Exploring situational leadership as a key competence in driving the implementation of the integrated development plan of a South African municipality
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
An evaluation of how ABSA retail branch management experience change at ABSA Eastern Cape
- Authors: Ramjee, Keeran
- Date: 2017
- Subjects: Banks and banking -- South Africa -- Eastern Cape -- Leadership , Leadership -- South Africa -- Eastern Cape , Financial services industry -- South Africa -- Eastern Cape , Organizational change -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/19949 , vital:29011
- Description: Organisational leaders often assume that change (large or small) is straightforward and the approach to solve the problems is done rationally and logically. Thereafter a strategy is developed and a plan is implemented to make the improvement a reality. It comes as a shock to organisational leadership that those improvement plans, initially envisioned, do not deliver on expectations. As mentioned in The effective change managers’ handbook (Smith, et al., 2014), a greater shock awaits organisational leadership that after convincing colleagues of the necessity for the change to solution and the need to resolve the issue, in reality, it does not always work or achieve the desired outcomes. Improvement plans are often met with resistance by various stakeholders within the organisation. As a result, these improvement plans are abandoned and the organisation is relegated to business as usual. Literature reviewed in the field of organisational change management reveals a failure rate of 70% to 80% when it comes to the implementation of change initiatives and more so where change initiatives have a low expected return on value. Organisational change and organisational change management literature is constantly evolving as variable criteria and measures are researched, revealing deeper insight and impact on organisations. Therefore, according to literature, a greater knowledge of organisational change management within a global context would provide relevance and richness in the manner in which organisations go about implementing change initiatives. The key challenges and management issue at hand are to explore, understand and comprehend the variables that influence the branch manager’s positive reaction to change. This will guide organisational leadership and improve the success rate of change initiatives implemented in the organisation.For Absa to maintain a competitive advantage and ensure sustainability, a comprehensive understanding of the variables that influence the branch managers’ positive reaction to change is an imperative for Absa’s organisational leadership. Organisational change and organisational change management have all the key elements for the implementation of change within organisations. If executed effectively, this would result in a positive reaction by employees when change initiatives are introduced into the organisation. By studying past experiences and outcomes from empirical studies on organisational change and organisational change management, it was possible to draw lessons and experience about the discipline of organisational change management and factors influencing effective implementation of change initiatives resulting in a greater degree of success. The study may be of significance to other organisations across industries looking at improving the success rate in terms of implementing change initiatives within the managerial level of an organisation. Factors that come to the fore are creativity in influencing leadership behaviour, due diligence about investment opportunities, return on change initiatives, etc. These need to be explored in order for the organisation to achieve the objectives of remaining competitive and ensuring the sustainability of the organisation. Therefore creative strategies and thinking of ways to circumvent challenges in organisational change and organisational change management needs to be employed. The following independent variables were tested: training, effective communication, employee inclusion, trust, decreasing fear of the unknown and finally, decreasing fear of failure. Results revealed from the quantitative research that trust and decreasing fear of the unknown are essential factors influencing branch managers’ positive reaction to change though the importance of the other independent variables tested must not be considered to be of lesser importance. This study therefore concluded that utilisation of the framework, with emphasis on trust and decreasing fear of the unknown will result in the positive reaction by Absa branch managers to change and this will ultimately influence the success rate of change initiatives implemented. Recommendations were also made for future research studies that can contribute to organisational change and change management literature with emphasis on positive reaction to change, as well as the improvement and success rate of change initiatives implemented within organisations.
- Full Text:
- Date Issued: 2017
- Authors: Ramjee, Keeran
- Date: 2017
- Subjects: Banks and banking -- South Africa -- Eastern Cape -- Leadership , Leadership -- South Africa -- Eastern Cape , Financial services industry -- South Africa -- Eastern Cape , Organizational change -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/19949 , vital:29011
- Description: Organisational leaders often assume that change (large or small) is straightforward and the approach to solve the problems is done rationally and logically. Thereafter a strategy is developed and a plan is implemented to make the improvement a reality. It comes as a shock to organisational leadership that those improvement plans, initially envisioned, do not deliver on expectations. As mentioned in The effective change managers’ handbook (Smith, et al., 2014), a greater shock awaits organisational leadership that after convincing colleagues of the necessity for the change to solution and the need to resolve the issue, in reality, it does not always work or achieve the desired outcomes. Improvement plans are often met with resistance by various stakeholders within the organisation. As a result, these improvement plans are abandoned and the organisation is relegated to business as usual. Literature reviewed in the field of organisational change management reveals a failure rate of 70% to 80% when it comes to the implementation of change initiatives and more so where change initiatives have a low expected return on value. Organisational change and organisational change management literature is constantly evolving as variable criteria and measures are researched, revealing deeper insight and impact on organisations. Therefore, according to literature, a greater knowledge of organisational change management within a global context would provide relevance and richness in the manner in which organisations go about implementing change initiatives. The key challenges and management issue at hand are to explore, understand and comprehend the variables that influence the branch manager’s positive reaction to change. This will guide organisational leadership and improve the success rate of change initiatives implemented in the organisation.For Absa to maintain a competitive advantage and ensure sustainability, a comprehensive understanding of the variables that influence the branch managers’ positive reaction to change is an imperative for Absa’s organisational leadership. Organisational change and organisational change management have all the key elements for the implementation of change within organisations. If executed effectively, this would result in a positive reaction by employees when change initiatives are introduced into the organisation. By studying past experiences and outcomes from empirical studies on organisational change and organisational change management, it was possible to draw lessons and experience about the discipline of organisational change management and factors influencing effective implementation of change initiatives resulting in a greater degree of success. The study may be of significance to other organisations across industries looking at improving the success rate in terms of implementing change initiatives within the managerial level of an organisation. Factors that come to the fore are creativity in influencing leadership behaviour, due diligence about investment opportunities, return on change initiatives, etc. These need to be explored in order for the organisation to achieve the objectives of remaining competitive and ensuring the sustainability of the organisation. Therefore creative strategies and thinking of ways to circumvent challenges in organisational change and organisational change management needs to be employed. The following independent variables were tested: training, effective communication, employee inclusion, trust, decreasing fear of the unknown and finally, decreasing fear of failure. Results revealed from the quantitative research that trust and decreasing fear of the unknown are essential factors influencing branch managers’ positive reaction to change though the importance of the other independent variables tested must not be considered to be of lesser importance. This study therefore concluded that utilisation of the framework, with emphasis on trust and decreasing fear of the unknown will result in the positive reaction by Absa branch managers to change and this will ultimately influence the success rate of change initiatives implemented. Recommendations were also made for future research studies that can contribute to organisational change and change management literature with emphasis on positive reaction to change, as well as the improvement and success rate of change initiatives implemented within organisations.
- Full Text:
- Date Issued: 2017
Influence of leadership styles on the business performance of family businesses in the Eastern Cape
- Authors: De Witt, Andrea
- Date: 2015
- Subjects: Family-owned business enterprises -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Performance
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9306 , http://hdl.handle.net/10948/d1018510
- Description: Given the importance of family businesses with regard to the economic growth of South Africa, and the fact that their high failure rates have a negative influence on the country’s economy, this study focused on ineffective leadership among family businesses and the influence thereof on business performance. People’s perceptions of leadership are changing, and an ethical, people-centred, character-orientated approach to leadership may be what businesses require. In addition, innovation and employee well-being are being given high priority, and leadership that is ethical and caring is of great importance. The primary objective of this study was twofold, firstly to establish the levels of Ethical, Authentic, Participative and Servant leadership displayed by family business owners and employees in the Eastern Cape, and secondly to establish the influence on the Perceived business performance of the family business of displaying these styles. Poor leadership was identified as a major challenge that family businesses are faced with, and a challenge that contributes to their high failure rate. The literature dealt with the nature and importance of leadership, and both traditional and contemporary leadership styles were elaborated on. The traditional leadership styles identified were autocratic, laissez-faire, transactional, transformational and participative leadership, while the contemporary styles identified and discussed were ethical, authentic and servant leadership. From the literature it was evident that a more ethical, people-centred, character-orientated approach to leadership may be what businesses require to be successful today. The literature highlighted Ethical, Authentic, Participative, and Servant leadership as the more character-orientated leadership styles that positively influence the performance of any business, including family businesses. These leadership styles formed the main focus of this study. In this study a quantitative research design was adopted and a descriptive study of a cross-sectional nature was undertaken. A convenience sampling technique was used owing to the inaccessibility of a family business database. The sample size in this study consisted of 250 small family businesses. A survey was undertaken and a structured, self-administered questionnaire was used to gather the necessary data. The measuring instrument was developed by sourcing items from several existing studies. Family business owners and employees working in the family business were approached by fieldworkers and asked to participate in the study. In total, 266 questionnaires were usable, 133 from family business owners and 133 from family business employees. An effective response rate of 53.20 percent was achieved. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach’s alpha coefficients. Descriptive statistics were calculated in order to summarise the sample data, while t-tests were used to determine whether the differences in mean scores returned by the family business owner and employee sample groups for the leadership styles under investigation, were significantly different from each other. Pearson’s product moment correlations were used to assess the associations between the variables under investigation. A multiple regression analysis (MRA) was used to assess the relationships between the independent variables and the dependent variable Perceived business performance. Lastly, the relationships between selected demographic variables and leadership styles displayed by family business owners were tested by means of an Analysis of Variance (ANOVA). Five factors were extracted from the EFA, four of which were considered for further analysis. The four usable factors extracted could be identified as the theoretical dimensions of Ethical leadership, Participative leadership, Perceived business performance and Servant leadership. The items measuring Ethical and Authentic leadership did not load as expected, as several items measuring the two factors loaded onto one factor. The Cronbach’s alpha coefficients returned for the four usable factors extracted from the EFA were greater than 0.7, and thus the scales measuring the independent and dependent variables provided satisfactory evidence of validity and reliability. The findings of this study show that for both the family business owner and employee sample group, Ethical leadership returned the highest mean score, followed by Servant and Participative leadership. The great majority of the family business owners therefore agreed that they adopted these leadership styles. In addition the majority of family business employees agreed that the family business owner, for whom they worked, adopted these leadership styles. T-tests were conducted to assess whether the differences in mean scores returned by the two sample groups were statistically significant. Significant differences were found between the means scores returned by both sample groups with regard to the level of Ethical and Servant leadership displayed by the family business owner. No significant difference was found between the mean scores returned by both sample groups for Participative leadership. This finding was not surprising, given that socially desirable bias occurs when individuals describe or rate themselves in a manner that is untruthful or in a way that they feel may be viewed favourably by others. From the MRA, no relationships were reported between the independent variables (Ethical, Participative and Servant leadership) and the dependent variable Perceived business performance. The results of ANOVA revealed that there was no relationship between the Gender, Age, Ethnicity, Tenure, Generation, Number of employees and the Nature of the family business and the Ethical, Participative, and Servant leadership styles. However, the results show that family business owners with a tertiary qualification are more likely to adopt a Participative leadership style. Despite no significant relationship found in this study, it is well supported in the literature that the leadership styles investigated have a positive influence on business performance. Family business owners should take cognisance of this, and measures should be taken to ensure that the leadership style implemented in their businesses is ethical, participative and servant-orientated. This study has attempted to enlarge the body of knowledge available on leadership, especially concerning the servant, ethical, people-centred and character-orientated leadership styles. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on leadership. Furthermore, this study has addressed a gap in the current literature regarding the influence of leadership on business performance among family businesses in a developing economy such as South Africa.
- Full Text:
- Date Issued: 2015
- Authors: De Witt, Andrea
- Date: 2015
- Subjects: Family-owned business enterprises -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Performance
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9306 , http://hdl.handle.net/10948/d1018510
- Description: Given the importance of family businesses with regard to the economic growth of South Africa, and the fact that their high failure rates have a negative influence on the country’s economy, this study focused on ineffective leadership among family businesses and the influence thereof on business performance. People’s perceptions of leadership are changing, and an ethical, people-centred, character-orientated approach to leadership may be what businesses require. In addition, innovation and employee well-being are being given high priority, and leadership that is ethical and caring is of great importance. The primary objective of this study was twofold, firstly to establish the levels of Ethical, Authentic, Participative and Servant leadership displayed by family business owners and employees in the Eastern Cape, and secondly to establish the influence on the Perceived business performance of the family business of displaying these styles. Poor leadership was identified as a major challenge that family businesses are faced with, and a challenge that contributes to their high failure rate. The literature dealt with the nature and importance of leadership, and both traditional and contemporary leadership styles were elaborated on. The traditional leadership styles identified were autocratic, laissez-faire, transactional, transformational and participative leadership, while the contemporary styles identified and discussed were ethical, authentic and servant leadership. From the literature it was evident that a more ethical, people-centred, character-orientated approach to leadership may be what businesses require to be successful today. The literature highlighted Ethical, Authentic, Participative, and Servant leadership as the more character-orientated leadership styles that positively influence the performance of any business, including family businesses. These leadership styles formed the main focus of this study. In this study a quantitative research design was adopted and a descriptive study of a cross-sectional nature was undertaken. A convenience sampling technique was used owing to the inaccessibility of a family business database. The sample size in this study consisted of 250 small family businesses. A survey was undertaken and a structured, self-administered questionnaire was used to gather the necessary data. The measuring instrument was developed by sourcing items from several existing studies. Family business owners and employees working in the family business were approached by fieldworkers and asked to participate in the study. In total, 266 questionnaires were usable, 133 from family business owners and 133 from family business employees. An effective response rate of 53.20 percent was achieved. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach’s alpha coefficients. Descriptive statistics were calculated in order to summarise the sample data, while t-tests were used to determine whether the differences in mean scores returned by the family business owner and employee sample groups for the leadership styles under investigation, were significantly different from each other. Pearson’s product moment correlations were used to assess the associations between the variables under investigation. A multiple regression analysis (MRA) was used to assess the relationships between the independent variables and the dependent variable Perceived business performance. Lastly, the relationships between selected demographic variables and leadership styles displayed by family business owners were tested by means of an Analysis of Variance (ANOVA). Five factors were extracted from the EFA, four of which were considered for further analysis. The four usable factors extracted could be identified as the theoretical dimensions of Ethical leadership, Participative leadership, Perceived business performance and Servant leadership. The items measuring Ethical and Authentic leadership did not load as expected, as several items measuring the two factors loaded onto one factor. The Cronbach’s alpha coefficients returned for the four usable factors extracted from the EFA were greater than 0.7, and thus the scales measuring the independent and dependent variables provided satisfactory evidence of validity and reliability. The findings of this study show that for both the family business owner and employee sample group, Ethical leadership returned the highest mean score, followed by Servant and Participative leadership. The great majority of the family business owners therefore agreed that they adopted these leadership styles. In addition the majority of family business employees agreed that the family business owner, for whom they worked, adopted these leadership styles. T-tests were conducted to assess whether the differences in mean scores returned by the two sample groups were statistically significant. Significant differences were found between the means scores returned by both sample groups with regard to the level of Ethical and Servant leadership displayed by the family business owner. No significant difference was found between the mean scores returned by both sample groups for Participative leadership. This finding was not surprising, given that socially desirable bias occurs when individuals describe or rate themselves in a manner that is untruthful or in a way that they feel may be viewed favourably by others. From the MRA, no relationships were reported between the independent variables (Ethical, Participative and Servant leadership) and the dependent variable Perceived business performance. The results of ANOVA revealed that there was no relationship between the Gender, Age, Ethnicity, Tenure, Generation, Number of employees and the Nature of the family business and the Ethical, Participative, and Servant leadership styles. However, the results show that family business owners with a tertiary qualification are more likely to adopt a Participative leadership style. Despite no significant relationship found in this study, it is well supported in the literature that the leadership styles investigated have a positive influence on business performance. Family business owners should take cognisance of this, and measures should be taken to ensure that the leadership style implemented in their businesses is ethical, participative and servant-orientated. This study has attempted to enlarge the body of knowledge available on leadership, especially concerning the servant, ethical, people-centred and character-orientated leadership styles. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on leadership. Furthermore, this study has addressed a gap in the current literature regarding the influence of leadership on business performance among family businesses in a developing economy such as South Africa.
- Full Text:
- Date Issued: 2015
Leadership effectiveness in local government : the case of Amathole District Municipality
- Authors: Tshefu, Nolitha
- Date: 2014
- Subjects: Leadership -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8924 , http://hdl.handle.net/10948/d1021142
- Description: Local government is a complex sphere of government that was established on the principles of deepening democracy and advancing developmental local government. This is premised on the fact that local government is highly legislated; furthermore it is the sphere that is the closest to the people. Local government has endured a lot of criticism ranging from lack of leadership, inexperienced and unqualified managers, lack of service delivery and the poor quality of the services provided. The critical question being asked in this research study is whether the current calibre of leadership is achieving the principles of local government. Councillors, by virtue of their establishment, were meant to be the voice of communities. Councillors have a supervisory role to play in the council, but the skills, capacities and experience of councillors are often lacking. The media reports daily on problems and crises called “challenges” facing municipalities. Government has acknowledged that there are challenges in local government. This raises the issue of cadre deployment, whether it assists government in achieving its developmental objectives. Cadre deployment is a strategy of the ruling party which was meant to bring the previously disadvantaged groups to a position of power. This was meant to try to balance the imbalances of the past. This research study argues that the high volume of dissatisfaction by communities may be aggravated by the non-effectiveness of the political bearers in the municipal councils. This study identifies a number of contributing factors to the challenge at hand, such as the deployment of people to council structures; requirement in terms of academic qualification; and lack of leadership. Furthermore, this study investigates what could be the problem with the cadre deployment strategy of the ruling party; asking whether the problem is with the strategy itself or with its implementation. This research study therefore seeks to evaluate the impact the political leaders have on local government, focusing on service delivery. The study will first outline the state of local government in South Africa; compare the design of SA local government to international and African countries as well as looking at the key variables that result in the lack of service delivery. The issue of woman empowerment will also be discussed, evaluating the role that the country up to local government has played in ensuring that the 50/50 representation is achieved. The conclusion from this research is that a framework for the selection of council candidates should be developed. The framework will outline the basic skills and qualification requirements. The recommendations include improvements in the processes of interacting with communities; enforcing the code of conduct; developing ways that the municipality can educate communities on government operations; improved community participation and increased accountability. The impact of the lack of leadership in councillors undermines the democratic principles of developmental local government.
- Full Text:
- Date Issued: 2014
- Authors: Tshefu, Nolitha
- Date: 2014
- Subjects: Leadership -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8924 , http://hdl.handle.net/10948/d1021142
- Description: Local government is a complex sphere of government that was established on the principles of deepening democracy and advancing developmental local government. This is premised on the fact that local government is highly legislated; furthermore it is the sphere that is the closest to the people. Local government has endured a lot of criticism ranging from lack of leadership, inexperienced and unqualified managers, lack of service delivery and the poor quality of the services provided. The critical question being asked in this research study is whether the current calibre of leadership is achieving the principles of local government. Councillors, by virtue of their establishment, were meant to be the voice of communities. Councillors have a supervisory role to play in the council, but the skills, capacities and experience of councillors are often lacking. The media reports daily on problems and crises called “challenges” facing municipalities. Government has acknowledged that there are challenges in local government. This raises the issue of cadre deployment, whether it assists government in achieving its developmental objectives. Cadre deployment is a strategy of the ruling party which was meant to bring the previously disadvantaged groups to a position of power. This was meant to try to balance the imbalances of the past. This research study argues that the high volume of dissatisfaction by communities may be aggravated by the non-effectiveness of the political bearers in the municipal councils. This study identifies a number of contributing factors to the challenge at hand, such as the deployment of people to council structures; requirement in terms of academic qualification; and lack of leadership. Furthermore, this study investigates what could be the problem with the cadre deployment strategy of the ruling party; asking whether the problem is with the strategy itself or with its implementation. This research study therefore seeks to evaluate the impact the political leaders have on local government, focusing on service delivery. The study will first outline the state of local government in South Africa; compare the design of SA local government to international and African countries as well as looking at the key variables that result in the lack of service delivery. The issue of woman empowerment will also be discussed, evaluating the role that the country up to local government has played in ensuring that the 50/50 representation is achieved. The conclusion from this research is that a framework for the selection of council candidates should be developed. The framework will outline the basic skills and qualification requirements. The recommendations include improvements in the processes of interacting with communities; enforcing the code of conduct; developing ways that the municipality can educate communities on government operations; improved community participation and increased accountability. The impact of the lack of leadership in councillors undermines the democratic principles of developmental local government.
- Full Text:
- Date Issued: 2014
An assessment of the impact of labour unions on school governance processes and service delivery :a case-study of the King William's Town district
- Ngumbela, Nositembele Anahopia
- Authors: Ngumbela, Nositembele Anahopia
- Date: 2012
- Subjects: Human services -- South Africa -- Eastern Cape , Labor unions -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11670 , http://hdl.handle.net/10353/d1007114 , Human services -- South Africa -- Eastern Cape , Labor unions -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape
- Description: The demise of apartheid and the ushering in of the New Dispensation in 1994 necessitated the dismantling of the old structures of government which divided the people along racial lines and building a united South Africa based on the principles of the new Constitution.Chapter 10 of the Constitution No. 108 of the Republic of South Africa gives guidelines and principles on how Public Administration should be governed. Section 195 provides for the basic values and principles which govern public administration. The Eastern Cape Department of Education is faced with a problem where the basic values and principles which govern public administration in schools had either not been observed or are completely compromised despite the involvement of labour unions. This is evident in the final results of matrics year after year which became a social concern and the national question. The state of affairs is not improving despite the involvement of labour unions and this prompted the National government to intervene through Section 100. This study will try to explore and mitigate this undesirable state of affairs. The involvement of labour unions is a critical question as to whether their involvement enhances proper governance and policy intentions in schools which will enhance service delivery and increase performance and output results. The researcher followed a multi-method approach to benefit from the diversity of opinions and understand the problem better.
- Full Text:
- Date Issued: 2012
- Authors: Ngumbela, Nositembele Anahopia
- Date: 2012
- Subjects: Human services -- South Africa -- Eastern Cape , Labor unions -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11670 , http://hdl.handle.net/10353/d1007114 , Human services -- South Africa -- Eastern Cape , Labor unions -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape
- Description: The demise of apartheid and the ushering in of the New Dispensation in 1994 necessitated the dismantling of the old structures of government which divided the people along racial lines and building a united South Africa based on the principles of the new Constitution.Chapter 10 of the Constitution No. 108 of the Republic of South Africa gives guidelines and principles on how Public Administration should be governed. Section 195 provides for the basic values and principles which govern public administration. The Eastern Cape Department of Education is faced with a problem where the basic values and principles which govern public administration in schools had either not been observed or are completely compromised despite the involvement of labour unions. This is evident in the final results of matrics year after year which became a social concern and the national question. The state of affairs is not improving despite the involvement of labour unions and this prompted the National government to intervene through Section 100. This study will try to explore and mitigate this undesirable state of affairs. The involvement of labour unions is a critical question as to whether their involvement enhances proper governance and policy intentions in schools which will enhance service delivery and increase performance and output results. The researcher followed a multi-method approach to benefit from the diversity of opinions and understand the problem better.
- Full Text:
- Date Issued: 2012
An exploration of ethical conduct in the South African public sector: a case of the Eastern Cape Department of Education
- Authors: Gwanzura, Owen
- Date: 2012
- Subjects: Human capital -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape , Political corruption -- South Africa -- Eastern Cape , Ethics -- South Africa -- Eastern Cape , Fraud -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Human services -- South Africa -- Eastern Cape , Civil service -- South Africa -- Eastern Cape , Eastern Cape -- South Africa -- Economic conditions , Accountability , Auditor-General , Code of Conduct , Corruption , Eastern Cape Department of Education , Ethical Conduct , Unethical Conduct
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11672 , http://hdl.handle.net/10353/d1007121 , Human capital -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape , Political corruption -- South Africa -- Eastern Cape , Ethics -- South Africa -- Eastern Cape , Fraud -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Human services -- South Africa -- Eastern Cape , Civil service -- South Africa -- Eastern Cape , Eastern Cape -- South Africa -- Economic conditions , Accountability , Auditor-General , Code of Conduct , Corruption , Eastern Cape Department of Education , Ethical Conduct , Unethical Conduct
- Description: The Eastern Cape Department of Education has become like a problem child in the Republic of South Africa. It is a cause for concern to both the provincial and national government. This is a department where service delivery is problematic. Schools are not built or renovated and children are taught in dilapidated structures or sometimes under trees. Hardly a week passes without the department making the headlines in the media for the wrong reasons. It is widely accepted that the department is dysfunctional and education is in a crisis. The department has emerged as the number one culprit of engaging in corrupt activities in the province. Public officials in the department have been identified as being at the helm of these corrupt activities. In the 200/10 financial year, the Auditor General issued a disclaimer to the department and highlighted a lack of direction, accountability and a total breakdown of internal control systems and supply chain management within the department. Numerous fraud risk indicators were identified during the audit and underlined by findings that are indicative of fraud and corruption within the department. This unfortunate state of affairs is contrary to the requirements of section 195(1) of the Constitution of the Republic of South Africa which provides for the democratic values and principles governing public administration including inter alia, that: A high standard of professional ethics must be promoted and maintained. Efficient, economic and effective use of resources must be promoted. Public administration must be accountable. This raises several questions about the ethical fitness of public officials in the department as the custodians of the public resources and trust. Though several reasons abound for this unfavourable state of affairs in the department, the researcher has singled out unethical conduct by public officials in the department and its impact on service delivery. The approach followed in this research was to analyse the 2009/10 Department of Education Annual Report and the 2009/10 Auditor General’s Report to the Eastern Cape Department of Education. The analysis confirmed the existence and occurrence of multiple cases of unethical conduct in the department. At the end scientific recommendations are proposed to alleviate this ill.
- Full Text:
- Date Issued: 2012
- Authors: Gwanzura, Owen
- Date: 2012
- Subjects: Human capital -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape , Political corruption -- South Africa -- Eastern Cape , Ethics -- South Africa -- Eastern Cape , Fraud -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Human services -- South Africa -- Eastern Cape , Civil service -- South Africa -- Eastern Cape , Eastern Cape -- South Africa -- Economic conditions , Accountability , Auditor-General , Code of Conduct , Corruption , Eastern Cape Department of Education , Ethical Conduct , Unethical Conduct
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11672 , http://hdl.handle.net/10353/d1007121 , Human capital -- South Africa -- Eastern Cape , Responsibility -- South Africa -- Eastern Cape , Political corruption -- South Africa -- Eastern Cape , Ethics -- South Africa -- Eastern Cape , Fraud -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Human services -- South Africa -- Eastern Cape , Civil service -- South Africa -- Eastern Cape , Eastern Cape -- South Africa -- Economic conditions , Accountability , Auditor-General , Code of Conduct , Corruption , Eastern Cape Department of Education , Ethical Conduct , Unethical Conduct
- Description: The Eastern Cape Department of Education has become like a problem child in the Republic of South Africa. It is a cause for concern to both the provincial and national government. This is a department where service delivery is problematic. Schools are not built or renovated and children are taught in dilapidated structures or sometimes under trees. Hardly a week passes without the department making the headlines in the media for the wrong reasons. It is widely accepted that the department is dysfunctional and education is in a crisis. The department has emerged as the number one culprit of engaging in corrupt activities in the province. Public officials in the department have been identified as being at the helm of these corrupt activities. In the 200/10 financial year, the Auditor General issued a disclaimer to the department and highlighted a lack of direction, accountability and a total breakdown of internal control systems and supply chain management within the department. Numerous fraud risk indicators were identified during the audit and underlined by findings that are indicative of fraud and corruption within the department. This unfortunate state of affairs is contrary to the requirements of section 195(1) of the Constitution of the Republic of South Africa which provides for the democratic values and principles governing public administration including inter alia, that: A high standard of professional ethics must be promoted and maintained. Efficient, economic and effective use of resources must be promoted. Public administration must be accountable. This raises several questions about the ethical fitness of public officials in the department as the custodians of the public resources and trust. Though several reasons abound for this unfavourable state of affairs in the department, the researcher has singled out unethical conduct by public officials in the department and its impact on service delivery. The approach followed in this research was to analyse the 2009/10 Department of Education Annual Report and the 2009/10 Auditor General’s Report to the Eastern Cape Department of Education. The analysis confirmed the existence and occurrence of multiple cases of unethical conduct in the department. At the end scientific recommendations are proposed to alleviate this ill.
- Full Text:
- Date Issued: 2012
The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London
- Authors: Bell, Clement
- Date: 2012
- Subjects: Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11556 , http://hdl.handle.net/10353/d1007116 , Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
- Full Text:
- Date Issued: 2012
- Authors: Bell, Clement
- Date: 2012
- Subjects: Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11556 , http://hdl.handle.net/10353/d1007116 , Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
- Full Text:
- Date Issued: 2012
Servant leadership principle as part of the corporate philosophies of companies
- Authors: Du Plessis, Francine
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Servant leadership -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9283 , http://hdl.handle.net/10948/1359 , Leadership -- South Africa -- Eastern Cape , Servant leadership -- South Africa -- Eastern Cape
- Description: This research provides insight into the servant leadership principles that are found in the mission, vision and values statements of companies. The primary purpose of this study is to investigate the corporate philosophies of companies to ascertain whether it contains servant leadership principles and thus to what extent these companies may utilise these principles. Mayer, Bardes and Piccolo (2008) state that servant leaders are lead by a moral orientation, which results in the likelihood of them engaging in ethical practices and being unbiased in the decision-making process. The lack of moral and ethical behaviour by leaders indicates that there is a need for a leadership method that is based on ethical practices and moral behaviour. Trompenaars and Voerman (2009) noted that companies who have implemented servant leadership are successful as a result. Spears (2004) indicated that the corporate philosophy of a company should reflect its leadership. This study will therefore aim to identify whether servant leadership principles are evident in the corporate philosophies of companies by using a framework developed to investigate servant leadership. A mixed method empirical research design was applied, using published financial statements to analyse the corporate philosophies of companies. Convenience sampling was used to identify a sample of 100 companies. Fifty companies from the top 200 listed companies at the Johannesburg Stock Exchange in South Africa (JSE) and another fifty companies from the top 100 listed companies at the New York Stock Exchange (NYSE) were included in the sample. The values statements, missions and visions of each company were qualitatively analysed and coded. This resulted in a set of data that could be quantitatively analysed. The results show that the majority of the sample as a whole displayed at least five out of the ten servant leadership principles. The JSE sample only displayed five out of the ten xv servant leadership principles compared to the NYSE sample that displayed seven out of the ten. There was also no statistical significant difference between the results of the respondent companies of the two stock exchanges. The JSE sample referred mostly to the servant leadership principle of Integrity, while the NYSE sample referred mostly to Employee empowerment and development. It can be concluded that servant leadership principles are indeed present in the corporate philosophies of companies listed on both the JSE and the NYSE. However, these principles are present in varying degrees. This study provides research on servant leadership principles by providing an international comparison of the missions, visions and values statements of companies in two countries. The framework developed to investigate servant leadership principles can thus be further extended and used to investigate whether businesses in general are employing these principles.
- Full Text:
- Date Issued: 2010
- Authors: Du Plessis, Francine
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Servant leadership -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9283 , http://hdl.handle.net/10948/1359 , Leadership -- South Africa -- Eastern Cape , Servant leadership -- South Africa -- Eastern Cape
- Description: This research provides insight into the servant leadership principles that are found in the mission, vision and values statements of companies. The primary purpose of this study is to investigate the corporate philosophies of companies to ascertain whether it contains servant leadership principles and thus to what extent these companies may utilise these principles. Mayer, Bardes and Piccolo (2008) state that servant leaders are lead by a moral orientation, which results in the likelihood of them engaging in ethical practices and being unbiased in the decision-making process. The lack of moral and ethical behaviour by leaders indicates that there is a need for a leadership method that is based on ethical practices and moral behaviour. Trompenaars and Voerman (2009) noted that companies who have implemented servant leadership are successful as a result. Spears (2004) indicated that the corporate philosophy of a company should reflect its leadership. This study will therefore aim to identify whether servant leadership principles are evident in the corporate philosophies of companies by using a framework developed to investigate servant leadership. A mixed method empirical research design was applied, using published financial statements to analyse the corporate philosophies of companies. Convenience sampling was used to identify a sample of 100 companies. Fifty companies from the top 200 listed companies at the Johannesburg Stock Exchange in South Africa (JSE) and another fifty companies from the top 100 listed companies at the New York Stock Exchange (NYSE) were included in the sample. The values statements, missions and visions of each company were qualitatively analysed and coded. This resulted in a set of data that could be quantitatively analysed. The results show that the majority of the sample as a whole displayed at least five out of the ten servant leadership principles. The JSE sample only displayed five out of the ten xv servant leadership principles compared to the NYSE sample that displayed seven out of the ten. There was also no statistical significant difference between the results of the respondent companies of the two stock exchanges. The JSE sample referred mostly to the servant leadership principle of Integrity, while the NYSE sample referred mostly to Employee empowerment and development. It can be concluded that servant leadership principles are indeed present in the corporate philosophies of companies listed on both the JSE and the NYSE. However, these principles are present in varying degrees. This study provides research on servant leadership principles by providing an international comparison of the missions, visions and values statements of companies in two countries. The framework developed to investigate servant leadership principles can thus be further extended and used to investigate whether businesses in general are employing these principles.
- Full Text:
- Date Issued: 2010
The role of traditional leadership in governance and rural development: a case study of the Mpumalanga traditional authority
- Authors: George, Khanyisa
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9038 , http://hdl.handle.net/10948/1575 , Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Description: This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.
- Full Text:
- Date Issued: 2010
- Authors: George, Khanyisa
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9038 , http://hdl.handle.net/10948/1575 , Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Description: This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.
- Full Text:
- Date Issued: 2010
Cultural values and leadership styles of middle level managers in a private sector hospitals in the Eastern Cape
- Authors: Boguslavsky, Marianna
- Date: 2007
- Subjects: Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10080 , http://hdl.handle.net/10948/478 , http://hdl.handle.net/10948/d1011927 , Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Description: In recent years, South Africa has seen increasing cultural diversification with regard to the appointment of managers in private healthcare facilities. However, research conducted in this area remains extremely limited. The aim of the present study was to explore and describe cultural values and leadership styles of middle managers at a private sector hospital in the Eastern Cape. Hofstede’s (1980, a ) model of cultural values served as a theoretical framework to conceptualise this study. The study was qualitative in nature and made use of in-depth research interviews conducted with a diverse sample of middle managers. The researcher made use of homogeneous and convenience sampling and utilised five participants. The qualitative data was analysed using Tesch’s (1990, in De Vos, 2002) method of analysis. Results revealed that despite the differences in personal culture, most of the managers are similar in their leadership styles and are also affected by the organizational culture. The results of the study contribute to a better understanding of the influence of cultural values and leadership styles in South Africa and will thereby benefit health institutions in their dealings with their modern day multi-cultural management staff.
- Full Text:
- Date Issued: 2007
- Authors: Boguslavsky, Marianna
- Date: 2007
- Subjects: Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10080 , http://hdl.handle.net/10948/478 , http://hdl.handle.net/10948/d1011927 , Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Description: In recent years, South Africa has seen increasing cultural diversification with regard to the appointment of managers in private healthcare facilities. However, research conducted in this area remains extremely limited. The aim of the present study was to explore and describe cultural values and leadership styles of middle managers at a private sector hospital in the Eastern Cape. Hofstede’s (1980, a ) model of cultural values served as a theoretical framework to conceptualise this study. The study was qualitative in nature and made use of in-depth research interviews conducted with a diverse sample of middle managers. The researcher made use of homogeneous and convenience sampling and utilised five participants. The qualitative data was analysed using Tesch’s (1990, in De Vos, 2002) method of analysis. Results revealed that despite the differences in personal culture, most of the managers are similar in their leadership styles and are also affected by the organizational culture. The results of the study contribute to a better understanding of the influence of cultural values and leadership styles in South Africa and will thereby benefit health institutions in their dealings with their modern day multi-cultural management staff.
- Full Text:
- Date Issued: 2007
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