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.
- Full Text:
- Date Issued: 2018
- 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.
- Full Text:
- Date Issued: 2018
Airline revenue management performance measurement of South African Airways origin-destination revenue management
- Authors: Githiri, Duncan Wanjau
- Date: 2017
- Subjects: Revenue management , Airlines Finance , Performance Measurement , Airlines Rates Mathematical models , South African Airways
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59188 , vital:27455
- Description: Revenue Management (RM) in the airline industry is the practise of selling fixed capacity as a service over a finite time horizon. The market is characterised by the customers’ willingness to pay different prices for the service. This creates the opportunity to target different customer segments and use price differential to attain the optimal passenger fare mix to maximise revenue. The aim is to maximise revenue and an airline can expect revenue increase of between 3 to 7 percent with the successful implementation of a Revenue Management system. The question of whether the revenue increase can be attributed to the RMS is crucial in determining its level of success and validating the optimisation strategy applied (Rannou and Melli, 2003). South African Airways (SAA) migration from Leg-based optimisation to Origin-Destination (O&D) network based revenue management optimisation created the opportunity for this study to measure and evaluate the RMS performance. Revenue performance measuring tools using inventory systems data to measure RMS performance, ASK (Available Seat Kilometre), RASK (Revenue per Available Seat Kilometre), CASK (Cost per Available Seat Kilometre), RPK (Revenue Passenger Kilometre) and cabin factor yield. The limitations relating to the performance measuring tools utilising inventory system data, is the inability for continuous measurement and the isolation of the impact to revenue due to the RMS on its own. In seeking to gauge the performance of the O&D optimisation, the Revenue Opportunity Model (ROM) is applied. ROM is a post departure measuring tool utilised to continuously measure and isolate the contribution of the RMS on SAA’s O&D network. The revenue opportunity achieved versus the potential revenue was assessed. A revenue comparison of the airlines 2014 and 2015 financial year is performed. The results of the analysis showed the O&D optimisation yielded positive revenue capture on routes that applied the correct optimisation strategy. Recommendations on the optimisation strategy to be applied on routes having average or low revenues captured are presented. The aim is to provide the SAA revenue management department with tangible solutions that would result in increased revenue for the SAA network.
- Full Text:
- Date Issued: 2017
- Authors: Githiri, Duncan Wanjau
- Date: 2017
- Subjects: Revenue management , Airlines Finance , Performance Measurement , Airlines Rates Mathematical models , South African Airways
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59188 , vital:27455
- Description: Revenue Management (RM) in the airline industry is the practise of selling fixed capacity as a service over a finite time horizon. The market is characterised by the customers’ willingness to pay different prices for the service. This creates the opportunity to target different customer segments and use price differential to attain the optimal passenger fare mix to maximise revenue. The aim is to maximise revenue and an airline can expect revenue increase of between 3 to 7 percent with the successful implementation of a Revenue Management system. The question of whether the revenue increase can be attributed to the RMS is crucial in determining its level of success and validating the optimisation strategy applied (Rannou and Melli, 2003). South African Airways (SAA) migration from Leg-based optimisation to Origin-Destination (O&D) network based revenue management optimisation created the opportunity for this study to measure and evaluate the RMS performance. Revenue performance measuring tools using inventory systems data to measure RMS performance, ASK (Available Seat Kilometre), RASK (Revenue per Available Seat Kilometre), CASK (Cost per Available Seat Kilometre), RPK (Revenue Passenger Kilometre) and cabin factor yield. The limitations relating to the performance measuring tools utilising inventory system data, is the inability for continuous measurement and the isolation of the impact to revenue due to the RMS on its own. In seeking to gauge the performance of the O&D optimisation, the Revenue Opportunity Model (ROM) is applied. ROM is a post departure measuring tool utilised to continuously measure and isolate the contribution of the RMS on SAA’s O&D network. The revenue opportunity achieved versus the potential revenue was assessed. A revenue comparison of the airlines 2014 and 2015 financial year is performed. The results of the analysis showed the O&D optimisation yielded positive revenue capture on routes that applied the correct optimisation strategy. Recommendations on the optimisation strategy to be applied on routes having average or low revenues captured are presented. The aim is to provide the SAA revenue management department with tangible solutions that would result in increased revenue for the SAA network.
- Full Text:
- Date Issued: 2017
Middle management communication in the midst of a crisis
- Authors: Mbolekwano, Veliswa A
- Date: 2017
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/52477 , vital:26194
- Description: Crisis communication by organisational top leadership to external stakeholders has been explored in literature, while internal crisis communication dynamics by middle managers with their employees within the organisation has been under studied. This paper pursues an understanding of crisis communication dynamics between middle management and their subordinates by investigating how the Middle Managers/Team Leaders of Makana Brick Manufacturing Firm (MBMF) communicated with their employees in the midst of the Eskom load shedding crisis in 2014. The investigation is not limited only to how they handled or made sense of the crisis, but also examines the effect and efficiency of their daily communication on both employees (subordinates) and operations in pursuing this end. As a foundation and background, the study broadly explores the literature on Crisis Leadership, Crisis and Crisis Communication, which are critical topics to understanding the communication role of the middle managers who were the primary subject of this research. The research was conducted through semi-structured, face-to-face interviews. Nine Team Leaders were interviewed. The data collected was transcribed verbatim and analysed through open coding. In the literature of crisis management, the concept of crisis communication has been extensively examined as a function of crisis management, primarily with regards to the crisis communication strategy, encompassing the actual verbal and nonverbal responses an organisation uses to address a crisis. The findings are generally congruent with the crisis communication literature, and reinforce the importance of efficient internal communication in building a culture of transparency between management and employees, as espoused in the literature reviewed, which in addition presents an invaluable opportunity for employees across all levels to engage in and be informed of the organisation’s priorities and therefore has the potential to dictate the success or failure of any major change or crisis situation. As such, it can be argued that there is a need for the same analytical rigour that is given to external crisis communication to be given to financial or operational measures (Barrett, 2002). For both external and internal stakeholders, human compassion, concern and empathy; faith in legitimate and appropriate actions taken by the chosen organisation spokesperson; and honesty, candidness and openness in communication (Seeger 2006, p. 242) are universal. The quality and the quantity of communication, essentially, affect the level of trust and involvement of employees (Thomas, Zolin & Hartman, 2009), which is particularly relevant in times of crisis (Mazzei & Ravazzani, 2015 p. 322). Trust must be developed with staff through clear, honest communication and transparent actions. These encompass being fair, open in communication and intentions, showing consistency, fulfilling promises and being honest about what middle managers can and cannot communicate to their employees (Farrel & Schlesinger, 2013, p. 125). In this study, face to face communication proved to be the most preferred communication channel because of its rewarding advantages such as direct feedback, two-way communication, relationship building and project collaboration.
- Full Text:
- Date Issued: 2017
- Authors: Mbolekwano, Veliswa A
- Date: 2017
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/52477 , vital:26194
- Description: Crisis communication by organisational top leadership to external stakeholders has been explored in literature, while internal crisis communication dynamics by middle managers with their employees within the organisation has been under studied. This paper pursues an understanding of crisis communication dynamics between middle management and their subordinates by investigating how the Middle Managers/Team Leaders of Makana Brick Manufacturing Firm (MBMF) communicated with their employees in the midst of the Eskom load shedding crisis in 2014. The investigation is not limited only to how they handled or made sense of the crisis, but also examines the effect and efficiency of their daily communication on both employees (subordinates) and operations in pursuing this end. As a foundation and background, the study broadly explores the literature on Crisis Leadership, Crisis and Crisis Communication, which are critical topics to understanding the communication role of the middle managers who were the primary subject of this research. The research was conducted through semi-structured, face-to-face interviews. Nine Team Leaders were interviewed. The data collected was transcribed verbatim and analysed through open coding. In the literature of crisis management, the concept of crisis communication has been extensively examined as a function of crisis management, primarily with regards to the crisis communication strategy, encompassing the actual verbal and nonverbal responses an organisation uses to address a crisis. The findings are generally congruent with the crisis communication literature, and reinforce the importance of efficient internal communication in building a culture of transparency between management and employees, as espoused in the literature reviewed, which in addition presents an invaluable opportunity for employees across all levels to engage in and be informed of the organisation’s priorities and therefore has the potential to dictate the success or failure of any major change or crisis situation. As such, it can be argued that there is a need for the same analytical rigour that is given to external crisis communication to be given to financial or operational measures (Barrett, 2002). For both external and internal stakeholders, human compassion, concern and empathy; faith in legitimate and appropriate actions taken by the chosen organisation spokesperson; and honesty, candidness and openness in communication (Seeger 2006, p. 242) are universal. The quality and the quantity of communication, essentially, affect the level of trust and involvement of employees (Thomas, Zolin & Hartman, 2009), which is particularly relevant in times of crisis (Mazzei & Ravazzani, 2015 p. 322). Trust must be developed with staff through clear, honest communication and transparent actions. These encompass being fair, open in communication and intentions, showing consistency, fulfilling promises and being honest about what middle managers can and cannot communicate to their employees (Farrel & Schlesinger, 2013, p. 125). In this study, face to face communication proved to be the most preferred communication channel because of its rewarding advantages such as direct feedback, two-way communication, relationship building and project collaboration.
- Full Text:
- Date Issued: 2017
An exploration of business level strategy at the bottom of the pyramid: a case study of Twizza, Eastern Cape
- Authors: Sityoshwana, Ludwe Lusu
- Date: 2015
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/54486 , vital:26569
- Description: This qualitative study focuses on business level strategy adopted by Twizza to compete in the bottom of the pyramid market in the Eastern Cape, South Africa. Twizza enjoyed huge success between the years 2010 - 2014 as a medium to large sized manufacturer of carbonated soft drinks in the Eastern Cape. In light of this, the current study seeks to answer the following: What business level strategy did top management at Twizza adopt to compete and grow in the BoP market in the Eastern Cape, South Africa? The study takes the form of a case study to explore and understand the patterns of decisions adopted by Twizza’s top management in competing at the bottom of the pyramid. As such, the main objective of the study was to identify the business level strategy adopted by Twizza which enabled their superior performance within the BoP market. The study adopts Porter`s typology to explore business level strategy. Stratified, purposive sampling was used to identify 4 top managers as participants in this study. A total of 7, semi-structured, interviews were used to collect critical incidents from top management of Twizza. This was the primary data used in this study. This type of data was combined with relevant information which was gathered via published press articles and on-line commentary. The study found that central to Twizza’s business strategy were four pillars, namely, strict control and management of manufacturing costs, product quality equal to that of market leaders, the ability of the organisation to manufacture its own raw materials and ability to ensure product availability to the market to the market. These findings reveal that Twizza employed a hybrid strategy, anchored by cost leadership. Thus, Twizza incorporated elements of differentiation and best value strategies to offer its customers affordable quality.
- Full Text:
- Date Issued: 2015
- Authors: Sityoshwana, Ludwe Lusu
- Date: 2015
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/54486 , vital:26569
- Description: This qualitative study focuses on business level strategy adopted by Twizza to compete in the bottom of the pyramid market in the Eastern Cape, South Africa. Twizza enjoyed huge success between the years 2010 - 2014 as a medium to large sized manufacturer of carbonated soft drinks in the Eastern Cape. In light of this, the current study seeks to answer the following: What business level strategy did top management at Twizza adopt to compete and grow in the BoP market in the Eastern Cape, South Africa? The study takes the form of a case study to explore and understand the patterns of decisions adopted by Twizza’s top management in competing at the bottom of the pyramid. As such, the main objective of the study was to identify the business level strategy adopted by Twizza which enabled their superior performance within the BoP market. The study adopts Porter`s typology to explore business level strategy. Stratified, purposive sampling was used to identify 4 top managers as participants in this study. A total of 7, semi-structured, interviews were used to collect critical incidents from top management of Twizza. This was the primary data used in this study. This type of data was combined with relevant information which was gathered via published press articles and on-line commentary. The study found that central to Twizza’s business strategy were four pillars, namely, strict control and management of manufacturing costs, product quality equal to that of market leaders, the ability of the organisation to manufacture its own raw materials and ability to ensure product availability to the market to the market. These findings reveal that Twizza employed a hybrid strategy, anchored by cost leadership. Thus, Twizza incorporated elements of differentiation and best value strategies to offer its customers affordable quality.
- Full Text:
- Date Issued: 2015
Evaluation of microinsurance distribution strategy at the bottom of the pyramid by Liberty Life Swaziland
- Authors: Lukhele, Mlungisi Reginald
- Date: 2015
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/54474 , vital:26568
- Description: This is a qualitative study which focuses on how Liberty Life Swaziland distributes microinsurance to the bottom of the pyramid within Swaziland. Using stratified purposive sampling, this study identified 5 managers within Liberty Life and 4 managers from brokerages and affinity partners who had a minimum of 3 years’ experience in distribution of microinsurance. Semi-structured and in-depth interviews were conducted by the researcher with these managers. Interviews were stopped when there was data saturation. To induce emerging themes from the data, open-coding and constant comparison technique was used. Findings in this study reveal that to distribute microinsurance to low income households, Liberty Life objectives are to; (1) provide relevant solutions in a cost effective manner, thus keeping premiums as affordable as possible, (2) provide simple products which are easy to understand by customers, (3) make services accessible, and (4) make doing business easy. In this regard, Liberty Life distribution strategy is to partner with bulk retailing entities that have a client base they already service and benefit from nationwide presence and infrastructure. Lastly, the perspectives of both internal and external stakeholders in microinsurance are discussed to evaluate the challenges and successes experienced in implementing the distribution strategy. This study is valuable to critically understand the current distribution strategy from the viewpoint of key intermediaries, but also pinpoint how efforts to achieve microinsurance distribution objectives can be enhanced. Lastly, the study recommends that; a selection criteria be set for distribution partners, partnership with mobile network operators, investment in continuous training of distribution partners and knowledge sharing between Liberty and intermediaries to cease the opportunity at the bottom of the pyramid.
- Full Text:
- Date Issued: 2015
- Authors: Lukhele, Mlungisi Reginald
- Date: 2015
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/54474 , vital:26568
- Description: This is a qualitative study which focuses on how Liberty Life Swaziland distributes microinsurance to the bottom of the pyramid within Swaziland. Using stratified purposive sampling, this study identified 5 managers within Liberty Life and 4 managers from brokerages and affinity partners who had a minimum of 3 years’ experience in distribution of microinsurance. Semi-structured and in-depth interviews were conducted by the researcher with these managers. Interviews were stopped when there was data saturation. To induce emerging themes from the data, open-coding and constant comparison technique was used. Findings in this study reveal that to distribute microinsurance to low income households, Liberty Life objectives are to; (1) provide relevant solutions in a cost effective manner, thus keeping premiums as affordable as possible, (2) provide simple products which are easy to understand by customers, (3) make services accessible, and (4) make doing business easy. In this regard, Liberty Life distribution strategy is to partner with bulk retailing entities that have a client base they already service and benefit from nationwide presence and infrastructure. Lastly, the perspectives of both internal and external stakeholders in microinsurance are discussed to evaluate the challenges and successes experienced in implementing the distribution strategy. This study is valuable to critically understand the current distribution strategy from the viewpoint of key intermediaries, but also pinpoint how efforts to achieve microinsurance distribution objectives can be enhanced. Lastly, the study recommends that; a selection criteria be set for distribution partners, partnership with mobile network operators, investment in continuous training of distribution partners and knowledge sharing between Liberty and intermediaries to cease the opportunity at the bottom of the pyramid.
- Full Text:
- Date Issued: 2015
The relationship between leadership style and employee engagement in Sasol Gas, South Africa
- Authors: Duma, Thobile
- Date: 2010
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/64034 , vital:28524
- Description: The main purpose of this study was to determine whether there is a significant relationship between leadership styles of Sasol Gas leaders and their followers’ level of employee engagement. The instruments used in the study were the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and the Utrecht Work Engagement Scale (UWES 9). The MLQ (5X) was completed by the followers and leaders of Sasol Gas to determine whether Sasol Gas leaders use transactional, transformational and/or laissez-faire leadership styles. The work engagement instrument was completed by each follower to determine current levels of employee engagement. Descriptive statistics were obtained and correlations completed for the data to determine whether the different leadership styles exhibit different levels of engagement. The MLQ survey results indicate that leaders of Sasol Gas have more transformational than transactional leadership styles. The UWES 9 measured the three factors of vigour, dedication, and absorption; dedication had the highest mean compared to vigour and absorption, indicating that Sasol Gas employees strongly identify themselves with their work because it is experienced as meaningful, inspiring, and challenging. This research found a statistically significant, albeit weak, relationship between transformational and transactional leadership styles and employee engagement. This is a positive reflection of the current Sasol Gas leaders because empirical evidence shows that transformational leadership behaviours are more successful for attaining and fulfilling goals during organisational change.
- Full Text:
- Date Issued: 2010
- Authors: Duma, Thobile
- Date: 2010
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/64034 , vital:28524
- Description: The main purpose of this study was to determine whether there is a significant relationship between leadership styles of Sasol Gas leaders and their followers’ level of employee engagement. The instruments used in the study were the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and the Utrecht Work Engagement Scale (UWES 9). The MLQ (5X) was completed by the followers and leaders of Sasol Gas to determine whether Sasol Gas leaders use transactional, transformational and/or laissez-faire leadership styles. The work engagement instrument was completed by each follower to determine current levels of employee engagement. Descriptive statistics were obtained and correlations completed for the data to determine whether the different leadership styles exhibit different levels of engagement. The MLQ survey results indicate that leaders of Sasol Gas have more transformational than transactional leadership styles. The UWES 9 measured the three factors of vigour, dedication, and absorption; dedication had the highest mean compared to vigour and absorption, indicating that Sasol Gas employees strongly identify themselves with their work because it is experienced as meaningful, inspiring, and challenging. This research found a statistically significant, albeit weak, relationship between transformational and transactional leadership styles and employee engagement. This is a positive reflection of the current Sasol Gas leaders because empirical evidence shows that transformational leadership behaviours are more successful for attaining and fulfilling goals during organisational change.
- Full Text:
- Date Issued: 2010