The relationship between leadership and employee engagement in an automotive original equipment manufacturer in South Africa
- Authors: Slater, Bronwyn Lereen
- Date: 2024-04-03
- Subjects: Leadership , Transactional leadership , Transformational leadership , Employee engagement , Industrial relations , Automobile industry and trade South Africa
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/434756 , vital:73102
- Description: The manufacturing industry is one of the greatest contributors to the South African economy. Owing to a competitive and complex automotive climate, it is suggested that only a few automotive manufacturing organisations will remain viable in the coming years, without the optimal reliance on human capital resources to navigate an unpredictable and unfolding landscape. In securing a sustainable future, the engagement of these human capital resources is necessitated. This competitive landscape has resulted in the call for adaptive and flexible leadership. Leadership behaviour is categorised into three streams, namely, transformational leadership, transactional leadership, and non-leadership, which is referred to as laissez-faire leadership. Employee engagement is defined as the extent to which an employee is committed to, and involved in, their operational function and the organisation, whilst portraying a willingness to perform and contribute beyond that which is expected of them. The purpose of this research was to explore the relationship between leadership and employee engagement in an Original Equipment Manufacturer (OEM) in South Africa. This OEM operates in the Eastern Cape and Gauteng Provinces of South Africa. Globally, the OEM launched a leadership journey to facilitate a shared value system that supported a vision towards organisational success, by focusing on transformed ways of working and acting, as a global collective team. The outcome of this desired journey yielded eight Leadership Principles. These Leadership Principles are referred to, and included in the research study, to gain a more robust internal perspective of the leadership behaviours that are most advocated within the OEM, in relation to employee engagement. The objective of this research therefore was to establish the relationship between leadership and employee engagement in the respective OEM, by investigating the impact of transformational leadership and transactional leadership on employee engagement. A triangulation approach was adopted to analyse the data, using a combination of qualitative and quantitative research methodologies. The result when testing the reliability coefficient scores of the leadership instrument described a poor measure for transactional leadership, and a good measure for transformational leadership. Therefore, the results that stemmed from the statistical analysis in relation to transactional leadership could not be trusted. However, in the context of this research, it was found that there is a statistically significant relationship between transformational leadership and employee engagement. Whilst utilising the qualitative research methodology, it was found that there is a limited definition-based relationship between transactional leadership and the eight Leadership Principles. However, there is a definition-based relationship between the Leadership Principles and transformational leadership, owing to similarities found in the definition descriptions between at least six of the eight Leadership Principles. In the investigation of whether there is a definition-based relationship between the Leadership Principles and employee engagement, it was found that a limited definition-based relationship between the eight Leadership Principles and engagement existed. The research therefore met its objectives in determining a relationship between leadership and employee engagement in an Original Equipment Manufacturer in South Africa. , Thesis (MCom) -- Faculty of Commerce, Management, 2024
- Full Text:
- Date Issued: 2024-04-03
- Authors: Slater, Bronwyn Lereen
- Date: 2024-04-03
- Subjects: Leadership , Transactional leadership , Transformational leadership , Employee engagement , Industrial relations , Automobile industry and trade South Africa
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/434756 , vital:73102
- Description: The manufacturing industry is one of the greatest contributors to the South African economy. Owing to a competitive and complex automotive climate, it is suggested that only a few automotive manufacturing organisations will remain viable in the coming years, without the optimal reliance on human capital resources to navigate an unpredictable and unfolding landscape. In securing a sustainable future, the engagement of these human capital resources is necessitated. This competitive landscape has resulted in the call for adaptive and flexible leadership. Leadership behaviour is categorised into three streams, namely, transformational leadership, transactional leadership, and non-leadership, which is referred to as laissez-faire leadership. Employee engagement is defined as the extent to which an employee is committed to, and involved in, their operational function and the organisation, whilst portraying a willingness to perform and contribute beyond that which is expected of them. The purpose of this research was to explore the relationship between leadership and employee engagement in an Original Equipment Manufacturer (OEM) in South Africa. This OEM operates in the Eastern Cape and Gauteng Provinces of South Africa. Globally, the OEM launched a leadership journey to facilitate a shared value system that supported a vision towards organisational success, by focusing on transformed ways of working and acting, as a global collective team. The outcome of this desired journey yielded eight Leadership Principles. These Leadership Principles are referred to, and included in the research study, to gain a more robust internal perspective of the leadership behaviours that are most advocated within the OEM, in relation to employee engagement. The objective of this research therefore was to establish the relationship between leadership and employee engagement in the respective OEM, by investigating the impact of transformational leadership and transactional leadership on employee engagement. A triangulation approach was adopted to analyse the data, using a combination of qualitative and quantitative research methodologies. The result when testing the reliability coefficient scores of the leadership instrument described a poor measure for transactional leadership, and a good measure for transformational leadership. Therefore, the results that stemmed from the statistical analysis in relation to transactional leadership could not be trusted. However, in the context of this research, it was found that there is a statistically significant relationship between transformational leadership and employee engagement. Whilst utilising the qualitative research methodology, it was found that there is a limited definition-based relationship between transactional leadership and the eight Leadership Principles. However, there is a definition-based relationship between the Leadership Principles and transformational leadership, owing to similarities found in the definition descriptions between at least six of the eight Leadership Principles. In the investigation of whether there is a definition-based relationship between the Leadership Principles and employee engagement, it was found that a limited definition-based relationship between the eight Leadership Principles and engagement existed. The research therefore met its objectives in determining a relationship between leadership and employee engagement in an Original Equipment Manufacturer in South Africa. , Thesis (MCom) -- Faculty of Commerce, Management, 2024
- Full Text:
- Date Issued: 2024-04-03
Leadership and Service Delivery in Times of Change
- Atiku, Olusegun Sulaiman, Kurana, Mulife Collen, Ganiyu, Olayiwola Idris
- Authors: Atiku, Olusegun Sulaiman , Kurana, Mulife Collen , Ganiyu, Olayiwola Idris
- Date: 2023
- Subjects: Leadership , Namibia , Public sector , Service delivery , Stakeholders , Town Council , Transformational leadership , Engagement
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/11260/13740 , vital:78984 , DOI: https://doi.org/10.3390/admsci13050125
- Description: There has been a growing concern for excellent service delivery in the public sector. The challenges that are hindering service delivery in Town Councils have been attributed to political interference in appointments and ineffective leadership. The residents in the Town Council have been experiencing power outages and water shortages. The livelihoods of the residents and business operations have been hindered by these difficulties. This study investigates the influence of leadership on service delivery in a Town Council in Namibia. A qualitative research approach was adopted to analyse the influence of leadership practices on service delivery in times of change. A total of ten participants were sampled from a population of 117 staff members using a purposive sampling. Face-to-face interviews were conducted using a semi-structured interview guide. Participants views were tape recorded, transcribed into Microsoft Word, and analysed using thematic analysis via NVivo 12. The results showed that logistical difficulties, political interference, lack of human resources, and financial constraints, are the challenges hampering service delivery in the Town Council. The need for managers and supervisors to inspire, coach, mentor, and motivate their subordinates to enhance service delivery using a transformational leadership style is evident in the results. Therefore, the Town Council should prioritise budgeting, foster public-private partnerships, promote innovation, and ensure stakeholder engagement to enhance service delivery in the Town Council.
- Full Text:
- Date Issued: 2023
- Authors: Atiku, Olusegun Sulaiman , Kurana, Mulife Collen , Ganiyu, Olayiwola Idris
- Date: 2023
- Subjects: Leadership , Namibia , Public sector , Service delivery , Stakeholders , Town Council , Transformational leadership , Engagement
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/11260/13740 , vital:78984 , DOI: https://doi.org/10.3390/admsci13050125
- Description: There has been a growing concern for excellent service delivery in the public sector. The challenges that are hindering service delivery in Town Councils have been attributed to political interference in appointments and ineffective leadership. The residents in the Town Council have been experiencing power outages and water shortages. The livelihoods of the residents and business operations have been hindered by these difficulties. This study investigates the influence of leadership on service delivery in a Town Council in Namibia. A qualitative research approach was adopted to analyse the influence of leadership practices on service delivery in times of change. A total of ten participants were sampled from a population of 117 staff members using a purposive sampling. Face-to-face interviews were conducted using a semi-structured interview guide. Participants views were tape recorded, transcribed into Microsoft Word, and analysed using thematic analysis via NVivo 12. The results showed that logistical difficulties, political interference, lack of human resources, and financial constraints, are the challenges hampering service delivery in the Town Council. The need for managers and supervisors to inspire, coach, mentor, and motivate their subordinates to enhance service delivery using a transformational leadership style is evident in the results. Therefore, the Town Council should prioritise budgeting, foster public-private partnerships, promote innovation, and ensure stakeholder engagement to enhance service delivery in the Town Council.
- Full Text:
- Date Issued: 2023
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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