggling to engage its employees. Taking a mutuality perspective, the Behavioural Perspective Model (BPM) provides a framework for understanding the manager-subordinate context and Lean engagement. The BPM, complemented by the incorporation of Deci and Ryan’s Self-Determination Theory (SDT), aids understanding of respondents’ learning history in a complex Lean/TQM environment. An objective of this research was to use the insight gained from taking a behavioural/SDT perspective to improve the ‘softer’, respectful side of TQM deployment as in managerial relational practice, thus enabling improvement in leader-subordinate, day-to-day relations and increased Lean approach behaviour. The thesis is built around three interrelated projects. Project One investigates the deployment context, identifying engagement barriers and opportunities. Project Two, a longitudinal intervention based on mutuality supportive leader-subordinate behaviour, identifies positive affect across three surveys. Project Three, a survey-based study of the whole organisation (n=328), considers both ‘active’ and ‘not-active’ employees, finding significant differences in all key variables between the two groups, identifying ‘work climate’ and motivation as key influences on Lean engagement. This research provides tentative evidence that managerial commitment to a supportive work climate influences subordinate engagement and quality of engagement in Lean/TQM.

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Beekwilder, Sam, and Jacobus Johannes Endlich. "Participative Leadership and Employee Innovative Behaviour : Moderated by pro-active and risk-taking work climate." Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-19637.

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Innovation is crucial for the long-term survival of MNEs. Especially, in small nations like the Netherlands, innovation is important to be competitive in the international market. The innovative capacity of MNEs dependents on each employee’s ability to act in an innovative type of way, which makes it essential to enhance employee innovative behaviour. A participative leadership style is one way of enhancing employee innovative behaviour. This relationship could be strengthened by different work climates. This thesis investigates a pro-active and risk-taking work climate because those climates have similar characteristics as a participative leadership style. The purpose of this thesis is to explain the relationship between participative leadership and employee innovative behaviour, and how this relationship is contingent on a risk-taking and pro-active work climate in the context of Dutch MNEs. The research is done through a quantitative method by sending a survey to five Dutch MNEs, active in different branches. The results show a positive significant relationship between participative leadership and employee innovative behaviour, and a positive significant moderating effect of a pro-active work climate on this relationship. Besides, only when certain departments are selected, a positive significant moderating effect of a risk-taking work climate is found. This thesis contributes to the literature by showing a positive significant direct effect of participative leadership on employee innovative behaviour. Moreover, this thesis investigated a pro-active and risk- taking work climate as moderating variables on this relationship which has not been done before.

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Engelbrecht, Lizelle. "The role of hedonic and utilitarian shopping motivations in males' fashion leadership behaviour in Gauteng." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/53489.

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Abstract:

The introduction of new fashion products is an important growth strategy for retailers to be competitive. However, for these new products to be successful consumers and ultimately the mass market need to adopt them within the apparel product s relative lifetime (Goldsmith, Heitmeyer & Freiden, 1991; Polegato & Wall, 1980). Fashion leadership plays an immense role in the adoption and success of new fashions, or innovations, as it facilitates and accelerates mass acceptance (Kim & Hong, 2011; Kang & Park-Poaps, 2010: 312). Fashion innovators adopt new styles, interpret them and give them visibility within their social worlds, and fashion opinion leaders interact and spread the fashion innovation both visually and verbally (Kaiser, 1997: 492; Goldsmith & Flynn, 1991).. Fashion leaders represent a small portion of the population, but they are responsible for the ultimate success of this innovation as they initiate and accelerate the diffusion process of a new fashion product (Clark & Goldsmith, 2006; Goldsmith et al., 1999). Purchase decisions are driven by certain shopping motivations largely categorised as utilitarian and hedonic (Babin, Darden & Griffin, 1994: 644). Utilitarian shopping motivations are task-orientated, rational and cognitive; it depends on whether the particular consumption need stimulating the shopping trip was accomplished (Cardaso & Pinto, 2010: 540; Babin et al., 1994: 646). Whereas hedonic shopping motivations can be defined as those facets of behaviour that relate to the multisensory, fantasy and emotive aspects of consumption and is therefore driven by the fun associated with consumption of the product and the criteria for success is essentially aesthetic in nature (Cardoso & Pinto, 2010: 540; Arnold & Reynolds, 2003: 78). Male shoppers are becoming increasingly important in retail and other consumer settings and yet they are under-represented or either totally ignored by most consumer research (Bakewell & Mitchell, 2004: 237). To date research has primarily focused on women as they buy so many products and influences so many decisions; this has led to male shopping behaviour being grossly under-researched even though societal role and expectation shifts have taken place (Mitchell & Walsh, 2004: 332). The purpose of this study was to empirically investigate the role of hedonic and utilitarian shopping motivations in males fashion leadership behaviour in Gauteng. An exploratory survey research design was employed to provide insight into what are the shopping motivations of male fashion leadership behaviour. The sample consisted of 250 (n=250) male consumer who purchase apparel and reside in the Gauteng province of South Africa, specifically the metropolitan areas of Johannesburg and Pretoria. A non-probability sampling technique was used in this study. Purposive sampling was used where the sample selected by the researcher was composed of elements that contain the most characteristics, representative or typical attributes required for the specific unit of measurement (Strydom, 2011: 232). Communication patterns and friendships among a clique of innovators are common, even though they may be geographically distanced (Rogers, 2003: 282); therefore snowball sampling was also employed. Referrals were used in order to maximise exposure to relevant respondents (Strydom, 2011: 233). The questionnaire was distributed through paper-based and online self-adminitered format. The results of this study provided valuable insights regarding the shopping motivations of male fashion leaders within a South African context. The male fashion opinion leader and innovator proved to hold a unique set of values that motivate their fashionable purchasing decisions. It can be concluded that utilitarian shopping motivations are of the most importance when targeting male fashion leaders and should be a main focus for marketers and retailers. Especially within the current economic climate which has proved volatile with rising exchange rates, increased prices and margin cuts. However, the fashion innovator still desires the more frivolous in terms of hedonic shopping motivations and idea and escapism shopping motivations should be targeted.
Dissertation (MSc)--University of Pretoria, 2015.
Consumer Science
MSc
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