- Title
- Researching the leader-member exchange model as an instrument to explore followership and leadership at the ELIDZ
- Creator
- Ralarala,Sibusiso Mzimasi
- Subject
- Leadership -- South Africa
- Subject
- Followership -- Social aspects
- Subject
- Executives
- Date Issued
- 2024-12
- Date
- 2024-12
- Type
- Master's theses
- Type
- text
- Identifier
- http://hdl.handle.net/10948/69947
- Identifier
- vital:78249
- Description
- While there has been extensive research on leadership, the connection between followership and leadership is not well explored. In this relationship, the Leader–Member Exchange (LMX) model stands out as a useful framework, shedding light on the complex relationship between leaders and followers, and the ways in which their interactions influence organisational results. This research examined the LMX model in the context of the East London Industrial Development Zone (ELIDZ), in order to understand the interdependence of leaders and followers, and the effects of this relationship on the functioning of the ELIDZ. Making use of a qualitative research approach, the researcher conducted interviews and examined annual reports from the ELIDZ in order to understand the extent to which the LMX model had been applied, and the effects of this application on workplace metrics such as job satisfaction, organisational commitment and overall performance. By examining the dual nature of the leader–follower relationship, the researcher sought to bridge an existing research gap and shed light on the reciprocal influence these roles exert on the industrial development landscape. The findings of this study contribute to the existing knowledge base on leadership, and also reveal the contextual nuances that shape leader–member exchanges within the ELIDZ. The insights yielded by this study could drive meaningful enhancements in leadership strategies and development initiatives, fostering a more productive and harmonious organisational environment. The research offers actionable recommendations that, if followed, could fortify leader–follower relationships in a diversity of modern organisational settings.
- Description
- Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2024
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (152 pages)
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
- Rights
- All Rights Reserved
- Rights
- Open Access
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- Visitors: 12
- Downloads: 2
Collections
NMU Business School
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | RALARALA, S.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |