A leadership model for South Africa’s infrastructure-related State-owned Enterprises
- Authors: Notununu, Fezile
- Date: 2024-04
- Subjects: Government business enterprises -- South Africa , Construction industry , Leadership -- South Africa
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/64750 , vital:73885
- Description: The objective of this research was to create a leadership model designed specifically to address the challenges faced by South Africa's infrastructure-related, state-owned enterprises. Both Eskom and Transnet are currently experiencing leadership crises, which might be further exacerbated by the global economic difficulties. Through an initial literature review it became evident that there was a knowledge gap regarding leadership within South Africa's state-owned enterprises. Consequently, it was crucial to conduct an extensive analysis of leadership styles to ensure effective infrastructure management for these state-owned enterprises. The primary aim of this study was to propose a leadership model that would be suitable for South Africa's infrastructure-related, state-owned enterprises. To achieve this objective, the relationship between effective leadership and perceived success in infrastructure development was explored, as well as the relationship between effective planning and perceived success in infrastructure development within these enterprises. Additionally, the connection between leadership training and perceived success in infrastructure development was investigated in the study. Quantitative research methods were employed to address these research objectives. The data for this study were collected through an online survey, with a total of 335 respondents from South Africa. Descriptive statistics and structural equation modelling (SEM) were used for analysis, using SPSS AMOS 29 Software. The findings of the study indicated a significant positive relationship between effective management and perceived success in infrastructure development for state-owned enterprises. However, the results regarding the relationship between effective planning and perceived success were not statistically significant, as the p-value exceeded 0.05. Based on the outcomes of the study, appropriate and meaningful recommendations have been provided regarding the leadership model necessary for effective infrastructure management in South Africa's infrastructure-related, state-owned enterprises. , Thesis (PhD) -- Faculty of Engineering, the Built Environment and Technology, School of Built Environment and Civil Engineering, 2024
- Full Text:
- Date Issued: 2024-04
- Authors: Notununu, Fezile
- Date: 2024-04
- Subjects: Government business enterprises -- South Africa , Construction industry , Leadership -- South Africa
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/64750 , vital:73885
- Description: The objective of this research was to create a leadership model designed specifically to address the challenges faced by South Africa's infrastructure-related, state-owned enterprises. Both Eskom and Transnet are currently experiencing leadership crises, which might be further exacerbated by the global economic difficulties. Through an initial literature review it became evident that there was a knowledge gap regarding leadership within South Africa's state-owned enterprises. Consequently, it was crucial to conduct an extensive analysis of leadership styles to ensure effective infrastructure management for these state-owned enterprises. The primary aim of this study was to propose a leadership model that would be suitable for South Africa's infrastructure-related, state-owned enterprises. To achieve this objective, the relationship between effective leadership and perceived success in infrastructure development was explored, as well as the relationship between effective planning and perceived success in infrastructure development within these enterprises. Additionally, the connection between leadership training and perceived success in infrastructure development was investigated in the study. Quantitative research methods were employed to address these research objectives. The data for this study were collected through an online survey, with a total of 335 respondents from South Africa. Descriptive statistics and structural equation modelling (SEM) were used for analysis, using SPSS AMOS 29 Software. The findings of the study indicated a significant positive relationship between effective management and perceived success in infrastructure development for state-owned enterprises. However, the results regarding the relationship between effective planning and perceived success were not statistically significant, as the p-value exceeded 0.05. Based on the outcomes of the study, appropriate and meaningful recommendations have been provided regarding the leadership model necessary for effective infrastructure management in South Africa's infrastructure-related, state-owned enterprises. , Thesis (PhD) -- Faculty of Engineering, the Built Environment and Technology, School of Built Environment and Civil Engineering, 2024
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- Date Issued: 2024-04
Evaluating critical success factors for effective leadership of projects
- Authors: Notununu, Fezile
- Date: 2017
- Subjects: Project managers Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/20042 , vital:29069
- Description: Leadership skills in projects are viewed as the secondary need in projects for a competent project manager while technical core skills are viewed as the primary need. This argues that leadership and technical core skills should be treated the same as the primary need, furthermore the leadership skills should never be compromised when recruiting a project manager. Qualitative research was employed for this study. The researcher explored the ontology and epistemology as the research paradigms of the study. Data was collected through focus groups, unstructured interviews and through case study. The data collected was analysed by employing the content analysis and descriptive analysis. The quality of the data was the main focus for ensuring that correct information was obtained, and hence triangulation was employed. The recommendations provided will contribute to the efficient and successful execution of projects. The drive to ensure effective leadership projects can be achieved through employing the following: Development of accidental project managers; accreditation of project managers; project management training for project managers; recruitment of project managers, hard technical skills and soft skills for competent project managers. If these recommendations are properly implemented the organisation may realise savings on their projects, and will be able to complete their projects on time, within approved budgets and approved scope of work.
- Full Text:
- Date Issued: 2017
- Authors: Notununu, Fezile
- Date: 2017
- Subjects: Project managers Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/20042 , vital:29069
- Description: Leadership skills in projects are viewed as the secondary need in projects for a competent project manager while technical core skills are viewed as the primary need. This argues that leadership and technical core skills should be treated the same as the primary need, furthermore the leadership skills should never be compromised when recruiting a project manager. Qualitative research was employed for this study. The researcher explored the ontology and epistemology as the research paradigms of the study. Data was collected through focus groups, unstructured interviews and through case study. The data collected was analysed by employing the content analysis and descriptive analysis. The quality of the data was the main focus for ensuring that correct information was obtained, and hence triangulation was employed. The recommendations provided will contribute to the efficient and successful execution of projects. The drive to ensure effective leadership projects can be achieved through employing the following: Development of accidental project managers; accreditation of project managers; project management training for project managers; recruitment of project managers, hard technical skills and soft skills for competent project managers. If these recommendations are properly implemented the organisation may realise savings on their projects, and will be able to complete their projects on time, within approved budgets and approved scope of work.
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- Date Issued: 2017
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