A case study of the role of leadership behaviour in the formation of organizational culture
- Authors: Moore, Aminah
- Date: 2018
- Subjects: Leadership -- Botswana -- Maun , Corporate culture -- Botswana -- Maun , Strategic planning -- Botswana -- Maun , Critical incident technique , Organizational behavior -- Botswana -- Maun , Tourism -- Management , Belmond Safaris (Botswana)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62061 , vital:28103
- Description: This case study research on the effect of leadership on organizational culture, is based on a small luxury tourism organization – Belmond Safaris – based in Maun, Botswana. The study set out to determine critical incidents that occurred during the tenure of the current general manager with the intention of uncovering her leadership behaviour and how it has shaped the culture of the organization. The literature review identified quantitative and qualitative approaches to researching organizational culture, but settles on Schein’s theory of organizational culture (Schein, 1992; 2010) as the approach adopted in this study. Furthermore, it reviews the various roles of strategic leaders and how these affect the culture of the organization. The study follows a qualitative methodology and applies the Critical Incident Technique to explore how, as a leader, the behaviour of the general manager shaped the organization’s culture. Data triangulation is achieved through the use of multiple sources – interviews, analysis of company documents and the examination of minutes of management meetings. Following the fieldwork, the evidence within the findings of the study required a theoretical reorientation and a shift from strategic leadership to a new focus on relational leadership, highlighting the prominence of social exchanges between the general manager and employees, as opposed to economic exchanges. The study concludes by acknowledging the limitations and delimitations of the study, which include time constraints as well as the deliberate exclusion of certain participants (e.g. camp managers) from the study. In its conclusion the study also presents recommendations for future studies. The researcher recommends a broader study within the tourism industry, as well as a larger and more inclusive sample size, in order to obtain better insights into the study of culture and leadership within organizations.
- Full Text:
- Date Issued: 2018
- Authors: Moore, Aminah
- Date: 2018
- Subjects: Leadership -- Botswana -- Maun , Corporate culture -- Botswana -- Maun , Strategic planning -- Botswana -- Maun , Critical incident technique , Organizational behavior -- Botswana -- Maun , Tourism -- Management , Belmond Safaris (Botswana)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62061 , vital:28103
- Description: This case study research on the effect of leadership on organizational culture, is based on a small luxury tourism organization – Belmond Safaris – based in Maun, Botswana. The study set out to determine critical incidents that occurred during the tenure of the current general manager with the intention of uncovering her leadership behaviour and how it has shaped the culture of the organization. The literature review identified quantitative and qualitative approaches to researching organizational culture, but settles on Schein’s theory of organizational culture (Schein, 1992; 2010) as the approach adopted in this study. Furthermore, it reviews the various roles of strategic leaders and how these affect the culture of the organization. The study follows a qualitative methodology and applies the Critical Incident Technique to explore how, as a leader, the behaviour of the general manager shaped the organization’s culture. Data triangulation is achieved through the use of multiple sources – interviews, analysis of company documents and the examination of minutes of management meetings. Following the fieldwork, the evidence within the findings of the study required a theoretical reorientation and a shift from strategic leadership to a new focus on relational leadership, highlighting the prominence of social exchanges between the general manager and employees, as opposed to economic exchanges. The study concludes by acknowledging the limitations and delimitations of the study, which include time constraints as well as the deliberate exclusion of certain participants (e.g. camp managers) from the study. In its conclusion the study also presents recommendations for future studies. The researcher recommends a broader study within the tourism industry, as well as a larger and more inclusive sample size, in order to obtain better insights into the study of culture and leadership within organizations.
- Full Text:
- Date Issued: 2018
A survey of organizational culture and organizational performance in a manufacturing company
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
- Date Issued: 2018
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
- Date Issued: 2018
Servant leadership: antecedent to Quality of Worklife of customer service frontline employees
- Authors: Bedser, Mark Bernard
- Date: 2018
- Subjects: Call center agents Servant leadership Customer Service -- Quality control Employee morale Job satisfaction Quality of work life
- Language: English
- Type: text , Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10962/62144 , vital:28132
- Description: Contact Centre agents operate in closely monitored and highly controlled environments and their work consists of solving service requests or assisting customers with information on products or services. Consequently their work involves a great deal of emotional labour and stress. It is not surprising then, that the working environment of the Contact Centre is reported to have a negative impact on the levels of Quality of Worklife of Contact Centre agents, and that in the Contact Centre context, it is likely that low levels of Quality of Worklife exist. It is argued that it is important for organisations to be particularly aware of the Quality of Worklife perceptions of their employees should they want to address Quality of Worklife levels and benefit from the positive consequences of higher levels of the construct. Numerous variables are reported to play either an antecedent, moderating, mediating, or consequential role in relation to the Quality of Worklife construct. A systems model of Quality of Worklife is developed, which illustrates the inter-relationships of these variables and how they affect and are affected by the Quality of Worklife construct. It is argued that leadership is an important antecedent to Quality of Worklife, and this is the antecedent of interest in this study. It is proposed that it is not just any leadership that will contribute to an improved Quality of Worklife, particularly within a challenging context such as the Contact Centre environment. Rather, it is suggested that certain qualities of leaders will have a greater influence on Quality of Worklife. For example, leaders who focus on relationships and are caring - characteristics associated with servant leaders - are deemed more suitable for the Contact Centre context. The research also proposes that there are close associations between Servant Leadership and Trust, which in turn has the potential to affect Quality of Worklife positively. It is argued, therefore, that Trust mediates the relationship between Servant Leadership and Quality of Worklife in the customer service frontline context. While there is a broad base of literature available on servant leadership that focuses on the senior or executive level of leadership, Van Dierendonck and Nuijten (2011) have argued that it is also relevant at the middle level of management and have validated an eight dimensional measure of servant leadership that is suitable for this management level. The Van Laar, Edwards and Easton (2007) Quality of Worklife model is also argued to be an appropriate model and measure of the Quality of Worklife construct, due to the robustness of the instrument design and the appropriateness of its underlying theory to the context of this research. Research has shown that leadership can have a significant relationship with Quality of Worklife. Moreover, a review of the literature on servant leadership reveals that trust, satisfaction, general well-being, and commitment to their jobs increases when employees are exposed to leadership behaviours associated with servant leadership. There is however, no evidence in the literature of any investigation of the relationship between Servant Leadership and Quality of Worklife, or of research investigating the partial mediating effects of Trust between these two constructs. Research was conducted to test this relationship. A survey questionnaire was administered amongst a sample of 555 Contact Centre agents, who were employed in eight different organisations. Confirmatory factor analysis procedures were conducted in STATA (V15.0), to test and validate the factor structure of Servant Leadership and Quality of Worklife models. The research also produced a Servant Leadership, Trust and Quality of Worklife structural equation model that supported the hypotheses of the relationships between the constructs. Mediation analysis confirmed Trust’s role as a mediator between Servant Leadership and Quality of Worklife. The structural equation model confirmed that synergies between Servant Leadership, Trust and Quality of Worklife exist, and that Trust partially mediates the relationship between Servant Leadership and Quality of Worklife. It is therefore argued that an increase in Servant Leadership behaviour by the manager or supervisor of frontline staff has a positive association with increases of Trust, as well as positive associations with Quality of Worklife experienced by employees in the frontline context. Moreover, it is also posited that the relationship between Servant Leadership and Quality of Worklife is partially mediated by Trust of the supervisor. The implications of these results are discussed, and recommendations made for management practice and further research.
- Full Text:
- Date Issued: 2018
- Authors: Bedser, Mark Bernard
- Date: 2018
- Subjects: Call center agents Servant leadership Customer Service -- Quality control Employee morale Job satisfaction Quality of work life
- Language: English
- Type: text , Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10962/62144 , vital:28132
- Description: Contact Centre agents operate in closely monitored and highly controlled environments and their work consists of solving service requests or assisting customers with information on products or services. Consequently their work involves a great deal of emotional labour and stress. It is not surprising then, that the working environment of the Contact Centre is reported to have a negative impact on the levels of Quality of Worklife of Contact Centre agents, and that in the Contact Centre context, it is likely that low levels of Quality of Worklife exist. It is argued that it is important for organisations to be particularly aware of the Quality of Worklife perceptions of their employees should they want to address Quality of Worklife levels and benefit from the positive consequences of higher levels of the construct. Numerous variables are reported to play either an antecedent, moderating, mediating, or consequential role in relation to the Quality of Worklife construct. A systems model of Quality of Worklife is developed, which illustrates the inter-relationships of these variables and how they affect and are affected by the Quality of Worklife construct. It is argued that leadership is an important antecedent to Quality of Worklife, and this is the antecedent of interest in this study. It is proposed that it is not just any leadership that will contribute to an improved Quality of Worklife, particularly within a challenging context such as the Contact Centre environment. Rather, it is suggested that certain qualities of leaders will have a greater influence on Quality of Worklife. For example, leaders who focus on relationships and are caring - characteristics associated with servant leaders - are deemed more suitable for the Contact Centre context. The research also proposes that there are close associations between Servant Leadership and Trust, which in turn has the potential to affect Quality of Worklife positively. It is argued, therefore, that Trust mediates the relationship between Servant Leadership and Quality of Worklife in the customer service frontline context. While there is a broad base of literature available on servant leadership that focuses on the senior or executive level of leadership, Van Dierendonck and Nuijten (2011) have argued that it is also relevant at the middle level of management and have validated an eight dimensional measure of servant leadership that is suitable for this management level. The Van Laar, Edwards and Easton (2007) Quality of Worklife model is also argued to be an appropriate model and measure of the Quality of Worklife construct, due to the robustness of the instrument design and the appropriateness of its underlying theory to the context of this research. Research has shown that leadership can have a significant relationship with Quality of Worklife. Moreover, a review of the literature on servant leadership reveals that trust, satisfaction, general well-being, and commitment to their jobs increases when employees are exposed to leadership behaviours associated with servant leadership. There is however, no evidence in the literature of any investigation of the relationship between Servant Leadership and Quality of Worklife, or of research investigating the partial mediating effects of Trust between these two constructs. Research was conducted to test this relationship. A survey questionnaire was administered amongst a sample of 555 Contact Centre agents, who were employed in eight different organisations. Confirmatory factor analysis procedures were conducted in STATA (V15.0), to test and validate the factor structure of Servant Leadership and Quality of Worklife models. The research also produced a Servant Leadership, Trust and Quality of Worklife structural equation model that supported the hypotheses of the relationships between the constructs. Mediation analysis confirmed Trust’s role as a mediator between Servant Leadership and Quality of Worklife. The structural equation model confirmed that synergies between Servant Leadership, Trust and Quality of Worklife exist, and that Trust partially mediates the relationship between Servant Leadership and Quality of Worklife. It is therefore argued that an increase in Servant Leadership behaviour by the manager or supervisor of frontline staff has a positive association with increases of Trust, as well as positive associations with Quality of Worklife experienced by employees in the frontline context. Moreover, it is also posited that the relationship between Servant Leadership and Quality of Worklife is partially mediated by Trust of the supervisor. The implications of these results are discussed, and recommendations made for management practice and further research.
- Full Text:
- Date Issued: 2018
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
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