Optimising focus is a key success driver for many organisation leaders. The relationship between personality type and leadership focus is examined. Personality type is assessed with Form M of the Myers-Briggs Type Indicator instrument, and leadership focus is explored through the development and application of a Leadership Focus Questionnaire. South African executives form the target population for this study. Both functionalist and interpretive approaches are applied. Three primary theoretical hypotheses about leadership focus, concerning (1) optimising the balance of focus between external and internal priorities, (2) the fit between the leadership personality type and the organisation type, and (3) the capacity to manage a multiple focus, are considered. Results show that Extraverted personality types are more comfortable with the challenges of focus in the leadership role than are Introverted types, and Extraverted, Sensing, Thinking and Judging types experience a greater degree of fit with their organisations than do Introverted, Intuitive, Feeling and Perceiving types

This article focuses on the influence leadership role congruence has on organisation change within three South African organisations in the manufacturing industry. The research was done in two phases. Phase I investigated the utilisation of leaders in specific leadership change roles. Four leadership change roles (Initiator, Shaper, Monitor, and Assessor) were identified, each for which a set of competencies (competence cluster) was developed. A questionnaire (Leadership Role Competence Questionnaire) measuring the perceived level of competence for each role was designed. Phase II investigated the influence of the congruence results on organisational change outcome. A questionnaire (Change Outcome Questionnaire) measuring the soft dimensions of organisation change was developed. All three respondent organisations’ leaders involved with their organisations’ change initiatives were selected for Phase I. A random sample of 120 employees per organisation was used for Phase II. The main findings were that congruence existed for two roles (Initiator and Assessor). In addition to this it was found that role congruence for the Initiator and Assessor roles influenced change outcome positively, and that a lack of congruence for the Shaper and Monitor roles had a negative influence on change outcome. <b>Opsomming</b><br>Hierdie artikel fokus op die invloed wat rolkongruensie het op organisasieverandering binne drie Suid Afrikaanse maatskappye in die vervaardigingsektor. Die navorsing is gedoen in twee fases. Fase I het die aanwending van leiers in spesifieke leierskapsveranderingsrolle ondersoek. Vier leierskapsveranderingsrolle (Inisieerder, Vormer, Moniteerder, en Assessor) was geïdentifiseer waarvoor vir elk ’n stel vaardighede (vaardigheidsbondel) ontwikkel is. ’n Vraelys (Leierskaps-Rol-Vaardigheid Vraelys) wat die waargenome vlak van vaardigheid in elke rol meet, is ontwikkel. Fase II het die invloed wat die kongruensieresultate op die organisasieveranderingsresultate gehad het, gemeet. ’n Vraelys (Veranderings-Resultate Vraelys) wat die interpersoonlike dimensies van organisasieverandering meet, is ontwikkel. Al die leiers van die respondent organisasies wat betrokke was met die veranderingsinisiatiewe is geselekteer vir Fase I. ’n Ewekansige steekproef van 120 werknemers per organisasie was gebruik vir Fase II. Die belangrikste bevindinge was dat kongruensie gevind is vir twee rolle (Inisieerder en Assessor). Aansluitend hierby is gevind dat rolkongruensie vir die Inisieerder en Assessor rolle die organisasieveranderingsresultate positief beïnvloed het terwyl ’n gebrek aan kongruensie vir die Vormer en Moniteerder rolle die organisasieveranderingsresultate negatief beïnvloed het. </br>

The purpose of the study was to evaluate an extended conceptual model depicting hypothesised relationships between employee climate, customer value and financial performance. Questionnaires assessing employeeexperienced climate and customer-experienced value were completed by all the employees (more than 1200) and more than 2000 customers of a single retail company operating almost 100 stores in Southern Africa. The major findings were that some of the components of employee-experienced climate are positively related to customerexperienced value in terms of both product and relationship quality. There was no significant relationship between customer-experienced value and the financial performance of the organisation. OPSOMMINGDie doel van hierdie studie was om 'n uitgebreide konseptuele model te toets wat gehipotetiseerde verwantskappe voorstel tussen werknemer-ervaarde klimaat, kliënt-ervaarde waarde en finansiële prestasie. Vraelyste wat werknemer-ervaarde klimaat en kliënt-ervaarde waarde meet is voltooi deur meer as 1200 werknemers en meer as 2000 kliënte van 'n enkele kleinhandelaar wat landwyd byna 100 winkels regoor Suid-Afrika bedryf. Die hoofbevindinge is dat sommige komponente van werknemer-ervaarde klimaat positief verwant is aan kliënt-ervaarde waarde in terme van beide produk en verhoudingsgehalte. Daar was egter geen beduidende verband tussen kliënt-ervaarde waarde en die finansiële prestasie van die organisasie nie.