Evaluation of the role of ethical leadership development on organisational performance: the case of Econet Wireless Zimbabwe
- Authors: Chakonza, Hawkins
- Date: 2020
- Subjects: Econet Wireless Zimbabwe , Leadership , Leadership -- Case studies , Business ethics
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/146723 , vital:38551
- Description: The study evaluated the role of ethical leadership development on the performance of the organisation. Econet Wireless Zimbabwe was employed as a case study. The objectives of the study were to: understand the role of ethical leadership development at Econet Wireless Zimbabwe on the day to day running of the business, understand the nature of the ethical leadership development at Econet Wireless, examine the factors influencing ethical leadership development at Econet Wireless, ascertain the role of ethical leadership development in enhancing organisational perfomance and efficiency and to investigate leaders’ perceptions on ethical leadership development on the organisation’s effectiveness. Social learning and social exchange theory informed the study. The research employed a qualitatve approache to improve the validity,reliability and credibility of the research findings. key informnat intervews and focus group of discussion and in-depth interviews were used as data collection instruments. The study found that ethical leadership development programmes improve the perfomance of orgnisations. That is, ethical leadeship development enbaled Econet Wireless Zimbabwe to achive disticinive competence, increase profit, have a large number of subscribers and also expanded among others. Furthermore, the study shows that an ethical leadership development approach brings significant value to the organisation and, suggests that ethical leaders are more influential in organizations than currently understood. The study found that leaders could influence ethics related outcomes in the organisation by engaging in behaviours that makes them perceived as credible, attractive and legitimate by their followers.
- Full Text:
- Date Issued: 2020
- Authors: Chakonza, Hawkins
- Date: 2020
- Subjects: Econet Wireless Zimbabwe , Leadership , Leadership -- Case studies , Business ethics
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/146723 , vital:38551
- Description: The study evaluated the role of ethical leadership development on the performance of the organisation. Econet Wireless Zimbabwe was employed as a case study. The objectives of the study were to: understand the role of ethical leadership development at Econet Wireless Zimbabwe on the day to day running of the business, understand the nature of the ethical leadership development at Econet Wireless, examine the factors influencing ethical leadership development at Econet Wireless, ascertain the role of ethical leadership development in enhancing organisational perfomance and efficiency and to investigate leaders’ perceptions on ethical leadership development on the organisation’s effectiveness. Social learning and social exchange theory informed the study. The research employed a qualitatve approache to improve the validity,reliability and credibility of the research findings. key informnat intervews and focus group of discussion and in-depth interviews were used as data collection instruments. The study found that ethical leadership development programmes improve the perfomance of orgnisations. That is, ethical leadeship development enbaled Econet Wireless Zimbabwe to achive disticinive competence, increase profit, have a large number of subscribers and also expanded among others. Furthermore, the study shows that an ethical leadership development approach brings significant value to the organisation and, suggests that ethical leaders are more influential in organizations than currently understood. The study found that leaders could influence ethics related outcomes in the organisation by engaging in behaviours that makes them perceived as credible, attractive and legitimate by their followers.
- Full Text:
- Date Issued: 2020
The role of leadership in creating an environment that fosters innovation
- Authors: Mmbasa-Chimusoro, Lusanda
- Date: 2020
- Subjects: Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/49647 , vital:41763
- Description: Innovation has emerged as an important factor for the survival of businesses especially when there are external factors at play such as increased competition, economic decline and demanding consumers. Organisations need to innovate to remain attractive in the global economy. To be able to address the needs of customers in a quick way, organisations need to be cognizant of the social and technological shifts so they can be in position to exploit them to their advantage. In today’s competitive environment, innovation is a driver of change and organisations that resist that change are in danger. Regardless of the scope of the resource pool and the organisational excellence, companies cannot shield themselves from change. While change comes with risk and uncertainty, it also presents opportunity. The choice to innovate must be supported by actions that foster an environment in which people are comfortable to be innovative. An organisational climate that inspires members to engage in innovation is vital for the innovation efforts of an organisation to be successful. The purpose of the study was to determine the leadership practices that can be adopted to build and sustain a` work environment that fosters innovation. To achieve this objective a conceptual model was constructed from literature and the relationship between six constructs was tested, namely, organisational culture, leadership style, leadership behaviour, reward and recognition, training and development, and a climate for innovation. To test the conceptual model, a questionnaire was sent to 82 participants working in the media and entertainment industry. The results of the data analysis highlighted that the organisational culture and the leadership behaviour have a significant positive relationship with the climate for innovation. Positive changes in the organisational culture and leadership behaviour are likely to lead to a more conducive organisational climate for innovation.
- Full Text:
- Date Issued: 2020
- Authors: Mmbasa-Chimusoro, Lusanda
- Date: 2020
- Subjects: Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/49647 , vital:41763
- Description: Innovation has emerged as an important factor for the survival of businesses especially when there are external factors at play such as increased competition, economic decline and demanding consumers. Organisations need to innovate to remain attractive in the global economy. To be able to address the needs of customers in a quick way, organisations need to be cognizant of the social and technological shifts so they can be in position to exploit them to their advantage. In today’s competitive environment, innovation is a driver of change and organisations that resist that change are in danger. Regardless of the scope of the resource pool and the organisational excellence, companies cannot shield themselves from change. While change comes with risk and uncertainty, it also presents opportunity. The choice to innovate must be supported by actions that foster an environment in which people are comfortable to be innovative. An organisational climate that inspires members to engage in innovation is vital for the innovation efforts of an organisation to be successful. The purpose of the study was to determine the leadership practices that can be adopted to build and sustain a` work environment that fosters innovation. To achieve this objective a conceptual model was constructed from literature and the relationship between six constructs was tested, namely, organisational culture, leadership style, leadership behaviour, reward and recognition, training and development, and a climate for innovation. To test the conceptual model, a questionnaire was sent to 82 participants working in the media and entertainment industry. The results of the data analysis highlighted that the organisational culture and the leadership behaviour have a significant positive relationship with the climate for innovation. Positive changes in the organisational culture and leadership behaviour are likely to lead to a more conducive organisational climate for innovation.
- Full Text:
- Date Issued: 2020
Lean leadership behaviours required for employee engagement
- Authors: Grewan, Symone
- Date: 2019
- Subjects: Leadership , Management -- South Africa Employee motivation -- South Africa Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/39665 , vital:35345
- Description: The study highlighted the importance of leadership and employee engagement in LEAN manufacturing. Dombrowski and Mielke emphasised the critical importance of leadership as a cornerstone for stimulating employee engagement in continuous improvement systems. It was also noted that leadership was listed as either the key failure factor or key success factor for LEAN Implementation. This study confirmed that LEAN Leadership behaviours have a definite effect on employee engagement. The LEAN Leadership Model was tested on employee engagement in a Fast Moving Consumer Goods (FMCG) confectionery plant in Port Elizabeth, South Africa. Two mail surveys were used. The first survey was directed towards shop-floor factory operators, which included 141 respondents. This figure was greater than 50% of the target population. The survey tested for employee engagement (dependent variable) and the operator’s perception of their line manager behaviours (independent variables). The second survey was directed towards line managers, which included 8 respondents, providing 100% of the desired population. The survey for the line managers requested them to respond to their own engagement, as well as their perception of their own leadership behaviours. The study aimed to answer three research questions related to: The effect of LEAN Leadership behaviours on employee engagement. The suitability of the LEAN Leadership Model for promoting employee engagement. Whether or not the perception of shop-floor employees met the perception of line managers on leadership behaviours. In answering the first research question, the descriptive statistical analysis showed that LEAN Leadership behaviours have a positive influence on employee engagement. This was confirmed using a Pearson Correlation Test and the ANOVA Test amongst the different line managers. The findings correlated with studies reviewed in the literature chapter. The second research question asked whether the LEAN Leadership Model was a suitable framework for employee engagement or not. It was found that the hypothesised framework was not validated. Through conducting an EFA and mediating variable test, a new model i.e. The LEAN Leadership – Employee Engagement Model was constructed. The model comprised of two independent variables (Authentic Improvement Culture and Hoshin Kanri), one mediating variable (Gemba Qualification) and one dependent variable (Employee Engagement). Overall, the LEAN Leadership - Employee Engagement Model suggested that line managers were able to promote employee engagement by spending time with employees and recognising them on the shop-floor. The model also showed that Authentic Improvement Culture leadership behaviours and strategic management behaviours (Hoshin Kanri) had a direct positive influence on employee engagement, while they also indirectly worked through the Gemba Qualification to positively influence engagement. It is worth mentioning that the role of the Team is the centre of the LEAN Leadership Model, from which the LEAN Leadership – Employee Engagement Model was derived. It is important that the role of the team in LEAN methodologies, and the behaviours that promote teamwork amongst the shop-floor employees, does not lose focus. The final research question on whether or not shop-floor perceptions met line manager perceptions regarding line manager behaviours was also answered through a Two Sample T-Test. Large effects in perception were not apparent regarding Authentic Improvement Culture behaviours. With regard to the Gemba Qualification and Hoshin Kanri, line managers felt that they displayed more of these behaviours than what was perceived by their shop-floor employees. Overall, large effects showed that in some cases, perceptions differed. This had the potential to influence shop-floor employee engagement. The findings from this research study provided a management solution and an academic contribution to influence and correct leadership behaviours to aid sustainable LEAN Implementation. In addition, the findings could be used to troubleshoot stagnations in LEAN phase executions from a possible lack of employee engagement.
- Full Text:
- Date Issued: 2019
- Authors: Grewan, Symone
- Date: 2019
- Subjects: Leadership , Management -- South Africa Employee motivation -- South Africa Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/39665 , vital:35345
- Description: The study highlighted the importance of leadership and employee engagement in LEAN manufacturing. Dombrowski and Mielke emphasised the critical importance of leadership as a cornerstone for stimulating employee engagement in continuous improvement systems. It was also noted that leadership was listed as either the key failure factor or key success factor for LEAN Implementation. This study confirmed that LEAN Leadership behaviours have a definite effect on employee engagement. The LEAN Leadership Model was tested on employee engagement in a Fast Moving Consumer Goods (FMCG) confectionery plant in Port Elizabeth, South Africa. Two mail surveys were used. The first survey was directed towards shop-floor factory operators, which included 141 respondents. This figure was greater than 50% of the target population. The survey tested for employee engagement (dependent variable) and the operator’s perception of their line manager behaviours (independent variables). The second survey was directed towards line managers, which included 8 respondents, providing 100% of the desired population. The survey for the line managers requested them to respond to their own engagement, as well as their perception of their own leadership behaviours. The study aimed to answer three research questions related to: The effect of LEAN Leadership behaviours on employee engagement. The suitability of the LEAN Leadership Model for promoting employee engagement. Whether or not the perception of shop-floor employees met the perception of line managers on leadership behaviours. In answering the first research question, the descriptive statistical analysis showed that LEAN Leadership behaviours have a positive influence on employee engagement. This was confirmed using a Pearson Correlation Test and the ANOVA Test amongst the different line managers. The findings correlated with studies reviewed in the literature chapter. The second research question asked whether the LEAN Leadership Model was a suitable framework for employee engagement or not. It was found that the hypothesised framework was not validated. Through conducting an EFA and mediating variable test, a new model i.e. The LEAN Leadership – Employee Engagement Model was constructed. The model comprised of two independent variables (Authentic Improvement Culture and Hoshin Kanri), one mediating variable (Gemba Qualification) and one dependent variable (Employee Engagement). Overall, the LEAN Leadership - Employee Engagement Model suggested that line managers were able to promote employee engagement by spending time with employees and recognising them on the shop-floor. The model also showed that Authentic Improvement Culture leadership behaviours and strategic management behaviours (Hoshin Kanri) had a direct positive influence on employee engagement, while they also indirectly worked through the Gemba Qualification to positively influence engagement. It is worth mentioning that the role of the Team is the centre of the LEAN Leadership Model, from which the LEAN Leadership – Employee Engagement Model was derived. It is important that the role of the team in LEAN methodologies, and the behaviours that promote teamwork amongst the shop-floor employees, does not lose focus. The final research question on whether or not shop-floor perceptions met line manager perceptions regarding line manager behaviours was also answered through a Two Sample T-Test. Large effects in perception were not apparent regarding Authentic Improvement Culture behaviours. With regard to the Gemba Qualification and Hoshin Kanri, line managers felt that they displayed more of these behaviours than what was perceived by their shop-floor employees. Overall, large effects showed that in some cases, perceptions differed. This had the potential to influence shop-floor employee engagement. The findings from this research study provided a management solution and an academic contribution to influence and correct leadership behaviours to aid sustainable LEAN Implementation. In addition, the findings could be used to troubleshoot stagnations in LEAN phase executions from a possible lack of employee engagement.
- Full Text:
- Date Issued: 2019
An investigation of the leadership practices and organizational culture at a private Christian school
- Authors: Babu, Bithun
- Date: 2018
- Subjects: Church schools -- South Africa -- Eastern Cape , Leadership , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62155 , vital:28133
- Description: The purpose of this study is to investigate the leadership practices and organizational culture at a private Christian school in the Eastern Cape. A preliminary review of leadership literature suggested that traces of servant leadership may be apparent at the organization. Thus servant leadership will form a key focus area for exploration in this study. An analysis of this nature can make one aware of the influence leadership has in shaping the organizational culture of an institution. This in turn can be used to inform the future thinking around leadership efforts with respect to culture formation within an organization. The issue was addressed by consulting various articles to view the issue from different perspectives. The school served as a vehicle to explore the tenets of leadership and organizational culture. The study will take the form of a descriptive quantitative study. It was concluded that leadership plays a significant role in establishing the culture at an organization. However, leadership is not the only factor that shapes the organizational culture of an institution. The beliefs and values of the organization also has a role in shaping the overall culture and identity of an organization.
- Full Text:
- Date Issued: 2018
- Authors: Babu, Bithun
- Date: 2018
- Subjects: Church schools -- South Africa -- Eastern Cape , Leadership , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62155 , vital:28133
- Description: The purpose of this study is to investigate the leadership practices and organizational culture at a private Christian school in the Eastern Cape. A preliminary review of leadership literature suggested that traces of servant leadership may be apparent at the organization. Thus servant leadership will form a key focus area for exploration in this study. An analysis of this nature can make one aware of the influence leadership has in shaping the organizational culture of an institution. This in turn can be used to inform the future thinking around leadership efforts with respect to culture formation within an organization. The issue was addressed by consulting various articles to view the issue from different perspectives. The school served as a vehicle to explore the tenets of leadership and organizational culture. The study will take the form of a descriptive quantitative study. It was concluded that leadership plays a significant role in establishing the culture at an organization. However, leadership is not the only factor that shapes the organizational culture of an institution. The beliefs and values of the organization also has a role in shaping the overall culture and identity of an organization.
- Full Text:
- Date Issued: 2018
The impact of leadership on job satisfaction at a specific bank in the Eastern Cape
- Authors: Wyngaard, Shaun Peter
- Date: 2018
- Subjects: Leadership , Bank employees Job satisfaction , Labor turnover , Transformational leadership , Bank management South Africa Eastern Cape
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62050 , vital:28099
- Description: This study aimed at investigating the relationship between leadership and employee job satisfaction in the banking sector of South Africa. The study drew from the fact that there is a growing emphasis in organisations to reduce employee turnover by keeping their employees satisfied. The ultimate performance, effectiveness and competitiveness of an organisation are directly related to an organisation’s ability to keep its employees optimally productive and satisfied. Numerous research studies have been conducted on transformational, transactional and passive-avoidant leadership to determine the significance of their respective relationship with the job satisfaction of employees in different scenarios. Results show that the transformational leadership style has a significant relationship with job satisfaction; while the transactional leadership style or the passive-avoidant style are applied according to changing circumstances. The study adopted a quantitative approach, using online questionnaires as an instrument for collecting primary data. The target population of the study was 380 bank employees, and the target sample was 218; 121 questionnaires were completed and used as the actual final sample. Questionnaires were completed from managers and employees of the selected bank, with the two population groups being investigated using different scales. SPSS was used in analysing the collected data. The findings of this research showed that the leadership styles under investigation have a direct impact on the job satisfaction of employees. Transformational leadership was found to have a significant positive relationship with job satisfaction, while the relationship between transactional leadership and job satisfaction was positive but moderate. A significant negative relationship was found between passive-avoidant leadership and job satisfaction. It is thus the responsibility of the financial institution under investigation to highlight the significant links and benefits of this leadership style to its management to ensure increased job satisfaction and lower turnover of employees in the institution. Literature explored in this study supported the close link between the different leadership styles and job satisfaction.
- Full Text:
- Date Issued: 2018
- Authors: Wyngaard, Shaun Peter
- Date: 2018
- Subjects: Leadership , Bank employees Job satisfaction , Labor turnover , Transformational leadership , Bank management South Africa Eastern Cape
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62050 , vital:28099
- Description: This study aimed at investigating the relationship between leadership and employee job satisfaction in the banking sector of South Africa. The study drew from the fact that there is a growing emphasis in organisations to reduce employee turnover by keeping their employees satisfied. The ultimate performance, effectiveness and competitiveness of an organisation are directly related to an organisation’s ability to keep its employees optimally productive and satisfied. Numerous research studies have been conducted on transformational, transactional and passive-avoidant leadership to determine the significance of their respective relationship with the job satisfaction of employees in different scenarios. Results show that the transformational leadership style has a significant relationship with job satisfaction; while the transactional leadership style or the passive-avoidant style are applied according to changing circumstances. The study adopted a quantitative approach, using online questionnaires as an instrument for collecting primary data. The target population of the study was 380 bank employees, and the target sample was 218; 121 questionnaires were completed and used as the actual final sample. Questionnaires were completed from managers and employees of the selected bank, with the two population groups being investigated using different scales. SPSS was used in analysing the collected data. The findings of this research showed that the leadership styles under investigation have a direct impact on the job satisfaction of employees. Transformational leadership was found to have a significant positive relationship with job satisfaction, while the relationship between transactional leadership and job satisfaction was positive but moderate. A significant negative relationship was found between passive-avoidant leadership and job satisfaction. It is thus the responsibility of the financial institution under investigation to highlight the significant links and benefits of this leadership style to its management to ensure increased job satisfaction and lower turnover of employees in the institution. Literature explored in this study supported the close link between the different leadership styles and job satisfaction.
- Full Text:
- Date Issued: 2018
The exploration of influence as a leadership competency amongst emerging adult males
- Authors: Munyai, Pfarelo Pardon
- Date: 2015
- Subjects: Leadership , Leadership -- Psychological aspects , Influence (Psychology) , Control (Psychology) , Social media , Executives -- Training of , Executive ability , College students , Young adults , Educational leadership , Executive coaching , Male college students , Leadership -- Study and teaching (Higher) , College student government
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:852 , http://hdl.handle.net/10962/d1017520
- Description: The association between leadership, influence and power is well developed in the literature. However, there is a notable lack of research on youth leadership development, especially as it pertains to their exercise of influence. This paper was borne out of the need to explore how youth - emerging adults’ males in particular - exercise influence as a leadership competency within their voluntary leadership positions. Using semi-structured face-to-face interviews and the Critical Incident Technique (CIT), the research primarily focused on influence tactics and how they were employed. This included assessing the related power bases and principles of influence that were manifest, as well as the learning and development that occurred when reflecting on the outcome of the influence process. Data was analysed using an open coding procedure. Incidents explored in the study were primarily interpersonal in nature. This was reminiscent of lateral influence that characterised the peer to peer contextual environment of the study. The study found that in their influence pursuits, emerging adults followed a rational approach to influence. The distinguishable power bases and their relative importance in application were context dependent (Krause and Kearney, 2006:59-86). In addition, various proactive influence tactics were employed with a leaning towards those perceived as positive, honest and non-manipulative in application, which was congruent with Head Student role expectations and the culture of the organization. The utilization of social media as a communication platform from which various tactics could be launched was a novel and notable finding. Consequently, the results were presented primarily under two themes, exploring how tactics of influence are used face to face and via the social media platform. In addition, the study emphasised the ethical implications of the exercise of influence in both of these platforms and related to this, the challenge of influencing friends or close associates, without undermining leadership integrity. Overall, the various influence incidents presented and their outcomes, evidently shaped leadership development by reinforcing tactics which worked and stimulating continuous reflection and learning, adaptive strategies and the development of new means to deal with resistance and non-compliance. All of these are critical to shaping future influence behaviour. Primary recommendations include the need for a proactive approach to educating youth on leadership and influence through formal programmes, if they were to be empowered with tools to develop and maximize their leadership potential. Equally, practitioners need to be sensitized to the significance of their role as catalysts in nurturing youth leadership development. In addition, the novel use of social media as a leadership influence platform was recognised as significant and as such, a candidate for further research. Beyond the limited scope of this study, other angles worthy of further research include, factoring in elements such as gender, cross-cultural differences and the aspect of voluntary versus incentivised (or paid) leadership positions. The research is presented in an academic paper format, and is structured in three sections. These sections are written up as relatively independent sections, but are complementary in covering the full scope of the research. Section One, which is essentially a paper in a format of an academic journal article, represent the primary section and covers the results of the study, together with discussions and recommendations. This is followed by a literature review (i.e. Section Two), which delves into all the relevant literature explored. Section Three covers the methodology, research design and research procedure pursued. As part of the addendum, a comprehensive summary of the incidents explored is presented. This gives insight into the nature of the various incidents, the influence tactics preferred, power bases and influence principles manifested, together with the outcomes of the incidents. Furthermore, lessons drawn in reflection are noted, which participants viewed as critical, in that they shaped the way they now intend to exercise influence and thereby reflects their personal leadership development.
- Full Text:
- Date Issued: 2015
- Authors: Munyai, Pfarelo Pardon
- Date: 2015
- Subjects: Leadership , Leadership -- Psychological aspects , Influence (Psychology) , Control (Psychology) , Social media , Executives -- Training of , Executive ability , College students , Young adults , Educational leadership , Executive coaching , Male college students , Leadership -- Study and teaching (Higher) , College student government
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:852 , http://hdl.handle.net/10962/d1017520
- Description: The association between leadership, influence and power is well developed in the literature. However, there is a notable lack of research on youth leadership development, especially as it pertains to their exercise of influence. This paper was borne out of the need to explore how youth - emerging adults’ males in particular - exercise influence as a leadership competency within their voluntary leadership positions. Using semi-structured face-to-face interviews and the Critical Incident Technique (CIT), the research primarily focused on influence tactics and how they were employed. This included assessing the related power bases and principles of influence that were manifest, as well as the learning and development that occurred when reflecting on the outcome of the influence process. Data was analysed using an open coding procedure. Incidents explored in the study were primarily interpersonal in nature. This was reminiscent of lateral influence that characterised the peer to peer contextual environment of the study. The study found that in their influence pursuits, emerging adults followed a rational approach to influence. The distinguishable power bases and their relative importance in application were context dependent (Krause and Kearney, 2006:59-86). In addition, various proactive influence tactics were employed with a leaning towards those perceived as positive, honest and non-manipulative in application, which was congruent with Head Student role expectations and the culture of the organization. The utilization of social media as a communication platform from which various tactics could be launched was a novel and notable finding. Consequently, the results were presented primarily under two themes, exploring how tactics of influence are used face to face and via the social media platform. In addition, the study emphasised the ethical implications of the exercise of influence in both of these platforms and related to this, the challenge of influencing friends or close associates, without undermining leadership integrity. Overall, the various influence incidents presented and their outcomes, evidently shaped leadership development by reinforcing tactics which worked and stimulating continuous reflection and learning, adaptive strategies and the development of new means to deal with resistance and non-compliance. All of these are critical to shaping future influence behaviour. Primary recommendations include the need for a proactive approach to educating youth on leadership and influence through formal programmes, if they were to be empowered with tools to develop and maximize their leadership potential. Equally, practitioners need to be sensitized to the significance of their role as catalysts in nurturing youth leadership development. In addition, the novel use of social media as a leadership influence platform was recognised as significant and as such, a candidate for further research. Beyond the limited scope of this study, other angles worthy of further research include, factoring in elements such as gender, cross-cultural differences and the aspect of voluntary versus incentivised (or paid) leadership positions. The research is presented in an academic paper format, and is structured in three sections. These sections are written up as relatively independent sections, but are complementary in covering the full scope of the research. Section One, which is essentially a paper in a format of an academic journal article, represent the primary section and covers the results of the study, together with discussions and recommendations. This is followed by a literature review (i.e. Section Two), which delves into all the relevant literature explored. Section Three covers the methodology, research design and research procedure pursued. As part of the addendum, a comprehensive summary of the incidents explored is presented. This gives insight into the nature of the various incidents, the influence tactics preferred, power bases and influence principles manifested, together with the outcomes of the incidents. Furthermore, lessons drawn in reflection are noted, which participants viewed as critical, in that they shaped the way they now intend to exercise influence and thereby reflects their personal leadership development.
- Full Text:
- Date Issued: 2015
The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
The relationship between authentic leadership, cultural intelligence and employee behaviour
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
Determining the impact of leadership on the success of entrepreneurs
- Authors: Mtshibe, Nomaswazi
- Date: 2013
- Subjects: Leadership , Success in business , Entrepreneurship -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8920 , http://hdl.handle.net/10948/d1021108
- Description: The Eastern Cape Province has been cited as the second poorest province in South Africa. The impact of entrepreneurship on the economy, with respect to socio-economic development, has placed increased pressure on entrepreneurs to operate effectively. Moreover, entrepreneurs are required to adopt and adapt to leadership practices that lead to business success. Business success is largely dependent on the leader. The importance of this study may, thus, be attributed to the need for entrepreneurs to possess the necessary leadership attributes for the efficient running of a business. The primary objective of this study was to improve the success rate of entrepreneurs in the Eastern Cape Province. This was done by determining the impact of selected leadership attributes on the success of entrepreneurs. More specifically, this study investigated how the success of entrepreneurs is influenced by leadership attributes (the dependent variable), namely, leadership style, vision, networking, risk-taking and ethics (the independent variables). In order to achieve the research objectives, the researcher used the inferential statistical approach, specifically, hypothesis testing. The first step was to conduct a literature review on factors that influence entrepreneurs. This entailed the barriers to success, critical success factors, the impact of the SMME sector on the economy, as well as the selected leadership attributes. Secondly, the quantitative research method was used to assess the perceptions of entrepreneurs with regards to the influence of the leadership attributes on their businesses. This was done through an empirical survey, namely a self-administered questionnaire that was distributed to a sample of 100 entrepreneurs who are based in the Eastern Cape Province and have been operating for a minimum of three years. Out of the envisaged 100 respondents, 89 questionnaires were completed (89% response rate). The data obtained from the empirical survey was then analysed statistically and the descriptive statistics were presented by using graphs and tables. The results of the empirical survey revealed that although all the above-mentioned independent variables contribute towards increasing the success rate of entrepreneurs, networking and ethics exert the most significant influence. Based on the findings of the literature review and the results of the empirical survey, this study made recommendations on areas of improvement for entrepreneurs in order to increase their success rate. Suggestions were also made for possible future research.
- Full Text:
- Date Issued: 2013
- Authors: Mtshibe, Nomaswazi
- Date: 2013
- Subjects: Leadership , Success in business , Entrepreneurship -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8920 , http://hdl.handle.net/10948/d1021108
- Description: The Eastern Cape Province has been cited as the second poorest province in South Africa. The impact of entrepreneurship on the economy, with respect to socio-economic development, has placed increased pressure on entrepreneurs to operate effectively. Moreover, entrepreneurs are required to adopt and adapt to leadership practices that lead to business success. Business success is largely dependent on the leader. The importance of this study may, thus, be attributed to the need for entrepreneurs to possess the necessary leadership attributes for the efficient running of a business. The primary objective of this study was to improve the success rate of entrepreneurs in the Eastern Cape Province. This was done by determining the impact of selected leadership attributes on the success of entrepreneurs. More specifically, this study investigated how the success of entrepreneurs is influenced by leadership attributes (the dependent variable), namely, leadership style, vision, networking, risk-taking and ethics (the independent variables). In order to achieve the research objectives, the researcher used the inferential statistical approach, specifically, hypothesis testing. The first step was to conduct a literature review on factors that influence entrepreneurs. This entailed the barriers to success, critical success factors, the impact of the SMME sector on the economy, as well as the selected leadership attributes. Secondly, the quantitative research method was used to assess the perceptions of entrepreneurs with regards to the influence of the leadership attributes on their businesses. This was done through an empirical survey, namely a self-administered questionnaire that was distributed to a sample of 100 entrepreneurs who are based in the Eastern Cape Province and have been operating for a minimum of three years. Out of the envisaged 100 respondents, 89 questionnaires were completed (89% response rate). The data obtained from the empirical survey was then analysed statistically and the descriptive statistics were presented by using graphs and tables. The results of the empirical survey revealed that although all the above-mentioned independent variables contribute towards increasing the success rate of entrepreneurs, networking and ethics exert the most significant influence. Based on the findings of the literature review and the results of the empirical survey, this study made recommendations on areas of improvement for entrepreneurs in order to increase their success rate. Suggestions were also made for possible future research.
- Full Text:
- Date Issued: 2013
Determining the impact of leadership on the success of entrepreneurs
- Authors: Mtshibe, Nomaswazi
- Date: 2013
- Subjects: Leadership , Success in business
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8852 , http://hdl.handle.net/10948/d1020126
- Description: The Eastern Cape Province has been cited as the second poorest province in South Africa. The impact of entrepreneurship on the economy, with respect to socio-economic development, has placed increased pressure on entrepreneurs to operate effectively. Moreover, entrepreneurs are required to adopt and adapt to leadership practices that lead to business success. Business success is largely dependent on the leader. The importance of this study may, thus, be attributed to the need for entrepreneurs to possess the necessary leadership attributes for the efficient running of a business. The primary objective of this study was to improve the success rate of entrepreneurs in the Eastern Cape Province. This was done by determining the impact of selected leadership attributes on the success of entrepreneurs. More specifically, this study investigated how the success of entrepreneurs is influenced by leadership attributes (the dependent variable), namely, leadership style, vision, networking, risk-taking and ethics (the independent variables). In order to achieve the research objectives, the researcher used the inferential statistical approach, specifically, hypothesis testing. The first step was to conduct a literature review on factors that influence entrepreneurs. This entailed the barriers to success, critical success factors, the impact of the SMME sector on the economy, as well as the selected leadership attributes. Secondly, the quantitative research method was used to assess the perceptions of entrepreneurs with regards to the influence of the leadership attributes on their businesses. This was done through an empirical survey, namely a self-administered questionnaire that was distributed to a sample of 100 entrepreneurs who are based in the Eastern Cape Province and have been operating for a minimum of three years. Out of the envisaged 100 respondents, 89 questionnaires were completed (89% response rate). The data obtained from the empirical survey was then analysed statistically and the descriptive statistics were presented by using graphs and tables. The results of the empirical survey revealed that although all the above-mentioned independent variables contribute towards increasing the success rate of entrepreneurs, networking and ethics exert the most significant influence. Based on the findings of the literature review and the results of the empirical survey, this study made recommendations on areas of improvement for entrepreneurs in order to increase their success rate. Suggestions were also made for possible future research.
- Full Text:
- Date Issued: 2013
- Authors: Mtshibe, Nomaswazi
- Date: 2013
- Subjects: Leadership , Success in business
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8852 , http://hdl.handle.net/10948/d1020126
- Description: The Eastern Cape Province has been cited as the second poorest province in South Africa. The impact of entrepreneurship on the economy, with respect to socio-economic development, has placed increased pressure on entrepreneurs to operate effectively. Moreover, entrepreneurs are required to adopt and adapt to leadership practices that lead to business success. Business success is largely dependent on the leader. The importance of this study may, thus, be attributed to the need for entrepreneurs to possess the necessary leadership attributes for the efficient running of a business. The primary objective of this study was to improve the success rate of entrepreneurs in the Eastern Cape Province. This was done by determining the impact of selected leadership attributes on the success of entrepreneurs. More specifically, this study investigated how the success of entrepreneurs is influenced by leadership attributes (the dependent variable), namely, leadership style, vision, networking, risk-taking and ethics (the independent variables). In order to achieve the research objectives, the researcher used the inferential statistical approach, specifically, hypothesis testing. The first step was to conduct a literature review on factors that influence entrepreneurs. This entailed the barriers to success, critical success factors, the impact of the SMME sector on the economy, as well as the selected leadership attributes. Secondly, the quantitative research method was used to assess the perceptions of entrepreneurs with regards to the influence of the leadership attributes on their businesses. This was done through an empirical survey, namely a self-administered questionnaire that was distributed to a sample of 100 entrepreneurs who are based in the Eastern Cape Province and have been operating for a minimum of three years. Out of the envisaged 100 respondents, 89 questionnaires were completed (89% response rate). The data obtained from the empirical survey was then analysed statistically and the descriptive statistics were presented by using graphs and tables. The results of the empirical survey revealed that although all the above-mentioned independent variables contribute towards increasing the success rate of entrepreneurs, networking and ethics exert the most significant influence. Based on the findings of the literature review and the results of the empirical survey, this study made recommendations on areas of improvement for entrepreneurs in order to increase their success rate. Suggestions were also made for possible future research.
- Full Text:
- Date Issued: 2013
Promoting leadership effectiveness in the public hospitals: a case study at Uitenhage provincial hospital
- Authors: Hoffman, Nyameka
- Date: 2013
- Subjects: Leadership , Hospitals -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8911
- Description: Effective leadership is essential for the achievement of any organisational success. The need for strong leadership and increased diversity is a prominent issue in today’s health service workforce. Effective leadership involves influencing others towards achieving the goals of the organisation. Leadership is the central ingredient necessary for progress as well as for the development and survival of organisations, especially in a changing environment such as is evident in South Africa. This study was undertaken to explore and describe the views of health professionals with respect to factors that promote or influence leadership effectiveness in public hospitals, with specific reference to Uitenhage Provincial Hospital. The research design of this study was a quantitative, explorative, descriptive survey. Interviews were conducted to explore and describe the views and perceptions of healthcare professionals (clinical and nonclinical), and the management of the Uitenhage Provincial Hospital, regarding leadership effectiveness in a public hospital. Firstly, a literature study was conducted on healthcare leadership generally and to identify various leadership approaches and factors that influence leadership effectiveness. More emphasis was put on the current and the most recent approaches to leadership. Secondly, an empirical study was conducted to gain the views and ideas of health professionals regarding leadership effectiveness in the institution. Lastly, the results of the empirical study were evaluated, conclusions were drawn and recommendations were made, based on the information obtained from both the literature study and the empirical study.
- Full Text:
- Date Issued: 2013
- Authors: Hoffman, Nyameka
- Date: 2013
- Subjects: Leadership , Hospitals -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8911
- Description: Effective leadership is essential for the achievement of any organisational success. The need for strong leadership and increased diversity is a prominent issue in today’s health service workforce. Effective leadership involves influencing others towards achieving the goals of the organisation. Leadership is the central ingredient necessary for progress as well as for the development and survival of organisations, especially in a changing environment such as is evident in South Africa. This study was undertaken to explore and describe the views of health professionals with respect to factors that promote or influence leadership effectiveness in public hospitals, with specific reference to Uitenhage Provincial Hospital. The research design of this study was a quantitative, explorative, descriptive survey. Interviews were conducted to explore and describe the views and perceptions of healthcare professionals (clinical and nonclinical), and the management of the Uitenhage Provincial Hospital, regarding leadership effectiveness in a public hospital. Firstly, a literature study was conducted on healthcare leadership generally and to identify various leadership approaches and factors that influence leadership effectiveness. More emphasis was put on the current and the most recent approaches to leadership. Secondly, an empirical study was conducted to gain the views and ideas of health professionals regarding leadership effectiveness in the institution. Lastly, the results of the empirical study were evaluated, conclusions were drawn and recommendations were made, based on the information obtained from both the literature study and the empirical study.
- Full Text:
- Date Issued: 2013
The impact of strength-based leadership on high-performance work teams : a Volkswagen case study
- Authors: Jacobs, Corneluis Theodorus
- Date: 2012
- Subjects: Leadership , Teams in the workplace
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8810
- Description: In the modern day organisation where the emphasis is largely on teams rather than individuals, it is of critical importance to have teams who can be regarded as high-performing. High performing teams will ensure that companies can achieve more with less in terms of resources required. However the creation of a high performing team remains a consistent challenge due to innate human behaviour and traits. One of the keys that could assist in the creation of a high-performing work team is a strength-based leadership approach. The study compromised of firstly, the philosophy of strength-based leadership and the underpinnings of this philosophy. Secondly, the author also looked at the high-performance team model, attributes associated with this model and the various theories of how a high-performing team can be created. Thirdly an empirical study was conducted using a selected management team within a major automotive manufacturer that was already following the strength-based leadership approach. The empirical study aimed to establish to what degree this leadership philosophy is being followed as well as gauging the current level of team performance. Finally the empirical findings were correlated with the theoretical back ground established, and recommendations were made. Overall the team studied can be regarded as a high-performing work team, partially due to their approach in following the strength-based leadership approach. Individual team members are very aware of their own strengths as well as those of their fellow team members. The manager also seeks to continually utilize the individual strengths of his team. The team also has a very positive attitude and subsequently team motivation and performance is very high. However conflict resolution is currently a potential barrier to further performance enhancement.
- Full Text:
- Date Issued: 2012
- Authors: Jacobs, Corneluis Theodorus
- Date: 2012
- Subjects: Leadership , Teams in the workplace
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8810
- Description: In the modern day organisation where the emphasis is largely on teams rather than individuals, it is of critical importance to have teams who can be regarded as high-performing. High performing teams will ensure that companies can achieve more with less in terms of resources required. However the creation of a high performing team remains a consistent challenge due to innate human behaviour and traits. One of the keys that could assist in the creation of a high-performing work team is a strength-based leadership approach. The study compromised of firstly, the philosophy of strength-based leadership and the underpinnings of this philosophy. Secondly, the author also looked at the high-performance team model, attributes associated with this model and the various theories of how a high-performing team can be created. Thirdly an empirical study was conducted using a selected management team within a major automotive manufacturer that was already following the strength-based leadership approach. The empirical study aimed to establish to what degree this leadership philosophy is being followed as well as gauging the current level of team performance. Finally the empirical findings were correlated with the theoretical back ground established, and recommendations were made. Overall the team studied can be regarded as a high-performing work team, partially due to their approach in following the strength-based leadership approach. Individual team members are very aware of their own strengths as well as those of their fellow team members. The manager also seeks to continually utilize the individual strengths of his team. The team also has a very positive attitude and subsequently team motivation and performance is very high. However conflict resolution is currently a potential barrier to further performance enhancement.
- Full Text:
- Date Issued: 2012
Improving leadership development in a selected manufacturing company
- Authors: Kalashe, Lunga
- Date: 2011
- Subjects: Leadership , Manufacturing industries -- Management , Executives -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8586 , http://hdl.handle.net/10948/1629 , Leadership , Manufacturing industries -- Management , Executives -- Training of
- Description: Leadership development is very important in business and often much lip service is given to “growing” leaders in business organisations. Leadership development takes place at the individual, group or organisational level and aims for greater effectiveness of an organisation’s human, social and systems capital. One of the biggest motor manufacturers in the Eastern Cape which employs more than 6 500 workers in the local plant and thousands of allied jobs at suppliers was selected to conduct this study on leadership development. The reason for choosing this company is that, over the years, the company established strong training and development programmes to help employees achieve their full potential and to grow the company. This study assesses the success of leadership development in the selected company as well as the factors that could lead to the improvement of its leadership development programme. The primary objective of the study is therefore to improve leadership development in the selected company by investigating the influence of selected factors on leadership development in that company. The sample was drawn from the employees of the company who were enrolled for leadership development at the company’s training institute as at October 2010. They were 55 engineers, 15 supervisors, 20 buyers and 12 managers. A census of these employees was conducted, in other words, 102 questionnaires were distributed to them. Only forty (40) respondents (response rate = 39.2%) however participated in the final study. The empirical results showed that three variables were key ingredients for achieving and increasing leadership development success: organisational culture, participative leadership and senior-management support. Implementing the recommendations that emanated from these results will go a long way in securing success in the company’s leadership development programme.
- Full Text:
- Date Issued: 2011
- Authors: Kalashe, Lunga
- Date: 2011
- Subjects: Leadership , Manufacturing industries -- Management , Executives -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8586 , http://hdl.handle.net/10948/1629 , Leadership , Manufacturing industries -- Management , Executives -- Training of
- Description: Leadership development is very important in business and often much lip service is given to “growing” leaders in business organisations. Leadership development takes place at the individual, group or organisational level and aims for greater effectiveness of an organisation’s human, social and systems capital. One of the biggest motor manufacturers in the Eastern Cape which employs more than 6 500 workers in the local plant and thousands of allied jobs at suppliers was selected to conduct this study on leadership development. The reason for choosing this company is that, over the years, the company established strong training and development programmes to help employees achieve their full potential and to grow the company. This study assesses the success of leadership development in the selected company as well as the factors that could lead to the improvement of its leadership development programme. The primary objective of the study is therefore to improve leadership development in the selected company by investigating the influence of selected factors on leadership development in that company. The sample was drawn from the employees of the company who were enrolled for leadership development at the company’s training institute as at October 2010. They were 55 engineers, 15 supervisors, 20 buyers and 12 managers. A census of these employees was conducted, in other words, 102 questionnaires were distributed to them. Only forty (40) respondents (response rate = 39.2%) however participated in the final study. The empirical results showed that three variables were key ingredients for achieving and increasing leadership development success: organisational culture, participative leadership and senior-management support. Implementing the recommendations that emanated from these results will go a long way in securing success in the company’s leadership development programme.
- Full Text:
- Date Issued: 2011
An investigation of the role of leadership in strategic planning
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007
Assessing the role of leadership in strategic planning
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
The development of a leadership brand to enhance the competitiveness of organisations
- Authors: Baatjes, Jerome Clinton
- Date: 2006
- Subjects: Leadership , Competition
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8565 , http://hdl.handle.net/10948/189 , Leadership , Competition
- Description: Effective leadership is and will remain the cornerstone of business success. It is leadership that differentiates world class from mediocre performance. The objective of this study is to investigate how positive leadership brand can be developed in order to leverage human capital and enhance the competitive position of organisations. To achieve this objective a comprehensive literature study was performed to determine the extent of existing knowledge on branding, leadership and leadership branding. The study included an investigation into the attributes of effective leaders, leadership development activities, leadership styles and a formula for effective leadership was presented. Managers from selected organisations were requested to complete questionnaires in order to determine the views of South African managers on leadership branding. The questionnaire was developed in accordance with the findings from the literature research. The answers of the respondents were analysed and compared to the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions. In general, support was found for investing resources into developing leadership brand as respondents indicated that positive leadership brand could result in a source of competitive advantage. The major obstacles in developing positive leadership brands are: absence of a clear message of what makes an effective leader, lack of feedback that leaders receive on the behaviours they display and no (or an unknown) link between leadership behaviours and rewards.
- Full Text:
- Date Issued: 2006
- Authors: Baatjes, Jerome Clinton
- Date: 2006
- Subjects: Leadership , Competition
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8565 , http://hdl.handle.net/10948/189 , Leadership , Competition
- Description: Effective leadership is and will remain the cornerstone of business success. It is leadership that differentiates world class from mediocre performance. The objective of this study is to investigate how positive leadership brand can be developed in order to leverage human capital and enhance the competitive position of organisations. To achieve this objective a comprehensive literature study was performed to determine the extent of existing knowledge on branding, leadership and leadership branding. The study included an investigation into the attributes of effective leaders, leadership development activities, leadership styles and a formula for effective leadership was presented. Managers from selected organisations were requested to complete questionnaires in order to determine the views of South African managers on leadership branding. The questionnaire was developed in accordance with the findings from the literature research. The answers of the respondents were analysed and compared to the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions. In general, support was found for investing resources into developing leadership brand as respondents indicated that positive leadership brand could result in a source of competitive advantage. The major obstacles in developing positive leadership brands are: absence of a clear message of what makes an effective leader, lack of feedback that leaders receive on the behaviours they display and no (or an unknown) link between leadership behaviours and rewards.
- Full Text:
- Date Issued: 2006
An investigation of the effects of leadership training on junior managements' (sic) morale at three manufacturing organisations within the Buffalo City Area
- Authors: Naina, Ruweida Anastacia
- Date: 2002
- Subjects: Employee morale , Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10908 , http://hdl.handle.net/10948/105 , Employee morale , Leadership
- Description: The present study was undertaken to determine the effects that leadership training has on employees’ morale at work. The study was conducted on 15 students from three organisations within the Buffalo City area, studying towards a Diploma in Manufacturing Management at the Johnson & Johnson Leadership Development Institute, Rhodes University, East London Campus. The main aims of the study were: · to review the literature of the leadership training conducted at the Johnson & Johnson Leadership Development Institute (JJLDI), and to assess the effects it has on employees’ morale at work. · to provide industry with documented evidence that the leadership training conducted at the JJLDI has a positive influence on employees morale. · to provide the JJLDI with valuable information as to whether or not the course material and methods has a positive impact on meeting industry demands. A secondary objective of the study was to provide a medium in which students undergoing the leadership training were able to address their concerns with regard to course content and structure. Fieldwork comprised a 5-day, week (40 hours) of intensive lectures and group discussions at Rhodes University. Students were then assigned a 4-month workbased project with the lecturer acting as mentor to each student. The researcher used self- administered electronic questionnaires as the research tool. Results revealed the following: · that the students morale increased by more than 20 percent after having undergone leadership training; that the students communication skills has increased, and, · that the students interpersonal relations with co-workers has shown a significant increase Future implications are that students exposed to this type of leadership training will have a positive influence on their co-workers. This will spurn a new organisational culture that will cope with global demands. In some cases these future leaders will be the source of sustained competitive advantage over insurgents through increasing the organisation’s human, social and knowledge capital.
- Full Text:
- Date Issued: 2002
- Authors: Naina, Ruweida Anastacia
- Date: 2002
- Subjects: Employee morale , Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10908 , http://hdl.handle.net/10948/105 , Employee morale , Leadership
- Description: The present study was undertaken to determine the effects that leadership training has on employees’ morale at work. The study was conducted on 15 students from three organisations within the Buffalo City area, studying towards a Diploma in Manufacturing Management at the Johnson & Johnson Leadership Development Institute, Rhodes University, East London Campus. The main aims of the study were: · to review the literature of the leadership training conducted at the Johnson & Johnson Leadership Development Institute (JJLDI), and to assess the effects it has on employees’ morale at work. · to provide industry with documented evidence that the leadership training conducted at the JJLDI has a positive influence on employees morale. · to provide the JJLDI with valuable information as to whether or not the course material and methods has a positive impact on meeting industry demands. A secondary objective of the study was to provide a medium in which students undergoing the leadership training were able to address their concerns with regard to course content and structure. Fieldwork comprised a 5-day, week (40 hours) of intensive lectures and group discussions at Rhodes University. Students were then assigned a 4-month workbased project with the lecturer acting as mentor to each student. The researcher used self- administered electronic questionnaires as the research tool. Results revealed the following: · that the students morale increased by more than 20 percent after having undergone leadership training; that the students communication skills has increased, and, · that the students interpersonal relations with co-workers has shown a significant increase Future implications are that students exposed to this type of leadership training will have a positive influence on their co-workers. This will spurn a new organisational culture that will cope with global demands. In some cases these future leaders will be the source of sustained competitive advantage over insurgents through increasing the organisation’s human, social and knowledge capital.
- Full Text:
- Date Issued: 2002
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