- Title
- Leadership influence on organisational performance at Eskom
- Creator
- Xawuka, Asanda
- Subject
- Leadership -- South Africa
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/42433
- Identifier
- vital:36655
- Description
- The role and the impact of leadership in business and society is a topic of interest to many in business. This is evident by the increase in the number of studies on the topic of leadership. Organisational leaders are responsible to oversee the company’s operations including the allocation of resources, people management and to facilitate process integration to enable the organisation to achieve its stated objectives. State-Owned Enterprises (SOEs) such as Eskom has a mandate to provide infrastructure services to improve the country’s economic conditions. In particular, Eskom is responsible for electricity generation, transmission and distribution in South Africa and other neighbouring counties. Infrastructure development is much needed in South Africa (SA) to enable the country to attract investors and to grow local businesses, as its economy was downgraded to one notch above‘junk status’ in June 2017 (Mutize & Gossel, 2017). Apart from social responsibility, SOEs are required to operate efficiently in line with good corporate governance and become self-sufficient to fund their own future growth plans. Hence, the importance of SOEs to improve their own performance and efficiencies. In the past few years, Eskom has underperformed in meeting its key deliverables as stipulated in the shareholder compact. These include the electrification of households, maintenance of the current infrastructure and the building of excess electricity capacity. The poor performance has negatively affected the country economy due to planned outages when trying to balance electricity demand and supply. It has further contributed to ongoing community service delivery protests, which costs the country millions of rands (Kekana, 2017; Nyembezi, 2015). In the same period, the company faced many leadership changes which partly contribute to its not fully implementing its strategic plans. The objective of this study was to contribute to a possible improvement in Eskom’s performance by examining the influence of leadership on organisational performance, using the independent variables of the leadership conduct (authenticity), work support and performance determinants (culture, communication, change management, strategy implementation and talent management) and further to add to the current literature in explaining how leadership influences performance. The research design was positivistic asthe relationship amongst the above-mentioned variables was statistically tested. The sample consisted of 111 managerial and non-managerial employees in Eskom, across the nine provinces in South Africa. The empirical results were reported and interpreted. The results revealed that the talent management process, work support, effective communication and strategy implementation have a positive influence on employee performance, which in turn has a positive influence on organisational performance. These results were discussed in terms of the implications they hold for the leadership at Eskom. The limitations are reported, thereby providing areas for possible future research.
- Format
- viii, 126 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 | A. XAWUKA 20023613_TREATISE FINAL SUBMISSION_MARCH 2018_Rev01.pdf | 3 MB | Adobe Acrobat PDF | View Details Download |