- Title
- The effects of leadership styles and organisational culture on job satisfaction and organisational commitment: a case study at Eskom, ECOU
- Creator
- Ramaphuma, Gundo
- Subject
- Corporate culture
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/43025
- Identifier
- vital:36728
- Description
- The concepts of leadership styles, organisational cultures, job satisfaction and organisational commitment are still attracting considerable attention from scholars, academics, writers, leaders and professionals. Although the effects of these concepts have received considerable attention and literature abounds, however, there have been a few studies on these concepts, if any, conducted in the Energy Sector, more specifically within a South African context. For this reason, the study intended to contribute to the literature of leadership styles and on organisational culture’s impact on job satisfaction and organisational commitment in a parastatal and in the South African context. The present study aimed to assess the effects of leadership styles and organisational culture on job satisfaction and organisational commitment among employees at Eskom, Eastern Cape Operating Unit (ECOU), South Africa. To achieve this, a theoretical model or framework depicting the relationship between these variables was developed and tested. The present study was located within the positivist research paradigm which makes use of a quantitative approach in the form of a questionnaire to gather data for analysis and theoretical comparison. The questionnaire was designed to elicit and rate the respondents’ views as well as for the quantitative data analysis. The population for the present study comprised of approximately 600 employees within the ECOUmain branch offices situated in Beacon Bay, East London. The present study made use of the non-probability sampling design by means of a convenience sampling technique to draw the sample for the study. Questionnaires were distributed to 120 employees within the Asset Creation, Maintenance and Operations Divisions of the ECOU. Of the 120 questionnaires, a total of 86 usable questionnaires were returned and analysed using the Statistical Package for Social Sciences (SPSS) version 25 tool. Both descriptive and inferential statistical analyses were performed and findings presented. It was found that there is currently a prevalence of both the Transformational and Transactional leadership styles at the ECOU. However, when asked which leadership style employees would prefer, the majority of the respondents indicated that they would prefer a Transformational leadership style to be exhibited by their managers. Although there was no discernible difference between the two types of leadership styles, a majority of the respondents indicated that they believed that leadership had an impact on their, and the organisation’s, performance, regardless of which style of leadership was exhibited. The findings relating to Organisational Culture highlighted that the majority of respondents felt that the existing culture within the operating unit is that of a Hierarchical Culture. Furthermore, the majority of respondents indicated that they would prefer a Clan Culture instead of the existing culture. With regard to Job Satisfaction, most respondents indicated their dissatisfaction with their salaries as well as there being little chances of being promoted regardless of their work output. The findings relating to Organisational Commitment indicated that most respondents neither have an emotional attachment nor feel any obligation or loyalty to the organisation. The only reason why they are still with the organisation is because of necessity rather than a conscious commitment to the organisation. The overall impression is that the respondents are disengaged from their organisation and thus not committed to it. It was concluded that there is a strong relationship between leadership styles, job satisfaction and organisational commitment. The relationship, however, is a negative one. This confirms the hypothesis that leadership style has an impact on both job satisfaction and organisational commitment. Secondly, it was concluded that organisational culture has an impact on both job satisfaction and organisational commitment. Similarly, this relationship is currently a negative one. Recommendations were made for management to review the leadership styles exhibited by the managers, and to subsequently review the impact of the existing organisational culture on job satisfaction and organisational commitment among employees at this operating unit.
- Format
- xiii, 162 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | GUNDO RAMAPHUMA.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |