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The relationship between transformational leadership psychodynamic attributes, behaviour and effectiveness: towards authentic leadership

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dc.contributor.advisor Prof. Theo H. Veldsman en_US
dc.contributor.author Maritz, Daniël Retief
dc.date.accessioned 2012-06-05T12:19:07Z
dc.date.available 2012-06-05T12:19:07Z
dc.date.issued 2012-06-05
dc.date.submitted 2011-05-24
dc.identifier.uri http://hdl.handle.net/10210/4914
dc.description D.Comm. en_US
dc.description.abstract The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness. en_US
dc.language.iso en en_US
dc.subject Transformational leadership en_US
dc.subject Transactional leadership en_US
dc.subject Leadership en_US
dc.title The relationship between transformational leadership psychodynamic attributes, behaviour and effectiveness: towards authentic leadership en_US
dc.type Thesis en_US


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