Leadership influence on organisational performance at Eskom
- Authors: Xawuka, Asanda
- Date: 2019
- Subjects: Leadership -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/42433 , vital:36655
- Description: The role and the impact of leadership in business and society is a topic of interest to many in business. This is evident by the increase in the number of studies on the topic of leadership. Organisational leaders are responsible to oversee the company’s operations including the allocation of resources, people management and to facilitate process integration to enable the organisation to achieve its stated objectives. State-Owned Enterprises (SOEs) such as Eskom has a mandate to provide infrastructure services to improve the country’s economic conditions. In particular, Eskom is responsible for electricity generation, transmission and distribution in South Africa and other neighbouring counties. Infrastructure development is much needed in South Africa (SA) to enable the country to attract investors and to grow local businesses, as its economy was downgraded to one notch above‘junk status’ in June 2017 (Mutize & Gossel, 2017). Apart from social responsibility, SOEs are required to operate efficiently in line with good corporate governance and become self-sufficient to fund their own future growth plans. Hence, the importance of SOEs to improve their own performance and efficiencies. In the past few years, Eskom has underperformed in meeting its key deliverables as stipulated in the shareholder compact. These include the electrification of households, maintenance of the current infrastructure and the building of excess electricity capacity. The poor performance has negatively affected the country economy due to planned outages when trying to balance electricity demand and supply. It has further contributed to ongoing community service delivery protests, which costs the country millions of rands (Kekana, 2017; Nyembezi, 2015). In the same period, the company faced many leadership changes which partly contribute to its not fully implementing its strategic plans. The objective of this study was to contribute to a possible improvement in Eskom’s performance by examining the influence of leadership on organisational performance, using the independent variables of the leadership conduct (authenticity), work support and performance determinants (culture, communication, change management, strategy implementation and talent management) and further to add to the current literature in explaining how leadership influences performance. The research design was positivistic asthe relationship amongst the above-mentioned variables was statistically tested. The sample consisted of 111 managerial and non-managerial employees in Eskom, across the nine provinces in South Africa. The empirical results were reported and interpreted. The results revealed that the talent management process, work support, effective communication and strategy implementation have a positive influence on employee performance, which in turn has a positive influence on organisational performance. These results were discussed in terms of the implications they hold for the leadership at Eskom. The limitations are reported, thereby providing areas for possible future research.
- Full Text:
- Date Issued: 2019
- Authors: Xawuka, Asanda
- Date: 2019
- Subjects: Leadership -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/42433 , vital:36655
- Description: The role and the impact of leadership in business and society is a topic of interest to many in business. This is evident by the increase in the number of studies on the topic of leadership. Organisational leaders are responsible to oversee the company’s operations including the allocation of resources, people management and to facilitate process integration to enable the organisation to achieve its stated objectives. State-Owned Enterprises (SOEs) such as Eskom has a mandate to provide infrastructure services to improve the country’s economic conditions. In particular, Eskom is responsible for electricity generation, transmission and distribution in South Africa and other neighbouring counties. Infrastructure development is much needed in South Africa (SA) to enable the country to attract investors and to grow local businesses, as its economy was downgraded to one notch above‘junk status’ in June 2017 (Mutize & Gossel, 2017). Apart from social responsibility, SOEs are required to operate efficiently in line with good corporate governance and become self-sufficient to fund their own future growth plans. Hence, the importance of SOEs to improve their own performance and efficiencies. In the past few years, Eskom has underperformed in meeting its key deliverables as stipulated in the shareholder compact. These include the electrification of households, maintenance of the current infrastructure and the building of excess electricity capacity. The poor performance has negatively affected the country economy due to planned outages when trying to balance electricity demand and supply. It has further contributed to ongoing community service delivery protests, which costs the country millions of rands (Kekana, 2017; Nyembezi, 2015). In the same period, the company faced many leadership changes which partly contribute to its not fully implementing its strategic plans. The objective of this study was to contribute to a possible improvement in Eskom’s performance by examining the influence of leadership on organisational performance, using the independent variables of the leadership conduct (authenticity), work support and performance determinants (culture, communication, change management, strategy implementation and talent management) and further to add to the current literature in explaining how leadership influences performance. The research design was positivistic asthe relationship amongst the above-mentioned variables was statistically tested. The sample consisted of 111 managerial and non-managerial employees in Eskom, across the nine provinces in South Africa. The empirical results were reported and interpreted. The results revealed that the talent management process, work support, effective communication and strategy implementation have a positive influence on employee performance, which in turn has a positive influence on organisational performance. These results were discussed in terms of the implications they hold for the leadership at Eskom. The limitations are reported, thereby providing areas for possible future research.
- Full Text:
- Date Issued: 2019
Managing leader member exchange frequency effectively in a South African retail company
- Viljoen, Petrus Johannes Jacobus
- Authors: Viljoen, Petrus Johannes Jacobus
- Date: 2009
- Subjects: Communication in organizations -- South Africa , Communication in management -- South Africa , Leadership -- South Africa , Organizational behavior -- South Africa , Organizational effectiveness -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8692 , http://hdl.handle.net/10948/1106 , Communication in organizations -- South Africa , Communication in management -- South Africa , Leadership -- South Africa , Organizational behavior -- South Africa , Organizational effectiveness -- South Africa
- Description: The purpose of this research is to highlight the importance of identifying the communication frequency within the leader-member exchange (LMX) relationship, and to appreciate what the positive or negative effect of a low or high LMX frequency has on this relationship and on staff morale. Management is for the most part responsible for communication frequency and is in a position and has the means to change such frequency or to add additional communication channels. The research was based on a program introduced in a South African retail company three years ago. Data was collected from 64 stores in the Western Cape and the results were statistically analysed on the SPSS16 program. The results clearly supported the hypotheses that, in a low-communication frequency area, an increase in communication frequency has a positive effect on staff morale and that the proximity to head office (or lack of it) does not have a negative effect on staff morale.
- Full Text:
- Date Issued: 2009
- Authors: Viljoen, Petrus Johannes Jacobus
- Date: 2009
- Subjects: Communication in organizations -- South Africa , Communication in management -- South Africa , Leadership -- South Africa , Organizational behavior -- South Africa , Organizational effectiveness -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8692 , http://hdl.handle.net/10948/1106 , Communication in organizations -- South Africa , Communication in management -- South Africa , Leadership -- South Africa , Organizational behavior -- South Africa , Organizational effectiveness -- South Africa
- Description: The purpose of this research is to highlight the importance of identifying the communication frequency within the leader-member exchange (LMX) relationship, and to appreciate what the positive or negative effect of a low or high LMX frequency has on this relationship and on staff morale. Management is for the most part responsible for communication frequency and is in a position and has the means to change such frequency or to add additional communication channels. The research was based on a program introduced in a South African retail company three years ago. Data was collected from 64 stores in the Western Cape and the results were statistically analysed on the SPSS16 program. The results clearly supported the hypotheses that, in a low-communication frequency area, an increase in communication frequency has a positive effect on staff morale and that the proximity to head office (or lack of it) does not have a negative effect on staff morale.
- Full Text:
- Date Issued: 2009
The impact of leadership on organisational politics
- Authors: Robb, Charles A
- Date: 2011
- Subjects: Leadership -- South Africa , Personnel management -- South Africa , Business and politics -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8602 , http://hdl.handle.net/10948/1634 , Leadership -- South Africa , Personnel management -- South Africa , Business and politics -- South Africa
- Description: Today‘s workforce consists of employees with diverse personalities, cultural backgrounds, nationalities, needs and wants, thus creating new challenges for today‘s leaders. One of the primary functions of leadership is the management of employee perceptions that influence organisational outcomes. Among these perceptions the perception of politics is an influential type of organisational phenomenon. There is no denying the fact that leadership greatly affects the performance of organisations. According to DuBrin (2010:8), an overview of research on managerial succession conducted over a 20 year period provides support that leadership has an impact on organisational performance. The analysis of the research found that leaders might be responsible for somewhere between 15 per cent and 45 per cent of a firm‘s performance. From the above mentioned research, it can be seen that the importance of leadership cannot be underestimated when regulating the effect of politics in the working environment and to achieve the company goals and objectives. Part of the challenge today‘s leaders face is to help employees to see the different perspectives of political actions as a positive force, rather than seeing these as negative processes that cause internal competition for resources, recognition and promotions. Company politics does not have to be about back stabbing, internal rivalry, manipulation for power and lack of trust. With the development of proper skills and personal and organisational goals, positive organisational politics provides the real foundation for competitive advantage to benefit the employee as well as the organisation. The main purpose of this research paper is to identify the influence of leadership on organisational politics. The first step was to complete a literature study on the iii selected factors which contribute to organisational politics. The factors selected were those of job ambiguity, scarcity of resources, personality, uncertainty and fairness. The literature study also includes the outcomes of organisational politics. These outcomes include job satisfaction, job performance, turnover intention and job stress. An empirical study was then used to analyse the views of staff in various departments. These questions were based on the selected factors mentioned in the previous paragraph. This involved the staff completing questionnaires. Based on the findings of the literature study and the empirical study, the last step is to make recommendations to the selected company on managing the perceptions of organisational politics. Recommendations are also made as to what leadership styles would best fit different situations
- Full Text:
- Date Issued: 2011
- Authors: Robb, Charles A
- Date: 2011
- Subjects: Leadership -- South Africa , Personnel management -- South Africa , Business and politics -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8602 , http://hdl.handle.net/10948/1634 , Leadership -- South Africa , Personnel management -- South Africa , Business and politics -- South Africa
- Description: Today‘s workforce consists of employees with diverse personalities, cultural backgrounds, nationalities, needs and wants, thus creating new challenges for today‘s leaders. One of the primary functions of leadership is the management of employee perceptions that influence organisational outcomes. Among these perceptions the perception of politics is an influential type of organisational phenomenon. There is no denying the fact that leadership greatly affects the performance of organisations. According to DuBrin (2010:8), an overview of research on managerial succession conducted over a 20 year period provides support that leadership has an impact on organisational performance. The analysis of the research found that leaders might be responsible for somewhere between 15 per cent and 45 per cent of a firm‘s performance. From the above mentioned research, it can be seen that the importance of leadership cannot be underestimated when regulating the effect of politics in the working environment and to achieve the company goals and objectives. Part of the challenge today‘s leaders face is to help employees to see the different perspectives of political actions as a positive force, rather than seeing these as negative processes that cause internal competition for resources, recognition and promotions. Company politics does not have to be about back stabbing, internal rivalry, manipulation for power and lack of trust. With the development of proper skills and personal and organisational goals, positive organisational politics provides the real foundation for competitive advantage to benefit the employee as well as the organisation. The main purpose of this research paper is to identify the influence of leadership on organisational politics. The first step was to complete a literature study on the iii selected factors which contribute to organisational politics. The factors selected were those of job ambiguity, scarcity of resources, personality, uncertainty and fairness. The literature study also includes the outcomes of organisational politics. These outcomes include job satisfaction, job performance, turnover intention and job stress. An empirical study was then used to analyse the views of staff in various departments. These questions were based on the selected factors mentioned in the previous paragraph. This involved the staff completing questionnaires. Based on the findings of the literature study and the empirical study, the last step is to make recommendations to the selected company on managing the perceptions of organisational politics. Recommendations are also made as to what leadership styles would best fit different situations
- Full Text:
- Date Issued: 2011
The effect of leadership on organisational culture and employee engagement in the South African horseracing industry
- Authors: Doorgapershad,Vikash
- Date: 2020
- Subjects: Leadership -- South Africa , Corporate culture -- South Africa Organisational behaviour Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50524 , vital:42210
- Description: The South African horseracing industry dates back to the late 1700’s, and since then has given rise to the gambling industry within the country which has become a major form of entertainment to many. The horseracing industry in South Africa is run by various stakeholders that contribute to the three sectors of the industry - agriculture, sport and gambling. The industry contributes significantly to South Africa’s GDP in the form of gambling revenue, and has created employment for thousands of people. However, over the past decade there has been a decline in the revenue required to sustain the sport of horseracing. This revenue decline is evident in the reported annual figures of the horseracing operators Phumelela Gaming & Leisure Ltd and Gold Circle (Pty) Ltd. The study that follows investigates concepts of organisational culture, employee engagement and employee performance (dependent variable) as possible causes for the decline in the revenue for the horseracing operators by examining the effects of the independent variables, leadership, financial goals and objectives, policies and procedures, innovation and the nature of business of these concepts. This was achieved by collecting data from respondents from Phumelela Gaming & Leisure and Gold Circle, and analysing them in accordance with the literature on the above dependent and independent variables. The empirical results of the study indicate that the concepts mentioned above play a significant role in the problem/s faced by the horseracing operators, and that not enough is being done to address employee related issues. As the economic climate within the country struggles during Covid-19, it has become evident that the problems faced by Phumelela Gaming & Leisure and Gold Circle need to be addressed urgently to ensure survival and sustainability of their businesses, and the horseracing industry.
- Full Text:
- Date Issued: 2020
- Authors: Doorgapershad,Vikash
- Date: 2020
- Subjects: Leadership -- South Africa , Corporate culture -- South Africa Organisational behaviour Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50524 , vital:42210
- Description: The South African horseracing industry dates back to the late 1700’s, and since then has given rise to the gambling industry within the country which has become a major form of entertainment to many. The horseracing industry in South Africa is run by various stakeholders that contribute to the three sectors of the industry - agriculture, sport and gambling. The industry contributes significantly to South Africa’s GDP in the form of gambling revenue, and has created employment for thousands of people. However, over the past decade there has been a decline in the revenue required to sustain the sport of horseracing. This revenue decline is evident in the reported annual figures of the horseracing operators Phumelela Gaming & Leisure Ltd and Gold Circle (Pty) Ltd. The study that follows investigates concepts of organisational culture, employee engagement and employee performance (dependent variable) as possible causes for the decline in the revenue for the horseracing operators by examining the effects of the independent variables, leadership, financial goals and objectives, policies and procedures, innovation and the nature of business of these concepts. This was achieved by collecting data from respondents from Phumelela Gaming & Leisure and Gold Circle, and analysing them in accordance with the literature on the above dependent and independent variables. The empirical results of the study indicate that the concepts mentioned above play a significant role in the problem/s faced by the horseracing operators, and that not enough is being done to address employee related issues. As the economic climate within the country struggles during Covid-19, it has become evident that the problems faced by Phumelela Gaming & Leisure and Gold Circle need to be addressed urgently to ensure survival and sustainability of their businesses, and the horseracing industry.
- Full Text:
- Date Issued: 2020
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