- Title
- The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London
- Creator
- Bell, Clement
- Subject
- Extraversion -- South Africa -- Eastern Cape
- Subject
- Leadership -- South Africa -- Eastern Cape
- Subject
- Local government -- South Africa -- Eastern Cape
- Subject
- Big Five model
- Subject
- Public officers
- Subject
- Role conflict
- Subject
- Conscience -- South Africa -- Eastern Cape
- Date
- 2012
- Type
- Thesis
- Type
- Masters
- Type
- MCom (Industrial Psychology)
- Identifier
- vital:11556
- Identifier
- http://hdl.handle.net/10353/d1007116
- Identifier
- Extraversion -- South Africa -- Eastern Cape
- Identifier
- Leadership -- South Africa -- Eastern Cape
- Identifier
- Local government -- South Africa -- Eastern Cape
- Identifier
- Big Five model
- Identifier
- Public officers
- Identifier
- Role conflict
- Identifier
- Conscience -- South Africa -- Eastern Cape
- Description
- This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
- Format
- 124 leaves
- Format
- Publisher
- University of Fort Hare
- Publisher
- Faculty of Management & Commerce
- Language
- English
- Rights
- University of Fort Hare
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UFH Department of Industrial Psychology
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