Results-based leadership : the core of organisational energy and success

Williams, Brian Kenneth (2002-03)

Thesis (MBA)--Stellenbosch University, 2002.

Thesis

ENGLISH ABSTRACT: This mini-thesis examines the relationships between results-based leadership and the success of organisations through the maintenance of high levels of energy. In Chapter 1 the concept of energy is introduced by focusing on the relationship between globalisation, through increased competition and concurrent adaptation, and the need for high energy levels in organisations. Chapter 2 has a twofold focus. Firstly, a model for the creation of energised organisations is developed through examining the interrelationships between people, energy and systems, developing an understanding of the requirements of energy, describing systems as open entities, investigating the impact and efficiency of systems and discussing the need for organisational energy. The second part of the chapter investigates the relationship between energy levels and organisational success. Section " emphasises the conceptual development of leadership. Chapter 3 focuses on the conceptual history of leadership, some popular myths around the concept, and four theoretical approaches that are critical to modern-day understanding of leadership. It argues that leadership determines, or strongly influences, the strategy, direction and success of organisations, institutions and companies. The process of leadership is affected by three distinct variables: leaders themselves, the employees reporting to them, and the situation. The interaction between these variables determines the leadership behaviour and the reactions of subordinates through commitment, job satisfaction and performance. In this, leadership becomes a function of these three variables. The debate in Chapter 4 concentrates, firstly, on the dichotomous relationship between leaders and managers. Leaders have a role to play in the charting of the longer-term horizon of the organisation in which they set vision, mission and direction through effective communication and subtle motivation. Managers have a shorter-term horizon in which they define the vision, mission, goals and values of leadership into shorterterm strategy and implementation interventions. They draw the road map that follows the compass direction of leadership. Secondly, Chapter 4 argues that transformational leadership is paradoxical in nature. Transformational leaders have to build organisations that embrace paradox, i.e. organisations that manage the uncertainty of change in their environments. Their role is one of being change agents. The argument, thirdly, claims that leadership is results-based. Here the argument is for a framework of leadership that is output-driven, i.e. that has a goal orientation towards organisational output and success. Chapter 5 focuses on the conclusions of the research project.

AFRIKAANSE OPSOMMING: Hierdie minitesis ondersoek die verband tussen uitsetgedrewe leierskap en organisatoriese sukses deur die handhawing van hoë energievlakke. In Hoofstuk 1 word die konsep van energie ingelei deur 'n fokus op die verband tussen globalisering, as gevolg van toenemende kompetisie en konkurrente aanpassings, en die noodsaaklikheid van hoë energievlakke in organisasies. Hoofstuk 2 het 'n tweeledige fokus. Eerstens word 'n energiemodel ontwikkel deur die ontleding van die verband tussen mense, energie en stelsels, die ontwikkeling van 'n begrip vir die vereistes van energie, die beskrywing van stelsels as oop entiteite, 'n ondersoek van die impak en effektiwiteit van stelsels, en die verduideliking van die noodsaaklikheid van energie. Die tweede deel van die hoofstuk ondersoek die verband tussen energievlakke en organisatoriese sukses. Afdeling II beklemtoon die konsepsuele ontwikkeling van leierskap. Hoofstuk 3 fokus op die konsepsuele geskiedenis van leierskap, 'n aantal mites rondom leierskap en vier teoretiese benaderinge wat kritiek vir die hedendaagse begrip van leierskap is. Daar word aangevoer dat leierskap die strategie, rigting en sukses van organisasies bepaal of sterk beïnvloed. Die leierskapproses word deur drie aspekte geaffekteer: leiers self, die werknemers wat aan hulle rapporteer, en die situasie waarbinne dit plaasvind. Die interaksie tussen hierdie aspekte bepaal die gedrag van leiers en die reaksie van werknemers deur toegewydheid, werkstevredenheid en prestasie. Hierdeur word leierskap 'n funksie van die drie aspekte. Die debat in Hoofstuk 4 konsentreer, eerstens, op die tweedelige verhouding tussen leiers en bestuurders. Leiers speel 'n rol in die kartering van die langtermynhorison van die organisasie deur die bepaling van visie, missie en rigting deur effektiewe kommunikasie en subtiele motivering. Bestuurders het 'n kortertermynhorison waarbinne hulle die visie, missie, doelstellinge en waardes in strategie en implementering omskep. Hulle teken die kaart wat die kompasrigting van leierskap navolg. In Hoofstuk 4 word tweedens aangevoer dat transformasieleierskap paradoksaal van aard is. Transformasieleiers moet organisasies bou wat paradokse aanvaar, d.i. organisasies wat die onsekerheid van omgewingsverandering kan bestuur. Hulle moet ook die rol van transformasieagente speel. Derdens word aangevoer dat leierskap uitsetgedrewe is. Hier word geargumenteer vir 'n leierskapraamwerk wat uitsetgedrewe is, wat doelmatig op organisatoriese uitset en sukses gemik is. Hoofstuk 5 fokus op die samevatting van die bevindinge van die navorsingsprojek.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/53033
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