An investigation of how newly appointed team leaders in an automotive manufacturing organisation experience the role transition from specialists to team leaders
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14
The impact of leadership on job satisfaction at a specific bank in the Eastern Cape
- Authors: Wyngaard, Shaun Peter
- Date: 2018
- Subjects: Leadership , Bank employees Job satisfaction , Labor turnover , Transformational leadership , Bank management South Africa Eastern Cape
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62050 , vital:28099
- Description: This study aimed at investigating the relationship between leadership and employee job satisfaction in the banking sector of South Africa. The study drew from the fact that there is a growing emphasis in organisations to reduce employee turnover by keeping their employees satisfied. The ultimate performance, effectiveness and competitiveness of an organisation are directly related to an organisation’s ability to keep its employees optimally productive and satisfied. Numerous research studies have been conducted on transformational, transactional and passive-avoidant leadership to determine the significance of their respective relationship with the job satisfaction of employees in different scenarios. Results show that the transformational leadership style has a significant relationship with job satisfaction; while the transactional leadership style or the passive-avoidant style are applied according to changing circumstances. The study adopted a quantitative approach, using online questionnaires as an instrument for collecting primary data. The target population of the study was 380 bank employees, and the target sample was 218; 121 questionnaires were completed and used as the actual final sample. Questionnaires were completed from managers and employees of the selected bank, with the two population groups being investigated using different scales. SPSS was used in analysing the collected data. The findings of this research showed that the leadership styles under investigation have a direct impact on the job satisfaction of employees. Transformational leadership was found to have a significant positive relationship with job satisfaction, while the relationship between transactional leadership and job satisfaction was positive but moderate. A significant negative relationship was found between passive-avoidant leadership and job satisfaction. It is thus the responsibility of the financial institution under investigation to highlight the significant links and benefits of this leadership style to its management to ensure increased job satisfaction and lower turnover of employees in the institution. Literature explored in this study supported the close link between the different leadership styles and job satisfaction.
- Full Text:
- Date Issued: 2018
- Authors: Wyngaard, Shaun Peter
- Date: 2018
- Subjects: Leadership , Bank employees Job satisfaction , Labor turnover , Transformational leadership , Bank management South Africa Eastern Cape
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62050 , vital:28099
- Description: This study aimed at investigating the relationship between leadership and employee job satisfaction in the banking sector of South Africa. The study drew from the fact that there is a growing emphasis in organisations to reduce employee turnover by keeping their employees satisfied. The ultimate performance, effectiveness and competitiveness of an organisation are directly related to an organisation’s ability to keep its employees optimally productive and satisfied. Numerous research studies have been conducted on transformational, transactional and passive-avoidant leadership to determine the significance of their respective relationship with the job satisfaction of employees in different scenarios. Results show that the transformational leadership style has a significant relationship with job satisfaction; while the transactional leadership style or the passive-avoidant style are applied according to changing circumstances. The study adopted a quantitative approach, using online questionnaires as an instrument for collecting primary data. The target population of the study was 380 bank employees, and the target sample was 218; 121 questionnaires were completed and used as the actual final sample. Questionnaires were completed from managers and employees of the selected bank, with the two population groups being investigated using different scales. SPSS was used in analysing the collected data. The findings of this research showed that the leadership styles under investigation have a direct impact on the job satisfaction of employees. Transformational leadership was found to have a significant positive relationship with job satisfaction, while the relationship between transactional leadership and job satisfaction was positive but moderate. A significant negative relationship was found between passive-avoidant leadership and job satisfaction. It is thus the responsibility of the financial institution under investigation to highlight the significant links and benefits of this leadership style to its management to ensure increased job satisfaction and lower turnover of employees in the institution. Literature explored in this study supported the close link between the different leadership styles and job satisfaction.
- Full Text:
- Date Issued: 2018
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