Using a management development programme as a transformational teaching and learning strategy to promote transformational leadership of retail managers
- Authors: Keevy, Zondré
- Date: 2012-11-02
- Subjects: Transformational leadership , Transformational teaching , Assessment centers (Personnel management procedure) , Executives - Training of
- Type: Mini-Dissertation
- Identifier: uj:7306 , http://hdl.handle.net/10210/8045
- Description: M.Ed. , This research report focuses on increasing the effectiveness of the transformational leadership abilities of seven managers at Retek, a pharmaceutical retail organisation, by specifically using transformational teaching and learning strategies in a Management Development Programme. The study is framed by the theories of adult education, including transformational teaching and learning as well as transformational leadership. I used a focus group interview to collect the data and analysed it by using content, descriptive and narrative analysis. The data was coded by using descriptive and interpretive coding techniques which relied on obtaining a reflection of the managers’ learning experience. Five dominant themes emerged from the data. The themes explored the Retek environment, the Management Development Programme (MDP), transformational learning and teaching strategies and transformational leadership. The results of this study indicated that transformational leadership could be developed and improved by using a training programme in which the content was relevant and applicable to retail managers’ leadership and management practice by using transformational teaching and learning strategies. It highlighted the benefits of attending a MDP to enhance personal and professional development. It confirmed the contention that a corporate retail environment which allows for transformational teaching and learning, promotes transformational leadership and management development.
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- Authors: Keevy, Zondré
- Date: 2012-11-02
- Subjects: Transformational leadership , Transformational teaching , Assessment centers (Personnel management procedure) , Executives - Training of
- Type: Mini-Dissertation
- Identifier: uj:7306 , http://hdl.handle.net/10210/8045
- Description: M.Ed. , This research report focuses on increasing the effectiveness of the transformational leadership abilities of seven managers at Retek, a pharmaceutical retail organisation, by specifically using transformational teaching and learning strategies in a Management Development Programme. The study is framed by the theories of adult education, including transformational teaching and learning as well as transformational leadership. I used a focus group interview to collect the data and analysed it by using content, descriptive and narrative analysis. The data was coded by using descriptive and interpretive coding techniques which relied on obtaining a reflection of the managers’ learning experience. Five dominant themes emerged from the data. The themes explored the Retek environment, the Management Development Programme (MDP), transformational learning and teaching strategies and transformational leadership. The results of this study indicated that transformational leadership could be developed and improved by using a training programme in which the content was relevant and applicable to retail managers’ leadership and management practice by using transformational teaching and learning strategies. It highlighted the benefits of attending a MDP to enhance personal and professional development. It confirmed the contention that a corporate retail environment which allows for transformational teaching and learning, promotes transformational leadership and management development.
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Principles of building a learning organisation in the public sector
- Ngqulana, Arthur Junior Vuyisile
- Authors: Ngqulana, Arthur Junior Vuyisile
- Date: 2016
- Subjects: Executives - Training of , Employee empowerment , Knowledge management , Organizational learning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225864 , uj:22822
- Description: M.Com. (Business Management) , Abstract: The development and building of learning organisation principles have become the cornerstone and focus of many leading organisation both in public and private sector. Senge (2006) states that a learning organisation as a place where people continually expand their capacity to create results they truly desire where new exposure patterns of thinking are outward, where collective aspirations are part of the organisation drive to success. Senge (2012) explains that the five principles of a learning organisation as systems thinking, personal mystery, shared vision, mental models and team learning which drive the organisation to a future focus in dealing with organisational challenges both internally and externally. This demonstrated that organisations in the public sector to be able to deliver on strategy and sustainability these principles serve as a foundation for long term success. The first two principles of systems thinking and shared vision evolve around the overall organisation strategic themes and direction. Driven by leadership across the overall organisation by facilitating decisions and alignment based on building a learning organisation. The learning organisation principles create the basis for the organisation strategic deliverables. The other three principles of personal mystery, mental models and team learning focus on the individuals and groups within an organisation which ensure the execution of the strategy, management of changes and most critically facilitating learning in the organisation across individual and teams. The qualitative study was conducted at SARS which is one of the public sector organisations in South Africa. Two hundred people who participated in the study who are in management roles. A questionnaire was used as means of collecting data. The researcher applied and used the principles of content analysis to analyse for patterns and trends by looking at each question’s response based on questionnaire. Descriptive statistics was also used in the study by the researcher to highlight themes based on the data collected.
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- Authors: Ngqulana, Arthur Junior Vuyisile
- Date: 2016
- Subjects: Executives - Training of , Employee empowerment , Knowledge management , Organizational learning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225864 , uj:22822
- Description: M.Com. (Business Management) , Abstract: The development and building of learning organisation principles have become the cornerstone and focus of many leading organisation both in public and private sector. Senge (2006) states that a learning organisation as a place where people continually expand their capacity to create results they truly desire where new exposure patterns of thinking are outward, where collective aspirations are part of the organisation drive to success. Senge (2012) explains that the five principles of a learning organisation as systems thinking, personal mystery, shared vision, mental models and team learning which drive the organisation to a future focus in dealing with organisational challenges both internally and externally. This demonstrated that organisations in the public sector to be able to deliver on strategy and sustainability these principles serve as a foundation for long term success. The first two principles of systems thinking and shared vision evolve around the overall organisation strategic themes and direction. Driven by leadership across the overall organisation by facilitating decisions and alignment based on building a learning organisation. The learning organisation principles create the basis for the organisation strategic deliverables. The other three principles of personal mystery, mental models and team learning focus on the individuals and groups within an organisation which ensure the execution of the strategy, management of changes and most critically facilitating learning in the organisation across individual and teams. The qualitative study was conducted at SARS which is one of the public sector organisations in South Africa. Two hundred people who participated in the study who are in management roles. A questionnaire was used as means of collecting data. The researcher applied and used the principles of content analysis to analyse for patterns and trends by looking at each question’s response based on questionnaire. Descriptive statistics was also used in the study by the researcher to highlight themes based on the data collected.
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A Jungian perspective on the psycho-social maturity of leaders
- Authors: Du Toit, Daniël Hercules
- Date: 2012-06-05
- Subjects: Jungian psychology , Executives - Training of , Leadership - Study and teaching
- Type: Thesis
- Identifier: uj:2421 , http://hdl.handle.net/10210/4881
- Description: D.Comm. , Worldwide there are strong indicators that organisations are experiencing a leadership crisis because of the fundamentally and radically changing world significantly impacting on leaders' effectiveness. The leaders of the future will have to be highly mature to cope with the different and more pressing demands placed on them. This study applies Jung's concept of “individuation” to organisational leadership to study leaders' psychosocial maturity, and its relationship with derailment and burnout as indicators of failed leadership.
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- Authors: Du Toit, Daniël Hercules
- Date: 2012-06-05
- Subjects: Jungian psychology , Executives - Training of , Leadership - Study and teaching
- Type: Thesis
- Identifier: uj:2421 , http://hdl.handle.net/10210/4881
- Description: D.Comm. , Worldwide there are strong indicators that organisations are experiencing a leadership crisis because of the fundamentally and radically changing world significantly impacting on leaders' effectiveness. The leaders of the future will have to be highly mature to cope with the different and more pressing demands placed on them. This study applies Jung's concept of “individuation” to organisational leadership to study leaders' psychosocial maturity, and its relationship with derailment and burnout as indicators of failed leadership.
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Mentoring and coaching leaders in the public sector
- Authors: Erasmus, Lesley Michael
- Date: 2012-06-07
- Subjects: Mentoring in business , Mentoring , Executives - Training of , Leadership , Coaching , Executive coaching , Public administration
- Type: Mini-Dissertation
- Identifier: uj:8710 , http://hdl.handle.net/10210/5062
- Description: M.Comm. , Due to skills shortages brought about by various factors, the study seeks to determine and quantify the perceived importance of mentoring and coaching leaders in the workplace. For the purpose of this study, leadership and management are viewed as not being mutually exclusive. Management’s perceptions and attitudes toward skills development are also examined and various mentoring and coaching models are discussed. The scope of the research is confined to the Gauteng Department of Economic Development (GDED) and the research study is targeted at middle and senior management. The research study takes place during a period of organisational transformation within the GDED. This is a quantitative study and was undertaken by means of questionnaire design as a research instrument. Mentoring and coaching as a talent management mechanism as well as a strategy to retain skilled employees in an organisation is gaining momentum globally. As older and more experienced employees retire from the labour force, skills and knowledge transfer to younger employees becomes critical to ensure sustainability in organisations. Mentoring and coaching is thus an option to ensure that skills and knowledge are not lost due to an increasing number of workers retiring. Within the context of mentoring and coaching a number of factors are examined which could influence the mentoring and coaching experience. These factors include, but are not limited to issues around race, gender, ethnicity and cultural differences. Literature suggests that these are critical factors which influence the outcome of mentoring and coaching relationships. The perceptions around race, gender, ethnicity and cultural differences within the context of the mentoring and coaching experience are discussed and its significance is quantified in the research. The finding from the questionnaires are presented and discussed in the research study followed by recommendations and conclusions.
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- Authors: Erasmus, Lesley Michael
- Date: 2012-06-07
- Subjects: Mentoring in business , Mentoring , Executives - Training of , Leadership , Coaching , Executive coaching , Public administration
- Type: Mini-Dissertation
- Identifier: uj:8710 , http://hdl.handle.net/10210/5062
- Description: M.Comm. , Due to skills shortages brought about by various factors, the study seeks to determine and quantify the perceived importance of mentoring and coaching leaders in the workplace. For the purpose of this study, leadership and management are viewed as not being mutually exclusive. Management’s perceptions and attitudes toward skills development are also examined and various mentoring and coaching models are discussed. The scope of the research is confined to the Gauteng Department of Economic Development (GDED) and the research study is targeted at middle and senior management. The research study takes place during a period of organisational transformation within the GDED. This is a quantitative study and was undertaken by means of questionnaire design as a research instrument. Mentoring and coaching as a talent management mechanism as well as a strategy to retain skilled employees in an organisation is gaining momentum globally. As older and more experienced employees retire from the labour force, skills and knowledge transfer to younger employees becomes critical to ensure sustainability in organisations. Mentoring and coaching is thus an option to ensure that skills and knowledge are not lost due to an increasing number of workers retiring. Within the context of mentoring and coaching a number of factors are examined which could influence the mentoring and coaching experience. These factors include, but are not limited to issues around race, gender, ethnicity and cultural differences. Literature suggests that these are critical factors which influence the outcome of mentoring and coaching relationships. The perceptions around race, gender, ethnicity and cultural differences within the context of the mentoring and coaching experience are discussed and its significance is quantified in the research. The finding from the questionnaires are presented and discussed in the research study followed by recommendations and conclusions.
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'n Bemiddelingsopleidingsmodel vir bestuurders in ESKOM
- Authors: Harley, Sanette
- Date: 2015-10-29
- Subjects: South Africa. Electricity Supply Commission , Executives - Training of , Training manuals , Mediation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/371716 , uj:14500 , http://hdl.handle.net/10210/15021
- Description: M.A. (Social Work) , This development research aims to develop a prototype mediation model for leaders to enable them to solve conflict effectively on the shop floor. The primary motivation for the study is an attempt to find a workable solution for day to day conflict. Such a solution has to be practical, easy to implement and coincide with current processes within the Generation Group ...
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- Authors: Harley, Sanette
- Date: 2015-10-29
- Subjects: South Africa. Electricity Supply Commission , Executives - Training of , Training manuals , Mediation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/371716 , uj:14500 , http://hdl.handle.net/10210/15021
- Description: M.A. (Social Work) , This development research aims to develop a prototype mediation model for leaders to enable them to solve conflict effectively on the shop floor. The primary motivation for the study is an attempt to find a workable solution for day to day conflict. Such a solution has to be practical, easy to implement and coincide with current processes within the Generation Group ...
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The development of newly appointed leaders in a knowledge-based environment
- Authors: Ochse, Ester Elizabeth
- Date: 2012-06-08
- Subjects: Executives - Training of , Executive ability , Leadership , Knowledge-based environment
- Type: Mini-Dissertation
- Identifier: uj:8757 , http://hdl.handle.net/10210/5108
- Description: M.Comm. , The development of newly appointed leaders in a knowledge-based environment is important in the modern economy and environment especially with an increasing emphasis being placed on learning. This study explores the development of newly appointed leaders in a financial environment and explores the developmental processes that these leaders need to undergo in order to achieve optimal functioning. The research utilised a qualitative approach which involved interviews with two different respondent groups. One respondent group was an experienced group of leaders in a knowledge-based environment and the second respondent group was a group of newly appointed leaders in a knowledge-based environment. It was found that coaching, mentoring, networking, education, feedback and practical experience all play a role in developing newly appointed leaders in a knowledge-based environment.
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- Authors: Ochse, Ester Elizabeth
- Date: 2012-06-08
- Subjects: Executives - Training of , Executive ability , Leadership , Knowledge-based environment
- Type: Mini-Dissertation
- Identifier: uj:8757 , http://hdl.handle.net/10210/5108
- Description: M.Comm. , The development of newly appointed leaders in a knowledge-based environment is important in the modern economy and environment especially with an increasing emphasis being placed on learning. This study explores the development of newly appointed leaders in a financial environment and explores the developmental processes that these leaders need to undergo in order to achieve optimal functioning. The research utilised a qualitative approach which involved interviews with two different respondent groups. One respondent group was an experienced group of leaders in a knowledge-based environment and the second respondent group was a group of newly appointed leaders in a knowledge-based environment. It was found that coaching, mentoring, networking, education, feedback and practical experience all play a role in developing newly appointed leaders in a knowledge-based environment.
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Making sense of and developing executive leaders’ capacity for uncertainty
- Authors: Bennett, Kathryn
- Date: 2015
- Subjects: Leadership , Executive ability , Executives - Training of
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/54990 , uj:16261
- Description: Abstract: In the current times of increasing turbulence and uncertainty defining organisational life, executive leaders need to develop their ‘capability for uncertainty’, that is, their ability to engage with uncertainty in their context, while managing their experienced uncertainty. However, what constitutes a holistic capability for uncertainty is not clear. The purpose of the study was to propose a coaching framework and guidelines towards developing executive leaders’ capability for uncertainty, including recommendations for future research. This purpose was achieved through an integration of insights derived from making sense of (1) executive leaders’ lived experience of uncertainty and what capability for uncertainty they develop through their experience; and (2) executive coaches’ lived experience of assisting executives with uncertainty and their views on what constitutes a capability for uncertainty. A qualitative research approach was adopted, using interpretative phenomenological analysis. The research design was cross-sectional, multi-perspectival and retrospective, utilising a three-phased strategy, with data collected through semi-structured interviews. In Phase 1, six executive leaders were interviewed from two companies with different time periods of organisational uncertainty, resulting in integrated sample of twelve executives. Six executive coaches, with different training or educational backgrounds, and not in a coaching relationship with the executives in Phase 1, were interviewed in Phase 2. An integrative analysis in Phase 3 of the findings across Phase 1 (executive leaders) and Phase 2 (executive coaches) informed a proposed coaching framework towards developing executives’ capability for uncertainty. The executive leaders’ lived experience of uncertainty in both companies was found to be one of flux. Their felt uncertainty was a complex and dynamic phenomenon that comprised overlapping and inter-related types of personal uncertainty and challenges experienced in their leader role. The net effect was that the executive leaders’ felt uncertainty seemed to manifest primarily as issues of identity and decreased personal agency. A core aspect of the executives’ approach to managing their uncertainty was through sensemaking and identity construction. The valence and intensity of the executives’ felt uncertainty appeared to affect the quality of and approach to their sensemaking. The findings clarify the sensemaking and identity construction processes adopted, and the inter-relationship between them, thereby adding to the body of knowledge on executive uncertainty and how it is approached... , D.Phil.
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- Authors: Bennett, Kathryn
- Date: 2015
- Subjects: Leadership , Executive ability , Executives - Training of
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/54990 , uj:16261
- Description: Abstract: In the current times of increasing turbulence and uncertainty defining organisational life, executive leaders need to develop their ‘capability for uncertainty’, that is, their ability to engage with uncertainty in their context, while managing their experienced uncertainty. However, what constitutes a holistic capability for uncertainty is not clear. The purpose of the study was to propose a coaching framework and guidelines towards developing executive leaders’ capability for uncertainty, including recommendations for future research. This purpose was achieved through an integration of insights derived from making sense of (1) executive leaders’ lived experience of uncertainty and what capability for uncertainty they develop through their experience; and (2) executive coaches’ lived experience of assisting executives with uncertainty and their views on what constitutes a capability for uncertainty. A qualitative research approach was adopted, using interpretative phenomenological analysis. The research design was cross-sectional, multi-perspectival and retrospective, utilising a three-phased strategy, with data collected through semi-structured interviews. In Phase 1, six executive leaders were interviewed from two companies with different time periods of organisational uncertainty, resulting in integrated sample of twelve executives. Six executive coaches, with different training or educational backgrounds, and not in a coaching relationship with the executives in Phase 1, were interviewed in Phase 2. An integrative analysis in Phase 3 of the findings across Phase 1 (executive leaders) and Phase 2 (executive coaches) informed a proposed coaching framework towards developing executives’ capability for uncertainty. The executive leaders’ lived experience of uncertainty in both companies was found to be one of flux. Their felt uncertainty was a complex and dynamic phenomenon that comprised overlapping and inter-related types of personal uncertainty and challenges experienced in their leader role. The net effect was that the executive leaders’ felt uncertainty seemed to manifest primarily as issues of identity and decreased personal agency. A core aspect of the executives’ approach to managing their uncertainty was through sensemaking and identity construction. The valence and intensity of the executives’ felt uncertainty appeared to affect the quality of and approach to their sensemaking. The findings clarify the sensemaking and identity construction processes adopted, and the inter-relationship between them, thereby adding to the body of knowledge on executive uncertainty and how it is approached... , D.Phil.
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Applying a stratified systems theory framework for creating an organisational leadership development architecture
- Authors: Hanekom, Jurgens
- Date: 2021
- Subjects: Leadership , Executives - Training of , Organizational effectiveness
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/478344 , uj:43228
- Description: Abstract: It is widely reported that leadership and its development are important to organisational performance and sustainability. Such development, arguably, contributes to a greater leadership capacity; or a leadership capacity better aligned or better positioned to shape the organisational strategic context. The view is adopted, with this study, that fundamental frameworks are required in strategic human resource management and leadership development for leadership development to be effective in organisations. This study, in light of the aforementioned, sets off to explore architecture for organisational leadership development. Such architecture comprises of contextual considerations together with choices associated to those considerations. The choices exercised affect the leadership development system. Understanding those considerations and logics to choices, allows for an appreciation of organisational strategic context, and leadership development systems, to discern an optimal function of a development system or design one... , D.Phil. (Human Resource Development)
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- Authors: Hanekom, Jurgens
- Date: 2021
- Subjects: Leadership , Executives - Training of , Organizational effectiveness
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/478344 , uj:43228
- Description: Abstract: It is widely reported that leadership and its development are important to organisational performance and sustainability. Such development, arguably, contributes to a greater leadership capacity; or a leadership capacity better aligned or better positioned to shape the organisational strategic context. The view is adopted, with this study, that fundamental frameworks are required in strategic human resource management and leadership development for leadership development to be effective in organisations. This study, in light of the aforementioned, sets off to explore architecture for organisational leadership development. Such architecture comprises of contextual considerations together with choices associated to those considerations. The choices exercised affect the leadership development system. Understanding those considerations and logics to choices, allows for an appreciation of organisational strategic context, and leadership development systems, to discern an optimal function of a development system or design one... , D.Phil. (Human Resource Development)
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