- Title
- An assessment of the role of leadership in the successful implementation of performance management : a case of the Eastern Cape district municipalities
- Creator
- Dweba, Zandisile Moses
- Subject
- Municipal government -- South Africa -- Eastern Cape Public administration -- South Africa -- Eastern Cape
- Date Issued
- 2016
- Date
- 2016
- Type
- Thesis
- Type
- Doctoral
- Type
- PhD
- Identifier
- http://hdl.handle.net/10353/12183
- Identifier
- vital:39194
- Description
- At the core of this study is the quest to understand the role leaders play in the successful implementation of performance management in the Eastern Cape municipalities, in the Republic of South Africa. Among the triggers for the study, was the Auditor-General’s lamentation that leaders did not set the correct tone by implementing sound performance management processes, evaluating and monitoring performance in the South African municipalities. He attributed this failure, inter alia, to the lack of employees’ and leadership commitment to the sound implementation of performance management. In an attempt to gain a deeper understanding and possibly respond to the Auditor-Generals’ concern, the researcher sought: To assess the role of leadership and ascertain the extent to which the identified leadership roles were demonstrated in the successful implementation of performance management in the Eastern Cape District Municipalities. Following a review of literature and the conducting of a mixed-methods, empirical study, numerous revelations and findings were made, among which were that, the literature on the leadership-performance link continued to be fragmented and lacking in uniformly defining the concepts, let alone the link between leadership and performance. Because of the multi-dimensionality and the multi-faceted nature of the leadership concept, there still existed a need for more detailed studies on the nature of the leadership-performance link. The eight roles of innovator, broker, producer, director, coordinator, monitor, facilitator and mentor suggested by Quinn, do not provide an exhaustive list of roles, although they provide a starting point on which leader capacitation could be anchored. Whilst the respondents had overwhelmingly affirmed that leaders played the requisite roles in their municipalities, concerns were expressed on deficient leadership competence, poor screening of new leadership entrants, and party political allegiance which was perceived to, at times, cloud their roles. Following a review of literature and past research, numerous studies were uncovered, on the leadership-performance link, which appeared to need consolidation, synthesis and refinement, with a view to sifting and isolating areas that might be of benefit to the implementation of performance management in the Eastern Cape municipalities.
- Format
- 339 leaves
- Format
- Publisher
- University of Fort Hare
- Publisher
- Faculty of Management and Commerce
- Language
- English
- Rights
- University of Fort Hare
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | UFH DAdmin Thesis (2016)-Version 9 - (Final Submitted-Cleaned Up).pdf | 3 MB | Adobe Acrobat PDF | View Details Download |