The Influence of authentic leadership on the workplace safety culture in the tyre industry of South Africa
- Authors: Gallant, Ryan
- Date: 2022-12
- Subjects: Authentic leadership , Work environment, tyre industry -- South Africa
- Language: English
- Type: Master's theses , Thesis
- Identifier: http://hdl.handle.net/10948/59403 , vital:62078
- Description: The lost-time injury rate in the South African automotive industry is higher than one per million (Harmony, 2010:2). Other manufacturing and construction industries have embarked on safety programmes to ensure awareness amongst their workers. The leaders in industry should have a significant influence to steer the safety culture in the automotive industry. This study examined the relationship between Authentic leadership and a safety Culture in the tyre industry of South Africa. The purpose of the study was to increase the workplace safety culture in the South African tyre manufacturing industry by investigating whether the implementation of an authentic leadership programs would positively influence workplace culture. An exploratory study used a quantitative research design involving an email survey to examine the relationship between Authentic Leadership and Safety Culture. Authentic leadership and the safety climate were assessed using the Norwegian Offshore Risk and Safety Climate Inventory (NORSC), the Authentic Leadership Questionnaire, and the questionnaire from Fulele and Kadam. Seven safety climate dimensions were mapped onto the questionnaire. The data from the questionnaire were analysed using STATISTICA software. According to respondents there is a very strong relationship between Authentic Leadership and the implantation of OHSA standards in the tyre industry in South Africa. In addition, respondents rated their management’s implementation of the organisation’s safety routines highly. There was a high level of motivation among respondents to act in a safe manner. The motivation of workers to work safety is also strong related to authentic leadership. , Thesis (MBA) -- Faculty of Business and Economic Sciences, 2022
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- Date Issued: 2022-12
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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- Date Issued: 2018