Exposure to violence puts children at risk for developing a variety of problems, including depression, anxiety, and conduct problems. The extent to which children's individual, family, school, and peer group characteristics influence resilient responses to violence exposure was investigated amongst Grade 6 students living in a high-violence community in Cape Town. The majority (68.44%) reported both witnessing and being a victim of violence. Both witnessing and victimisation by violence were found to be positively associated with anxiety and depression, but only victimisation was positively associated with conduct problems. Peer delinquency was positively associated with both depres sion and conduct problems. Involvement in conventional after-school activities was negatively asso ciated with anxiety, and school support was negatively associated with both depression and conduct problems. No association was identified between parent support and any of anxiety, depression, or conduct problems. However, this latter finding may be related to measurement problems, or to participants' reports that they were most likely to be victimised in their homes (rather than at school or in the neighbourhood). While this study is limited by its cross-sectional nature, it implies that key sites for intervention are after-school activities, school support, peer delinquency, and home life.Around the world, children's exposure to community violence has been identified as a widespread problem (Raviv et al., 2001;Schwab-Stone et al., 1999;

Ethical leaders are ultimately responsible for developing a strong and sustainable ethical climate in organisations. Ethical values and the ability to influence followers to internalise these values have become prerequisites for effective leadership in modern organisations. Although ethics, leadership, and values have received much attention, there has been little coordinated effort to integrate transformational leadership with ethical climate and ethical values. The aim of this study was to develop and validate a theoretical model to explain the structural relationships between these variables in the South African business context. The results revealed that altruism influences transformational leadership positively, and that transformational leadership in turn has a positive effect on ethical climate. Some support was also found for the proposition that integrity moderates the effect of transformational leadership on ethical climate.

The Centre of Leadership Studies developed a model that defines and describes leadership behaviour required for creating an ethical and high performing organisation. Purposefully building an ethical organisational environment is a prerequisite for ethical organisational behaviour. To be an ethical high performance leader, a person must be both an effective leader and a leader of ethics. The purpose of this study is to develop a 360° instrument that can be used to assess the quality of ethical leadership of middle, senior and executive managers in public, private and not-for-profit organisations. The results reported here provide reasonable support for the use of the ELI. The possibility of causal influences existing amongst specific first-order leadership dimensions, however, needs to be investigated.

This paper describes the development of a leadership questionnaire the aim of which is to assess the behaviours required to lead change and transformation, while at the same time managing organisational unit performance effectively. A Delphi technique was used to facilitate the identification and testing of emerging leadership dimensions and items, starting with a three-stage model of charismatic leadership, The resultant leadership model comprises four stages, measured as 21 dimensions. The research questionnaire consists of 235 items. The questionnaire was field tested by means of 360° assessment conducted amongst 189 unit managers from a diverse group of organisations. Seven hundred and fifty completed questionnaires were obtained. Unrestricted principal component analyses were performed on each of the sub-scales (dimensions) to examine the unidimensionality assumption. This procedure resulted in the formation of three additional sub-scales. Item analyses on each of the sub-scales produced highly satisfactory Cronbach Alpha values. Further confirmatory factor analyses using LISREL were conducted on each of the 24 sub-scales. A series of goodness-of-fit indices generally showed satisfactory results. Overall, results indicate that a 96-item questionnaire format consisting of 24 dimensions with four items each (selected on the basis of factor loadings) could be used with confidence. Recommendations are made for further research.

The use of psychometric tests in personnel selection has been regarded with an extraordinary degree of suspicion and scepticism. This is especially true when selection occurs in respect of a diverse applicant group. Concern is expressed about the seemingly uncritical embracing of specific tenets related to the use of psychometric tests in personnel selection in the absence of any systematic coherent psychometric argument to justify these beliefs. The absence of such a supporting psychometric rationale seems unfortunate in as far as it probably would inhibit the independent critical evaluation of the psychometric merits of these generally accepted beliefs. Specific beliefs related to selection fairness, measurement bias and adverse impact are critically examined.

The objective of this study was to investigate the internal structure of the Performance Index in order to establish the interrelationships between the eight unit performance latent variables. The present study forms part of a larger study aimed at validating the Leadership Behaviour Inventory (LBI) (Spangenberg & Theron, 2002b) against work unit performance. The validation sample, after imputation of missing values, consisted of 273 cases with observations on all 56 items. Item analysis and dimensionality analysis was performed on each of the sub-scales using SPSS-windows. Thereafter, confirmatory factor analysis was performed on the reduced data set using LISREL. The results indicated satisfactory factor loadings on the measurement model. Acceptable model fit was achieved. Subsequently, the structural model was tested using LISREL. The results provided statistics of good fit. Only four hypotheses failed to be corroborated in this study. The results are discussed and suggestions for further research are made. OPSOMMINGDie doel van hierdie studie was om die interne struktuur van die Performance Indexs (PI) (Spangenberg en Theron, 2002b) te ondersoek ten einde die interverwantskappe tussen die agt latente eeheidprestasiedimensies te bepaal. Hierdie studie vorm deel van 'n meer omvattende studie wat daarop gemik is om die Leadership Behaviour Inventory (LBI) teen werkeenheidprestasie te valideer. Die steekproef, na imputasie van ontbrekende waardes, het uit 273 gevalle bestaan met waarnemings ten opsigte van al 56 items. Item-en dimensionaliteitontledings is met behulp van SPSS-windows op elke subskaal gedoen. Bevestigende faktorontleding is daarna met behulp van LISREL op die verkleinde datastel uitgevoer. Die resultate het op bevredigende faktorbeladings vir die metingsmodel en 'n bevredigende passing van die metingsmodel gedui. Daarna is die strukturele model met behulp van LISREL getoets. Die resultate het bevredigende passing getoon, met slegs vier hipoteses wat nie deur die studie bevestig is nie. Die resultate word bespreek en voorstelle vir verdere navorsing word gemaak. THE INTERNAL STRUCTURE OF THE UNIT PERFORMANCE CONSTRUCT AS MEASURED BY THE PERFORMANCE INDEX (PI) 1Requests for copies should be addressed to: CC Theron, Department of Industrial Psychology, University of Stellenbosch, Private Bag X1, Matieland, 7602. E-mail: ccth@sun.ac.za 26 SA Journal of Industrial Psychology, 2004, 30 (2), 26-36 SA Tydskrif vir Bedryfsielkunde, 2004 led to the development of systems models of organisational effectiveness, which focus on the means to achieve the objectives of organisations, rather than on the ends themselves (Miles, 1980). The main outcomes of the systems model are survival, growth, and stability or decline (Denison, 1990).The systems approach led to the idea of measuring the characteristics of major components of the systems model that mediates in organisational survival and growth. Nicholson and Brenner (1994) tested a four-element model of organisational performance that comprised the eleme...

Leadership and interpersonal trust are critical issues for the survival of organisations. Both aspects have been researched thoroughly, but the role organisational justice might play in this relationship has been largely ignored. The purpose of this study was to investigate the relationship between transformational and transactional leadership and interpersonal trust, and whether organisational justice plays a mediating role. Through LISREL analysis, it was found that interactional justice played a greater role in the relationship between transformational leadership and trust than procedural justice. Distributive justice mediated the relationship between transactional leadership and trust. Opsomming Leierskap en interpersoonlike vertroue is kritieke vraagstukke vir die oorlewing van organisasies. Beide aspekte is reeds deeglik nagevors, maar die rol wat organisatoriese geregtigheid in hierdie verband kan speel, is grootliks nagelaat. Die doel van hierdie studie was om die verband tussen transformasionele en transaksionele leierskap en interpersoonlike vertroue te ondersoek, en of organisatoriese geregtigheid ’n tussenkomende rol speel. Deur middel van LISREL-ontleding is gevind dat interaktiewe geregtigheid ’n groter rol in die verband tussen transformasionele leierskap en vertroue speel as prosedurele geregtigheid. Verdelende geregtigheid dien as tussenkomende veranderlike in die verband tussen transaksionele leierskap en vertroue.

In essence, this article discusses ways to ensure continued relevance of Performance Management in fast-changing environmental and organisational realities. It starts with the rationale for moving from performance appraisal to Performance Management. In view of some persisting problems with regard to Performance Management, a systems approach to help alleviate these problems is discussed. The current status of Performance Management is reviewed, based on international surveys and a recent report on the way Performance Management best-practice organisations utilise the system. In view of this information, the Systems Model of Performance Management is adapted. The paper is concluded with a discussion and recommendations for future research.