Emotional intelligence and effective team functioning of MBA syndicate groups at the NMMU business school
- Authors: Doolabh, Chetna Gidhar
- Date: 2007
- Subjects: Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8747 , http://hdl.handle.net/10948/740 , Emotional intelligence , Interpersonal relations , Teams in the workplace , Nelson Mandela Metropolitan University. Business School
- Description: A common issue in leadership development is the high flyers who reach a position where their lack of “soft” skills hampers their performance and proves a barrier to their continued progression to higher levels of responsibility (Newell, 2002: 288). Business Schools offering Masters in Business Administration (MBA) programmes assist in developing managers with not just managerial competence but also with “soft” skills. By delivering educated business managers, these managers through their intellectual skills and community sensitive values, will lead future transformational processes. It is useful and interesting to consider how important emotional intelligence is for effective performance at work. A considerable body of research suggests that an employee’s ability to perceive, identify, and manage emotion provides the basis for the kinds of social and emotional competencies that are important for success in almost any position. Furthermore, as the pace of change increases and the world of work make ever-greater demands on an employee’s cognitive, emotional, and physical resources, this particular set of abilities will become increasingly important (Cherniss, 2000). The primary objective of this study is to determine the perceptions of the Masters in Business Administration (MBA), B-Tech in Business Administration (BBA), Advanced Business Programme (ABP) programmes and the Business School Alumni to determine the overall emotional intelligence profile of students as well as the effective team functions of the syndicate groups. Based on the main findings of the survey, it was concluded that emotional intelligence is an important factor for the NMMU Business School, MBA Unit students. The skills attained through the course work will not only improve team effectiveness in the syndicate group functioning but also enhance their performance in the business environment. The MBA team learning experiences enhances workplace learning as the ability to work in a team and ability to think and act independently are highly desired skills and competencies for success in the workplace.
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- Date Issued: 2007
An investigation into the relationship between leadership and cognitive styles of supervisory employees in the automotive industry
- Authors: Attwell, Terry-Anne
- Date: 2012
- Subjects: Supervisors, Industrial , Cognitive styles , Leadership , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9403 , http://hdl.handle.net/10948/d1009320 , Supervisors, Industrial , Cognitive styles , Leadership , Automobile industry and trade
- Description: Human attributes that constitute a good leader in terms of leadership qualities and thinking styles are somewhat limited. The latter situation makes it difficult to employ the right person with the right leadership qualities in the continuously changing world of work (Lussier & Achua, 2000). The researcher investigated the relationship between cognitive styles and leadership styles of individuals who are employed in the automotive industry and in a supervisory position. A quantitative research methodology was employed for the study of (n= 115) using the Cognitive-Style Indicator (COSI) developed by Cools and van den Broeck (2007) and the Leadership-style questionnaire developed by Clark (2007). Leadership styles have been researched throughout the world, but a dearth of research specifically pertaining to cognitive styles was rather limiting in the context of the research that was undertaken. On the one hand, leadership focuses on three main dimensions, namely: Authoritarian, Participative and Delegative Leadership Styles. According to Clark (2007), the above three dimensions are the core styles that are used within the workplace. On the other hand, a three-dimensional cognitive style model, as proposed by Cools and Van den Broeck (2007) incorporates three dimensions with specific characteristics pertaining to each style. These three dimensions were labelled as: Knowing (K), Planning (P), and Creating (C) styles, which were utilised to find a significant relationship between the various leadership styles. Significant relationships were found between the Cognitive-Planning style and the Participative Leadership style, the Delegative Leadership style and the Knowing-Cognitive style, the Creative-Cognitive style and the Delegative Leadership style, and the Knowing-and-Planning Cognitive style. Similarities were also found between the Coloured and African groups, as the Delegative style is relevant to both the Coloured and African groups, while the participative style is more prominent in the White racial group. No significant correlations were produced for the Asian group, however. Organisations are rapidly changing and adapting to various types of change; and it is essential for all employees – and not only those within a leadership position – but it is imperative that leaders should not only understand and know their cognitive and leadership style, but also of those individuals who are reporting to them.
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- Date Issued: 2012
Can project managers do it alone?: the role of total project leadership on project success
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
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- Date Issued: 2012
Influence of destination familiarity and destination image on the intention to revisit East London
- Authors: Nyezwa, Abegail Noluthando
- Date: 2019
- Subjects: Tourism -- South Africa -- East London -- Marketing , Tourism -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/42781 , vital:36691
- Description: Tourists have a tendency of revisiting a destination when they are pleased with certain features encountered during their first visit. In some cases, even though the visitors are happy, they do not return to the same destination because they want to discover other destinations, whereas fewer satisfied tourists do return to the same destination and become repeat visitors. In order to remain internationally competitive, it is essential for destinations to design and implement marketing strategies which will assist in attracting the preferred product positioning in target markets. Destinations should always distinguish themselves from their competitors. The aim of this study was to investigate the extent to which destination familiarity and destination image influence the intention to revisit East London. A quantitative research method was adopted in order to test the relationships depicted in the hypothesised model. A sample was drawn using convenience sampling techniques. In total, 62 questionnaires were distributed to tourists who had revisited East London. The study discovered that most of the respondents were employed and educated. The study made use of the survey methodology and a structured questionnaire was used in order to collect data from respondents. All the questionnaires were returned. Cronbach’s alpha coefficient was used to test reliability of multiple-item scales. Only two variables had Cronbach’s alpha scores above 0.60. and one had a score of 0.40 and that is unacceptable. The study revealed that a majority of respondents strongly agree that quality beaches, entertainment and sport are factors which will encourage them to revisit East London. This study revealed that there is a significant relationship between Destination Familiarity and Traveller’s Attitude. The study revealed that only few respondents viewed East London as expensive. The study recommended that the city examine its natural attractions, upgrade the shopping facilities and continuously maintain the qualities of beaches, initiating new fairs and festivals, making sure that local transport is reliable and safe. In order to be globally competitive, management need to gather intelligence in terms of how other countries globally use to attract repeat tourist visitation.
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- Date Issued: 2019