The use of simulators and artificial intelligence in leadership feedback
- Authors: Ntombana, Sixolile
- Date: 2022-10-14
- Subjects: Artificial intelligence , Leadership , Employees Rating of , Communication in industrial relations , Qualitative reasoning Technological innovations , Chatbots
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/357685 , vital:64767
- Description: Leadership is a key factor in team success. For leadership to succeed, leaders need to possess the requisite competencies that can facilitate their performance. Team skills is identified as a leadership competency that is prioritised and most sought after by leaders. This follows studies that confirm that team skills are vital for leadership and team success. For leadership to develop team skills, feedback must be provided. Feedback is identified as information that is provided by an observer on a particular performance. The role of feedback in leadership development serves the purposes of engagement and self-reflection and evaluation of a leader’s performance. In this light, feedback cannot be separated from leadership as it is an essential part of communication in a leadership context. The nature and source of feedback can affect how the feedback is received, as shown by studies that suggest that the effectiveness of feedback goes beyond the content or nature (good/bad feedback) of the feedback. This study looks at two feedback sources: humans and artificial intelligence (AI) using students as the population. Humans have been the traditional source in feedback provision. Thus, in a team setting peers provide feedback on their peers’ performances. Unprecedented technological advancements have seen the improvement of AI capabilities to being able to give feedback. This has made AI a feedback source. Following these developments, this research assessed the way in which humans and AI provide feedback and the way in which students react to feedback provided by humans and AI. The research used chatbot AI, a Skills Simulator Assessment, launched by Kotlyar (2018). Students registered for Management One at Rhodes University in 2021 were the population for this research. The research was comprised of two phases where in phase one they were assessed by the Skill Simulator Assessment and in phase two they were assessed by their peers. This research found that students are not averse to feedback from AI, although they prefer peer feedback. It was further found that peer feedback tends to be tainted by lenience, while AI is not affected by lenience. This finding marked a significant development of AI in feedback provision. , Thesis (MCom) -- Faculty of Commerce, Management, 2022
- Full Text:
- Date Issued: 2022-10-14
- Authors: Ntombana, Sixolile
- Date: 2022-10-14
- Subjects: Artificial intelligence , Leadership , Employees Rating of , Communication in industrial relations , Qualitative reasoning Technological innovations , Chatbots
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/357685 , vital:64767
- Description: Leadership is a key factor in team success. For leadership to succeed, leaders need to possess the requisite competencies that can facilitate their performance. Team skills is identified as a leadership competency that is prioritised and most sought after by leaders. This follows studies that confirm that team skills are vital for leadership and team success. For leadership to develop team skills, feedback must be provided. Feedback is identified as information that is provided by an observer on a particular performance. The role of feedback in leadership development serves the purposes of engagement and self-reflection and evaluation of a leader’s performance. In this light, feedback cannot be separated from leadership as it is an essential part of communication in a leadership context. The nature and source of feedback can affect how the feedback is received, as shown by studies that suggest that the effectiveness of feedback goes beyond the content or nature (good/bad feedback) of the feedback. This study looks at two feedback sources: humans and artificial intelligence (AI) using students as the population. Humans have been the traditional source in feedback provision. Thus, in a team setting peers provide feedback on their peers’ performances. Unprecedented technological advancements have seen the improvement of AI capabilities to being able to give feedback. This has made AI a feedback source. Following these developments, this research assessed the way in which humans and AI provide feedback and the way in which students react to feedback provided by humans and AI. The research used chatbot AI, a Skills Simulator Assessment, launched by Kotlyar (2018). Students registered for Management One at Rhodes University in 2021 were the population for this research. The research was comprised of two phases where in phase one they were assessed by the Skill Simulator Assessment and in phase two they were assessed by their peers. This research found that students are not averse to feedback from AI, although they prefer peer feedback. It was further found that peer feedback tends to be tainted by lenience, while AI is not affected by lenience. This finding marked a significant development of AI in feedback provision. , Thesis (MCom) -- Faculty of Commerce, Management, 2022
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- Date Issued: 2022-10-14
The leadership competencies subordinates value : an exploratory study across gender and national culture
- Authors: Gondongwe, Sharon
- Date: 2014
- Subjects: Leadership , Organizational behavior , Organizational behavior -- Cross-cultural studies , Organizational behavior -- Sex differences
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1203 , http://hdl.handle.net/10962/d1015673
- Description: The effectiveness of leadership is largely dependent on whether the leadership competencies exhibited by leaders are congruent with the value system endorsed by subordinates. One of the ways in which leaders can influence subordinates is by understanding the leadership competencies valued by subordinates. Gender and national culture are two of the many factors that have an influence on the leadership competencies valued by subordinates. A large amount of research has been conducted to determine if, indeed, gender and national culture influence the leadership competencies subordinates' value. However, most of this research has been conducted in Europe and North America, places in which national cultures differ significantly from those prevailing in African countries. This study, from a South African and Zimbabwean perspective, attempted to ascertain if gender and national culture influence the leadership competencies they value in their leaders. Existing studies have indicated that gender and national culture do not influence the leadership competencies valued in a leader. The findings of this study are in accordance with previous research and agree that gender and national culture do not influence the leadership competencies valued in a leader. The results of this study indicated that male and female subordinates value similar leadership competencies. With respect to national culture, both South African and Zimbabwean subordinates value similar leadership competencies. Based on the findings of this study, regardless of gender and national culture, all subordinates value a leader who is loyal, visionary, openly embodies integrity, and is a leader who empowers subordinates.
- Full Text:
- Date Issued: 2014
- Authors: Gondongwe, Sharon
- Date: 2014
- Subjects: Leadership , Organizational behavior , Organizational behavior -- Cross-cultural studies , Organizational behavior -- Sex differences
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1203 , http://hdl.handle.net/10962/d1015673
- Description: The effectiveness of leadership is largely dependent on whether the leadership competencies exhibited by leaders are congruent with the value system endorsed by subordinates. One of the ways in which leaders can influence subordinates is by understanding the leadership competencies valued by subordinates. Gender and national culture are two of the many factors that have an influence on the leadership competencies valued by subordinates. A large amount of research has been conducted to determine if, indeed, gender and national culture influence the leadership competencies subordinates' value. However, most of this research has been conducted in Europe and North America, places in which national cultures differ significantly from those prevailing in African countries. This study, from a South African and Zimbabwean perspective, attempted to ascertain if gender and national culture influence the leadership competencies they value in their leaders. Existing studies have indicated that gender and national culture do not influence the leadership competencies valued in a leader. The findings of this study are in accordance with previous research and agree that gender and national culture do not influence the leadership competencies valued in a leader. The results of this study indicated that male and female subordinates value similar leadership competencies. With respect to national culture, both South African and Zimbabwean subordinates value similar leadership competencies. Based on the findings of this study, regardless of gender and national culture, all subordinates value a leader who is loyal, visionary, openly embodies integrity, and is a leader who empowers subordinates.
- Full Text:
- Date Issued: 2014
Relationship between employee performance, leadership and emotional intelligence in a South African parastatal organisation
- Authors: Hayward, Brett Anthony
- Date: 2006
- Subjects: Employees -- Rating of , Leadership , Leadership -- Psychological aspects , Emotional intelligence , Government business enterprises -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1206 , http://hdl.handle.net/10962/d1019740
- Description: This research investigates the relationship between employee performance, leadership and emotional intelligence in a South African parastatal. The literature provided discusses the three variables of performance, leadership and emotional intelligence. Information was gathered, using three instruments, from a sample of 160 leaders and 800 raters. The Multifactor Leadership Questionnaire was used to determine leadership style within the parastatal, while the Emotional Competency Profiler was used to determine the emotional intelligence of the leaders within the parastatal. Employee performance was captured and recorded using the parastatal’s performance appraisal process. Leadership and emotional intelligence were identified as the independent variables and employee performance as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Through linear regression analysis it was concluded that there is a significant relationship between employee performance and an emotionally intelligent, transactional leader. However, no significant linear relationship was found between employee performance and an emotionally intelligent, transformational leader. Simple correlation analysis showed that there is a relatively weak significant linear relationship between emotional intelligence and transactional leadership. Moreover, it was found that there is a very strong significant linear relationship between emotional intelligence and transformational leadership. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted. As this research takes place in the South African context, it contributes to the bank of findings relating to the concepts.
- Full Text:
- Date Issued: 2006
- Authors: Hayward, Brett Anthony
- Date: 2006
- Subjects: Employees -- Rating of , Leadership , Leadership -- Psychological aspects , Emotional intelligence , Government business enterprises -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1206 , http://hdl.handle.net/10962/d1019740
- Description: This research investigates the relationship between employee performance, leadership and emotional intelligence in a South African parastatal. The literature provided discusses the three variables of performance, leadership and emotional intelligence. Information was gathered, using three instruments, from a sample of 160 leaders and 800 raters. The Multifactor Leadership Questionnaire was used to determine leadership style within the parastatal, while the Emotional Competency Profiler was used to determine the emotional intelligence of the leaders within the parastatal. Employee performance was captured and recorded using the parastatal’s performance appraisal process. Leadership and emotional intelligence were identified as the independent variables and employee performance as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Through linear regression analysis it was concluded that there is a significant relationship between employee performance and an emotionally intelligent, transactional leader. However, no significant linear relationship was found between employee performance and an emotionally intelligent, transformational leader. Simple correlation analysis showed that there is a relatively weak significant linear relationship between emotional intelligence and transactional leadership. Moreover, it was found that there is a very strong significant linear relationship between emotional intelligence and transformational leadership. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted. As this research takes place in the South African context, it contributes to the bank of findings relating to the concepts.
- Full Text:
- Date Issued: 2006
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