Msitso woKata. 1st Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191600 , vital:45122 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-09
- Description: 1st Movement - Msitso wo Kata by Chiponi Kwapeni. 2nd Movement - Msitso wawombidi by Kingi Zulu. 3rd Movement - Msitso wa woraru by Chiponi Kwapeni. 4th Movement - Msitso wawomune by Chiponi Kwapeni. 5th Movement - Mungeniso by Chiponi Kwapeni. 6th Movement - Mdano by Kingi Zulu. 7th Movement - Chibudu by Kingi Zulu. 8th Movement - Mzeno by Chiponi Kwapeni. 9th Movement - Msumeto by Chiponi Kwapeni. 10th Movement - Mabandhla by Faiele Sikotchimani. 11th Movement - Msitso wo Kata by Chiponi Kwapeni. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191600 , vital:45122 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-09
- Description: 1st Movement - Msitso wo Kata by Chiponi Kwapeni. 2nd Movement - Msitso wawombidi by Kingi Zulu. 3rd Movement - Msitso wa woraru by Chiponi Kwapeni. 4th Movement - Msitso wawomune by Chiponi Kwapeni. 5th Movement - Mungeniso by Chiponi Kwapeni. 6th Movement - Mdano by Kingi Zulu. 7th Movement - Chibudu by Kingi Zulu. 8th Movement - Mzeno by Chiponi Kwapeni. 9th Movement - Msumeto by Chiponi Kwapeni. 10th Movement - Mabandhla by Faiele Sikotchimani. 11th Movement - Msitso wo Kata by Chiponi Kwapeni. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Msitso woraru. 3rd Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191618 , vital:45125 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-11
- Description: This piece is notable for a solo passage towards the end by Chiponi, at 1m. 45s. to 1m. 55s., when he repeats his solo introduction. This is a new device to me and it emphasises the fact that individual Chopi musicians are not afraid to make innovations. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191618 , vital:45125 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-11
- Description: This piece is notable for a solo passage towards the end by Chiponi, at 1m. 45s. to 1m. 55s., when he repeats his solo introduction. This is a new device to me and it emphasises the fact that individual Chopi musicians are not afraid to make innovations. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Msitso wa womune
- Ngodo of Cabo Mahamba, Chiponi Kwapeni, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191626 , vital:45126 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-12
- Description: An unusual Msitso, in that the dancers shout their Kutokozela cries both after the opening kunigeta cadenza (from 0m. 40s to 1m. 23s) but also during the playing of the Msitso itself. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191626 , vital:45126 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-12
- Description: An unusual Msitso, in that the dancers shout their Kutokozela cries both after the opening kunigeta cadenza (from 0m. 40s to 1m. 23s) but also during the playing of the Msitso itself. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
"Mabandla" with Tokozile. 10th Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Faide Sikotchimani, Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Faide Sikotchimani , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192621 , vital:45243 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-06
- Description: The Mbandi wa mabandla, the leader of the dancers, leads the Tokozile cries, punctuating his calls by smacking his dance shield down onto the ground. The dancers of this village are particularly vocal this year and make an unusual number of cries and shouts during their performance. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Faide Sikotchimani , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192621 , vital:45243 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-06
- Description: The Mbandi wa mabandla, the leader of the dancers, leads the Tokozile cries, punctuating his calls by smacking his dance shield down onto the ground. The dancers of this village are particularly vocal this year and make an unusual number of cries and shouts during their performance. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Msitso wombidi. 2nd Movement
- Ngodo of Cabo Mahamba, Kingi Zulu, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191609 , vital:45123 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-10
- Description: Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/191609 , vital:45123 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR201-10
- Description: Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Msumeto. 9th Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192612 , vital:45242 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-05
- Description: Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192612 , vital:45242 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-05
- Description: Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Mdano
- Ngodo of Cabo Mahamba, Kingi Zulu, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192519 , vital:45233 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-02
- Description: The newly composed words of this Mdano are most interesting to anyone long familar with Chopi music. They demonstrate the constant vitality in Chopi musicians and dancers, which shows no sign of declining, a joy in this art form which is uniquely theirs. One great difficulty remains with the recorder; that of attempting to transcribe the Chopi words as sung. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192519 , vital:45233 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-02
- Description: The newly composed words of this Mdano are most interesting to anyone long familar with Chopi music. They demonstrate the constant vitality in Chopi musicians and dancers, which shows no sign of declining, a joy in this art form which is uniquely theirs. One great difficulty remains with the recorder; that of attempting to transcribe the Chopi words as sung. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Msitso wo Khata Kugwitisa. 10th Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192646 , vital:45246 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-07
- Description: The familiar sound of a traditional style of closing Msitso ends this village dance, the players ending their part with the usual Msitso, the dancers having already left the dance floor. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192646 , vital:45246 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-07
- Description: The familiar sound of a traditional style of closing Msitso ends this village dance, the players ending their part with the usual Msitso, the dancers having already left the dance floor. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Mzeno. 7th Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192603 , vital:45241 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-04
- Description: Led by Kingi Zulu. The rattle players beat six to the main pulse of four beats. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192603 , vital:45241 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-04
- Description: Led by Kingi Zulu. The rattle players beat six to the main pulse of four beats. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Mungeniso. 5th Movement
- Ngodo of Cabo Mahamba, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192488 , vital:45230 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-01
- Description: This item was led by King Zulu and not by the composer Chiponi. Most of the words behind the music are a series of cries rather than a true lyric. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192488 , vital:45230 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-01
- Description: This item was led by King Zulu and not by the composer Chiponi. Most of the words behind the music are a series of cries rather than a true lyric. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
Chibudu. 7th Movement
- Ngodo of Cabo Mahamba, Kingi Zulu, Chiponi Kwapeni (Leader), Tracey, Hugh
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192577 , vital:45239 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-03
- Description: The Kupeka Hahatsi of the shields is clearly heard in this movement. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
- Authors: Ngodo of Cabo Mahamba , Kingi Zulu , Chiponi Kwapeni (Leader) , Tracey, Hugh
- Date: 1963
- Subjects: Folk music--Africa , Music--Mozambique , Folk songs, Chopi , Chopi (African people) , Field recordings , Africa, Sub-Saharan , Africa Mozambique Cabo Mahamba f-mz
- Language: Chopi
- Type: sound recordings , field recordings , sound recording-musical
- Identifier: http://hdl.handle.net/10962/192577 , vital:45239 , International Library of African Music, Rhodes University, Grahamstown, South Africa , TR202-03
- Description: The Kupeka Hahatsi of the shields is clearly heard in this movement. Orchestral dance with 14 Timbila xylophones - 2 Chilanzane (Treble), 8 Sange (Alto), 1 Doli (Tenor), 1 Debiinda (Bass), 2 Gulu (Double Bass).
- Full Text: false
- Date Issued: 1963
An investigation of servant leadership within Rhodes University sports clubs
- Authors: Stiebel, Jessica Lee
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:872 , http://hdl.handle.net/10962/d1021317
- Description: This research investigates the level of servant leadership within Rhodes University sport clubs. The goals of this research are to assess the perception the club members have of their chairperson and to key identify areas of development. The sport clubs at Rhodes University are partially run by chairpersons who are voted into the position by his or her peers of a sports club. The chairpersons work alongside Rhodes University employees who are a part of the Sports Administration team to oversee the running, scheduling and finances of the club. The sports clubs are representative of Rhodes University and it is the chairperson’s responsibility to ensure the club is lead and run effectively. Robert Greenleaf coined the term servant leader in the 1970s (Greenleaf, 1997). The servant leader is a leader who is driven by his or her followers, as leadership involves a leader serving his or her followers first and foremost (Greenleaf, 1977). The leader takes on a role that is supportive and contributes to their personal as well as their professional achievements (Smith, Montagno and Kuzmenko, 2004). A questionnaire consisting of 27 questions was drafted, of which were four demographic questions. A 5-point Likert Scale was used in order for the participants to respond to the questions. The questionnaire was drawn from a number of questionnaires available in literature on leadership and adapted to suit Rhodes University sports clubs. The questionnaire was distributed personally by the researcher, as well as through an online questionnaire. There were a total of 153 candidates who participated in the study. Descriptive statistics were used to analyse the data. The majority of the respondents had the perceptions that their chairperson displayed characteristics of a servant leader. Majority of the participants were in agreement of the questions asked in the questionnaire, which focused on many servant leadership qualities. The results will be handed over to the Head of Sports Administration in order for them to get an idea of their leaders’ characteristics and areas where they can improve upon.
- Full Text:
- Date Issued: 2016
- Authors: Stiebel, Jessica Lee
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:872 , http://hdl.handle.net/10962/d1021317
- Description: This research investigates the level of servant leadership within Rhodes University sport clubs. The goals of this research are to assess the perception the club members have of their chairperson and to key identify areas of development. The sport clubs at Rhodes University are partially run by chairpersons who are voted into the position by his or her peers of a sports club. The chairpersons work alongside Rhodes University employees who are a part of the Sports Administration team to oversee the running, scheduling and finances of the club. The sports clubs are representative of Rhodes University and it is the chairperson’s responsibility to ensure the club is lead and run effectively. Robert Greenleaf coined the term servant leader in the 1970s (Greenleaf, 1997). The servant leader is a leader who is driven by his or her followers, as leadership involves a leader serving his or her followers first and foremost (Greenleaf, 1977). The leader takes on a role that is supportive and contributes to their personal as well as their professional achievements (Smith, Montagno and Kuzmenko, 2004). A questionnaire consisting of 27 questions was drafted, of which were four demographic questions. A 5-point Likert Scale was used in order for the participants to respond to the questions. The questionnaire was drawn from a number of questionnaires available in literature on leadership and adapted to suit Rhodes University sports clubs. The questionnaire was distributed personally by the researcher, as well as through an online questionnaire. There were a total of 153 candidates who participated in the study. Descriptive statistics were used to analyse the data. The majority of the respondents had the perceptions that their chairperson displayed characteristics of a servant leader. Majority of the participants were in agreement of the questions asked in the questionnaire, which focused on many servant leadership qualities. The results will be handed over to the Head of Sports Administration in order for them to get an idea of their leaders’ characteristics and areas where they can improve upon.
- Full Text:
- Date Issued: 2016
An evaluation of the leadership effectiveness among production supervisors at selected pharmaceutical organisations in Port Elizabeth
- Authors: Swanepoel, Deon Andre
- Date: 2001
- Subjects: Leadership , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10889 , http://hdl.handle.net/10948/62 , Leadership , Pharmacy management
- Description: Effective leadership is one of the most important factors that influence the performance of an organisation. Effective leadership together with supervision are similar in terms of their influence of others towards achieving the goals of the organisation. Therefore, effective leadership and supervision are principal activities through which organisational goals and objectives are achieved. The main objectives of this study are firstly to evaluate the leadership effectiveness of production supervisors at Lennon and Intramed. Secondly, to suggest recommendations to management to improve or eliminate shortcomings in the leadership effectiveness of the production supervisors at Lennon and Intramed. In this way, a contribution to the overall leadership effectiveness of the production supervisors at Lennon and Intramed is achieved. In order to achieve the said objectives, the following methodology was employed: Firstly, guidelines for effective leadership were identified by means of evaluating existing literature and theory. This was achieved by critically examining existing leadership theories and models. The major contributions, disadvantages, and advantages of each of these theories and models were evaluated which resulted in the list of guidelines for effective leadership. Secondly, the pharmaceutical industry and the theory surrounding supervision were critically examined and discussed. Attention was given to the pharmaceutical industry in South Africa, with special reference to Lennon and Intramed. The theory of supervision was examined with special focus on the skills, functions, power, and responsibilities of the supervisor. Thirdly, a postal questionnaire was used to gather the required empirical information. The response obtained from the questionnaire was critically evaluated against the guidelines for effective leadership and effective supervision, and the results were graphically represented in a company leadership profile. Lennon and Intramed were evaluated separately, and the major differences and similarities between the two organisations were critically evaluated. Lastly, the main findings and recommendations were formulated in order to remedy the shortcomings that were identified. The following recommendations may lead to more effective leadership among production supervisors at Lennon and Intramed: It is necessary that this study be made available to the supervisors at Lennon and Intramed, as it will give them insight into the theory of leadership and what effective leadership is about. It will furthermore give the supervisors an insight into the way that their subordinates view their leadership behaviour and effectiveness. It is further recommended that the information from this study be made available through sensitisation sessions where the necessary information is presented to a group or individual supervisors. Leadership training and development is required as it can make a meaningful contribution to equip supervisors with the necessary leadership skills to practise effective leadership. This leadership training and development can be done by means of short courses presented by a formal training institution, or by a suitably qualified in-house presenter. The last recommendation to leadership effectiveness involves the implementation of a performance management system and incentive scheme to further motivate and drive the supervisor’s leadership behaviour towards effective leadership.
- Full Text:
- Date Issued: 2001
- Authors: Swanepoel, Deon Andre
- Date: 2001
- Subjects: Leadership , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10889 , http://hdl.handle.net/10948/62 , Leadership , Pharmacy management
- Description: Effective leadership is one of the most important factors that influence the performance of an organisation. Effective leadership together with supervision are similar in terms of their influence of others towards achieving the goals of the organisation. Therefore, effective leadership and supervision are principal activities through which organisational goals and objectives are achieved. The main objectives of this study are firstly to evaluate the leadership effectiveness of production supervisors at Lennon and Intramed. Secondly, to suggest recommendations to management to improve or eliminate shortcomings in the leadership effectiveness of the production supervisors at Lennon and Intramed. In this way, a contribution to the overall leadership effectiveness of the production supervisors at Lennon and Intramed is achieved. In order to achieve the said objectives, the following methodology was employed: Firstly, guidelines for effective leadership were identified by means of evaluating existing literature and theory. This was achieved by critically examining existing leadership theories and models. The major contributions, disadvantages, and advantages of each of these theories and models were evaluated which resulted in the list of guidelines for effective leadership. Secondly, the pharmaceutical industry and the theory surrounding supervision were critically examined and discussed. Attention was given to the pharmaceutical industry in South Africa, with special reference to Lennon and Intramed. The theory of supervision was examined with special focus on the skills, functions, power, and responsibilities of the supervisor. Thirdly, a postal questionnaire was used to gather the required empirical information. The response obtained from the questionnaire was critically evaluated against the guidelines for effective leadership and effective supervision, and the results were graphically represented in a company leadership profile. Lennon and Intramed were evaluated separately, and the major differences and similarities between the two organisations were critically evaluated. Lastly, the main findings and recommendations were formulated in order to remedy the shortcomings that were identified. The following recommendations may lead to more effective leadership among production supervisors at Lennon and Intramed: It is necessary that this study be made available to the supervisors at Lennon and Intramed, as it will give them insight into the theory of leadership and what effective leadership is about. It will furthermore give the supervisors an insight into the way that their subordinates view their leadership behaviour and effectiveness. It is further recommended that the information from this study be made available through sensitisation sessions where the necessary information is presented to a group or individual supervisors. Leadership training and development is required as it can make a meaningful contribution to equip supervisors with the necessary leadership skills to practise effective leadership. This leadership training and development can be done by means of short courses presented by a formal training institution, or by a suitably qualified in-house presenter. The last recommendation to leadership effectiveness involves the implementation of a performance management system and incentive scheme to further motivate and drive the supervisor’s leadership behaviour towards effective leadership.
- Full Text:
- Date Issued: 2001
Service as a leadership competency at Director/CEO level
- Authors: Chilton, Ilse Mercia
- Date: 2022-12
- Subjects: Leadership Moral and ethical aspects , Servant leadership , Compassion , Humility , Integrative thinking , Critical incident technique , Transformational leadership
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/419075 , vital:71614
- Description: Given ethical failures in leadership, the actions and decisions of leaders are receiving renewed attention based on the role business plays in society. Business leaders need to demonstrate their willingness to consider their influence on society and not merely consider the demands and expectations of shareholders. Leaders must consider the ethical lens through which their decisions and actions are perceived. Service as a leadership competency can develop ethical leadership. Currently, service is not clearly defined and understood, and Pearse (2017) proposes five interrelated elements of service as a competency, namely individualised consideration, compassion, motivation to lead, humility and integrated thinking. The study examined if the five interrelated service elements are present when a leader at Director/CEO level exercises an act of service towards a follower. The study adopted a qualitative deductive thematic approach, collecting data through semi-structured interviews and using the critical incident technique to guide the interviews. The study's findings support the research proposition that service as a leadership competency consists of the five elements, but with some of these elements expanded. Service as a leadership competency is recommended to develop high-quality social relationships within an organisation, which will positively impact the corporate culture. Organisations can recruit and select leaders based on ethical leadership requirements and integrate these into performance management systems. Recommendations for further research have also been made. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2023
- Full Text:
- Date Issued: 2022-12
- Authors: Chilton, Ilse Mercia
- Date: 2022-12
- Subjects: Leadership Moral and ethical aspects , Servant leadership , Compassion , Humility , Integrative thinking , Critical incident technique , Transformational leadership
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/419075 , vital:71614
- Description: Given ethical failures in leadership, the actions and decisions of leaders are receiving renewed attention based on the role business plays in society. Business leaders need to demonstrate their willingness to consider their influence on society and not merely consider the demands and expectations of shareholders. Leaders must consider the ethical lens through which their decisions and actions are perceived. Service as a leadership competency can develop ethical leadership. Currently, service is not clearly defined and understood, and Pearse (2017) proposes five interrelated elements of service as a competency, namely individualised consideration, compassion, motivation to lead, humility and integrated thinking. The study examined if the five interrelated service elements are present when a leader at Director/CEO level exercises an act of service towards a follower. The study adopted a qualitative deductive thematic approach, collecting data through semi-structured interviews and using the critical incident technique to guide the interviews. The study's findings support the research proposition that service as a leadership competency consists of the five elements, but with some of these elements expanded. Service as a leadership competency is recommended to develop high-quality social relationships within an organisation, which will positively impact the corporate culture. Organisations can recruit and select leaders based on ethical leadership requirements and integrate these into performance management systems. Recommendations for further research have also been made. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2023
- Full Text:
- Date Issued: 2022-12
A case study of how a leader shaped the culture of an organisation during a post-merger integration
- Authors: Zozi, Vuyokazi
- Date: 2020
- Subjects: Corporate culture -- South Africa -- East London , Leadership -- South Africa -- East London , Organizational behavior -- South Africa -- East London , Strategic planning -- South Africa -- East London , Mission statements -- South Africa -- East London , Government accountability -- South Africa -- East London , Government corporations -- South Africa -- East London , Consolidation and merger of corporations -- South Africa -- East London , Consolidation and merger of corporations -- Management , Crisis management -- South Africa -- East London , Core competencies -- South Africa -- East London , Resource allocation -- South Africa -- East London , Personnel management -- South Africa -- East London , Communication in management -- South Africa -- East London , Qualitative research
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/146643 , vital:38544
- Description: This research took the form of a case study of the post-merger integration of a government organisation. The study had four objectives, namely to: (1) describe the cultural value of accountability; (2) analyse how strategic leadership and relational leadership roles were exercised to address post-merger integration challenges; (3) analyse how a leader applied selected primary mechanisms to shape organisational culture; (4) analyse how strategic and relational leadership complemented each other in addressing the challenges of post-merger integration and thereby shaping a culture of accountability; and (5) describe how some of the secondary articulation and reinforcing mechanisms supported the culture that was created through primary mechanisms. The literature reviewed, identified some of the critical challenges that are experienced in a post-merger integration, and highlighted the role of leadership in culture formation. The critical challenges that were identified are as follows: What is the vision and organisational purpose? How does the leader structure the organisation? What kind of culture does the leader need to create? How does the leader maintain trust and keep communication with employees? How does a leader build new core competences and develop human capital? Two leadership approaches were adopted, namely strategic and relational leadership. These two leadership approaches were selected because, based on a review of the literature, they appeared to address these post-integration challenges. The roles associated with strategic leadership that were investigated, were creating a vision and purpose for the organisation, developing core competences and developing human capital. From the perspective of relational leadership, this study was concerned with how a leader communicated through regular formal and informal dialogues to keep employees abreast of things, and how the leader built trust. In reviewing the literature linking leadership and culture, the work of Schein (2010) featured prominently. Schein (2010) referred to primary embedding mechanisms that create culture and secondary articulation and reinforcing mechanisms that reinforce or support the culture being created through the primary mechanisms. This study looked at how that happens, and hence six propositions were crafted from the literature. These propositions are as follows: (1) Formal dialogues between the leader and employees demonstrate what the leader pays attention to, measures and controls, which then clarifies what the employees are accountable for. (2) What the leader pays attention to, measures and controls during regular informal interactions between the leader and employees, contributes to strong mutual relationships between them, which promotes ownership and accountability amongst employees for their actions. (3) A leader who behaves consistently when handling critical incidents and organisational crises, is trusted by employees, who then act responsibly and take full responsibility for their actions, and even their mistakes. (4) A leader creates a vision and sense of purpose for the organisation through what he pays attention to, measures and controls, thereby clarifying for employees what they are required to do. (5) A leader who pays attention to developing the organisational core competence and allocates resources to it, instils confidence in his employees with regards to carrying out their own responsibilities. (6) A leader who develops human capital through the allocation of additional resources, thereby instilling confidence in employees who are willing and able to realise or take up their responsibilities. This research adopted a qualitative approach. Data was collected through conducting interviews and the analysis of relevant documents. A deductive thematic analysis of the data was used for the purpose of identifying, analysing and reporting patterns, or themes within the data collected. The research confirmed these propositions as being relevant to the case study. It also confirmed that strategic and relational leadership as reflected in the propositions have complemented one another in the successful implementation of the post-merger integration, thereby shaping a particular culture. It was concluded that the challenges associated with a post-merger integration could not have been addressed through only one of the leadership approaches. The findings of the study also recognised that an architectural role was also required. That is, in a merger, the structure has to be carefully designed and not taken for granted. It was therefore recognised as a critical leadership role. The study considers the implications of the findings and makes recommendations for managers of this organisation, as well as for other organisations that are engaging in a post-merger integration. It further outlines the limitations, delimitations as well as the contribution that the study has made to the body of knowledge. Some of the recommendations made for further research were to analyse how other primary mechanisms that were not part of the propositions may shape the organisational culture; and to research how architectural leadership roles combine with strategic and relational leadership to address post-merger integration challenges. Lastly, this study has explained how leadership, through various mechanisms, shaped a culture of accountability. Other studies can be done using a similar design with different theories of leadership and other mechanisms that apply to shaping other kinds of cultural values.
- Full Text:
- Date Issued: 2020
- Authors: Zozi, Vuyokazi
- Date: 2020
- Subjects: Corporate culture -- South Africa -- East London , Leadership -- South Africa -- East London , Organizational behavior -- South Africa -- East London , Strategic planning -- South Africa -- East London , Mission statements -- South Africa -- East London , Government accountability -- South Africa -- East London , Government corporations -- South Africa -- East London , Consolidation and merger of corporations -- South Africa -- East London , Consolidation and merger of corporations -- Management , Crisis management -- South Africa -- East London , Core competencies -- South Africa -- East London , Resource allocation -- South Africa -- East London , Personnel management -- South Africa -- East London , Communication in management -- South Africa -- East London , Qualitative research
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/146643 , vital:38544
- Description: This research took the form of a case study of the post-merger integration of a government organisation. The study had four objectives, namely to: (1) describe the cultural value of accountability; (2) analyse how strategic leadership and relational leadership roles were exercised to address post-merger integration challenges; (3) analyse how a leader applied selected primary mechanisms to shape organisational culture; (4) analyse how strategic and relational leadership complemented each other in addressing the challenges of post-merger integration and thereby shaping a culture of accountability; and (5) describe how some of the secondary articulation and reinforcing mechanisms supported the culture that was created through primary mechanisms. The literature reviewed, identified some of the critical challenges that are experienced in a post-merger integration, and highlighted the role of leadership in culture formation. The critical challenges that were identified are as follows: What is the vision and organisational purpose? How does the leader structure the organisation? What kind of culture does the leader need to create? How does the leader maintain trust and keep communication with employees? How does a leader build new core competences and develop human capital? Two leadership approaches were adopted, namely strategic and relational leadership. These two leadership approaches were selected because, based on a review of the literature, they appeared to address these post-integration challenges. The roles associated with strategic leadership that were investigated, were creating a vision and purpose for the organisation, developing core competences and developing human capital. From the perspective of relational leadership, this study was concerned with how a leader communicated through regular formal and informal dialogues to keep employees abreast of things, and how the leader built trust. In reviewing the literature linking leadership and culture, the work of Schein (2010) featured prominently. Schein (2010) referred to primary embedding mechanisms that create culture and secondary articulation and reinforcing mechanisms that reinforce or support the culture being created through the primary mechanisms. This study looked at how that happens, and hence six propositions were crafted from the literature. These propositions are as follows: (1) Formal dialogues between the leader and employees demonstrate what the leader pays attention to, measures and controls, which then clarifies what the employees are accountable for. (2) What the leader pays attention to, measures and controls during regular informal interactions between the leader and employees, contributes to strong mutual relationships between them, which promotes ownership and accountability amongst employees for their actions. (3) A leader who behaves consistently when handling critical incidents and organisational crises, is trusted by employees, who then act responsibly and take full responsibility for their actions, and even their mistakes. (4) A leader creates a vision and sense of purpose for the organisation through what he pays attention to, measures and controls, thereby clarifying for employees what they are required to do. (5) A leader who pays attention to developing the organisational core competence and allocates resources to it, instils confidence in his employees with regards to carrying out their own responsibilities. (6) A leader who develops human capital through the allocation of additional resources, thereby instilling confidence in employees who are willing and able to realise or take up their responsibilities. This research adopted a qualitative approach. Data was collected through conducting interviews and the analysis of relevant documents. A deductive thematic analysis of the data was used for the purpose of identifying, analysing and reporting patterns, or themes within the data collected. The research confirmed these propositions as being relevant to the case study. It also confirmed that strategic and relational leadership as reflected in the propositions have complemented one another in the successful implementation of the post-merger integration, thereby shaping a particular culture. It was concluded that the challenges associated with a post-merger integration could not have been addressed through only one of the leadership approaches. The findings of the study also recognised that an architectural role was also required. That is, in a merger, the structure has to be carefully designed and not taken for granted. It was therefore recognised as a critical leadership role. The study considers the implications of the findings and makes recommendations for managers of this organisation, as well as for other organisations that are engaging in a post-merger integration. It further outlines the limitations, delimitations as well as the contribution that the study has made to the body of knowledge. Some of the recommendations made for further research were to analyse how other primary mechanisms that were not part of the propositions may shape the organisational culture; and to research how architectural leadership roles combine with strategic and relational leadership to address post-merger integration challenges. Lastly, this study has explained how leadership, through various mechanisms, shaped a culture of accountability. Other studies can be done using a similar design with different theories of leadership and other mechanisms that apply to shaping other kinds of cultural values.
- Full Text:
- Date Issued: 2020
Promoting leader integrity through the human resource management value chain
- Authors: De Villiers, Bridget
- Date: 2020
- Subjects: Leadership -- South Africa , Leadership -- South Africa -- Moral and ethical aspects Business ethics Professional ethics Personnel management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/50469 , vital:42197
- Description: Ethical breaches in the public and private sector in South Africa are prevalent and the effects thereof pervasive on the economy and within broader society. These ethical breaches include corruption, bribery, and the mismanagement of resources and may be attributed to poor decision-making on the part of organisational leaders. The complexity of the circumstances in which organisations operate in the 21st century requires that leaders effectively navigate moral dilemmas while considering the broad range of interests represented by many organisational stakeholders. Leaders need to act in a manner that is ethically sound to avoid the negative consequences associated with unethical organisational conduct, including a loss of profit, credibility and reputation. Ethical leadership is central to moral organisational governance, as compliance with rules and regulations alone is ineffective in building and sustaining an ethical organisation. Literature points to the centrality of leader integrity to the notion of ethical leadership and that an ethical organisational culture is sustained by leaders who possess integrity. In promoting leader integrity studies highlight management interventions and organisational success factors that promote an ethical organisation. Within the context of this study these management interventions and success factors were identified as promoting leader integrity. Further, the literature identified the important role of leaders in supporting these interventions and creating the conditions necessary to foster the success factors. These management interventions are offered through and the success factors are linked to the human resource management value chain. The main aim of this study was to explore the promotion of leader integrity through the human resource management value chain in South African organisations. The main aim of the study led to the development of several theoretical and empirical sub-objectives that were addressed through the following actions: A literature study was conducted examining the nature of ethical leadership and leader integrity and included a consideration of the dark side of leadership. The literature was further examined in relation to the nature of an ethical organisation and organisational integrity, the role of the leader in promoting an ethical organisational culture, and regarding the management interventions and success factors that were seen to promote leader integrity. The insights gained from the literature review assisted in the compilation of a survey questionnaire, this being the Management Interventions and Success Factors Scale. This scale, together with an existing scale, The Perceived Leader Integrity Scale (version 1.2), were used in the empirical study to determine the perceptions of employees as to whether specific management interventions and success factors were seen to promote leader integrity, and the extent to which their managers were seen to act with integrity. These employees worked in the public and private sectors across South Africa, and a final sample size of 606 respondents was achieved. The empirical results of the study revealed that management interventions and success factors were seen to promote leader integrity. However, due to high levels of inconsistency in the responses received it was recommended that a clearer link needs to be created in terms of how the success factors and interventions promote leader integrity. The empirical study further revealed that South African leaders were seen to act with integrity, more especially not to engage in acts of extreme negative deviance such as theft or sabotage, but that there was room for improvement as there were employees who reported moderate and low levels of integrity among their managers. Together with the literature review the empirical study contributed towards the development of a model and a framework for the promotion of leader integrity across the HRM value chain. South African leaders have a crucial role to play in promoting not only the moral fibre of the organisations that they represent, but also in contributing positively to moral regeneration at both a national and a global level through effective and integrity-based organisational governance. This is achieved through adopting an integrated, strategic and holistic approach to the promotion of leader integrity as proposed in this study.
- Full Text:
- Date Issued: 2020
- Authors: De Villiers, Bridget
- Date: 2020
- Subjects: Leadership -- South Africa , Leadership -- South Africa -- Moral and ethical aspects Business ethics Professional ethics Personnel management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/50469 , vital:42197
- Description: Ethical breaches in the public and private sector in South Africa are prevalent and the effects thereof pervasive on the economy and within broader society. These ethical breaches include corruption, bribery, and the mismanagement of resources and may be attributed to poor decision-making on the part of organisational leaders. The complexity of the circumstances in which organisations operate in the 21st century requires that leaders effectively navigate moral dilemmas while considering the broad range of interests represented by many organisational stakeholders. Leaders need to act in a manner that is ethically sound to avoid the negative consequences associated with unethical organisational conduct, including a loss of profit, credibility and reputation. Ethical leadership is central to moral organisational governance, as compliance with rules and regulations alone is ineffective in building and sustaining an ethical organisation. Literature points to the centrality of leader integrity to the notion of ethical leadership and that an ethical organisational culture is sustained by leaders who possess integrity. In promoting leader integrity studies highlight management interventions and organisational success factors that promote an ethical organisation. Within the context of this study these management interventions and success factors were identified as promoting leader integrity. Further, the literature identified the important role of leaders in supporting these interventions and creating the conditions necessary to foster the success factors. These management interventions are offered through and the success factors are linked to the human resource management value chain. The main aim of this study was to explore the promotion of leader integrity through the human resource management value chain in South African organisations. The main aim of the study led to the development of several theoretical and empirical sub-objectives that were addressed through the following actions: A literature study was conducted examining the nature of ethical leadership and leader integrity and included a consideration of the dark side of leadership. The literature was further examined in relation to the nature of an ethical organisation and organisational integrity, the role of the leader in promoting an ethical organisational culture, and regarding the management interventions and success factors that were seen to promote leader integrity. The insights gained from the literature review assisted in the compilation of a survey questionnaire, this being the Management Interventions and Success Factors Scale. This scale, together with an existing scale, The Perceived Leader Integrity Scale (version 1.2), were used in the empirical study to determine the perceptions of employees as to whether specific management interventions and success factors were seen to promote leader integrity, and the extent to which their managers were seen to act with integrity. These employees worked in the public and private sectors across South Africa, and a final sample size of 606 respondents was achieved. The empirical results of the study revealed that management interventions and success factors were seen to promote leader integrity. However, due to high levels of inconsistency in the responses received it was recommended that a clearer link needs to be created in terms of how the success factors and interventions promote leader integrity. The empirical study further revealed that South African leaders were seen to act with integrity, more especially not to engage in acts of extreme negative deviance such as theft or sabotage, but that there was room for improvement as there were employees who reported moderate and low levels of integrity among their managers. Together with the literature review the empirical study contributed towards the development of a model and a framework for the promotion of leader integrity across the HRM value chain. South African leaders have a crucial role to play in promoting not only the moral fibre of the organisations that they represent, but also in contributing positively to moral regeneration at both a national and a global level through effective and integrity-based organisational governance. This is achieved through adopting an integrated, strategic and holistic approach to the promotion of leader integrity as proposed in this study.
- Full Text:
- Date Issued: 2020
Promoting leader intergrity through the human resource management chain
- Authors: De Villiers, Marie Bridget
- Date: 2020
- Subjects: Leadersship --Moral and ethical Aspects -- South Africa
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10948/49791 , vital:41801
- Description: Ethical breaches in the public and private sector in South Africa are prevalent and the effects thereof pervasive on the economy and within broader society. These ethical breaches include corruption, bribery, and the mismanagement of resources and may be attributed to poor decision-making on the part of organisational leaders. The complexity of the circumstances in which organisations operate in the 21st century requires that leaders effectively navigate moral dilemmas while considering the broad range of interests represented by many organisational stakeholders. Leaders need to act in a manner that is ethically sound to avoid the negative consequences associated with unethical organisational conduct, including a loss of profit, credibility and reputation. Ethical leadership is central to moral organisational governance, as compliance with rules and regulations alone is ineffective in building and sustaining an ethical organisation. Literature points to the centrality of leader integrity to the notion of ethical leadership and that an ethical organisational culture is sustained by leaders who possess integrity. In promoting leader integrity studies highlight management interventions and organisational success factors that promote an ethical organisation. Within the context of this study these management interventions and success factors were identified as promoting leader integrity. Further, the literature identified the important role of leaders in supporting these interventions and creating the conditions necessary to foster the success factors. These management interventions are offered through and the success factors are linked to the human resource management value chain. The main aim of this study was to explore the promotion of leader integrity through the human resource management value chain in South African organisations. The main aim of the study led to the development of several theoretical and empirical sub-objectives that were addressed.
- Full Text:
- Date Issued: 2020
- Authors: De Villiers, Marie Bridget
- Date: 2020
- Subjects: Leadersship --Moral and ethical Aspects -- South Africa
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10948/49791 , vital:41801
- Description: Ethical breaches in the public and private sector in South Africa are prevalent and the effects thereof pervasive on the economy and within broader society. These ethical breaches include corruption, bribery, and the mismanagement of resources and may be attributed to poor decision-making on the part of organisational leaders. The complexity of the circumstances in which organisations operate in the 21st century requires that leaders effectively navigate moral dilemmas while considering the broad range of interests represented by many organisational stakeholders. Leaders need to act in a manner that is ethically sound to avoid the negative consequences associated with unethical organisational conduct, including a loss of profit, credibility and reputation. Ethical leadership is central to moral organisational governance, as compliance with rules and regulations alone is ineffective in building and sustaining an ethical organisation. Literature points to the centrality of leader integrity to the notion of ethical leadership and that an ethical organisational culture is sustained by leaders who possess integrity. In promoting leader integrity studies highlight management interventions and organisational success factors that promote an ethical organisation. Within the context of this study these management interventions and success factors were identified as promoting leader integrity. Further, the literature identified the important role of leaders in supporting these interventions and creating the conditions necessary to foster the success factors. These management interventions are offered through and the success factors are linked to the human resource management value chain. The main aim of this study was to explore the promotion of leader integrity through the human resource management value chain in South African organisations. The main aim of the study led to the development of several theoretical and empirical sub-objectives that were addressed.
- Full Text:
- Date Issued: 2020
An analysis of how leadership has shaped the culture of customer centricity in the branch of a bank
- Authors: Mali, Mandisa
- Date: 2020
- Subjects: Banks and banking -- Customer services , Banks and banking -- Customer services -- South Africa -- Case studies , Customer relations -- Management , Customer relations -- Management -- South Africa -- Case studies , Relationship banking -- South Africa -- Case studies , Bank management -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171852 , vital:42132
- Description: Financial institutions are faced with increasing competition as there has been an increase in new entrants in the industry, therefore a battle of market share in banking is in progress. Digitization is fast changing how customers perceive value, customers have become spoilt for choice and thus banks have to implement strategies that will help them to increase their market share by keeping the customers they currently have and strategies that help them to acquire more customers. A strategy on its own will not support organizational goals, if it is not adopted by the executers – the employees on the ground. It is important for leaders to support the strategic goals of an organization by ensuring that the goals become a culture, a way of doing things in that organization. This study is an analysis of how leadership shaped a culture of customer centricity in the branch of a bank. The objectives of the study were to: (1) To describe the culture of customer centricity that was cultivated by the branch manager; (2) To analyse what the leader pays attention to, measures and controls on a regular basis, in support of a culture of customer centricity; (3) To analyse how the leader conducts deliberate role modelling, teaching and coaching in support of a culture of customer centricity; (4) To analyse whether - and if so how - the quality of the dyadic relations between the leader and her followers enables or disables the effect of cultural mechanisms on the culture of customer centricity; and (5) To analyse how the leader built high quality relations with her followers The study took the form of a case study of a branch of a bank, where nine universal bankers and their former leader were interviewed. The data were then analysed using a deductive thematic analysis. The findings met all objectives of the study and the findings supported the propositions. The findings also discovered that reward and recognition contributed to the shaping of a culture of customer centricity. In conclusion the limitations and delimitations of the study are acknowledged, and recommendations are made. The study contributes towards the Social Exchange Theory (SET) and demonstrates how high-quality leader member exchange (LMX) relations can be developed. Several recommendations are made for further studies on factors shaping a culture of customer centricity, and implications for management are considered.
- Full Text:
- Date Issued: 2020
- Authors: Mali, Mandisa
- Date: 2020
- Subjects: Banks and banking -- Customer services , Banks and banking -- Customer services -- South Africa -- Case studies , Customer relations -- Management , Customer relations -- Management -- South Africa -- Case studies , Relationship banking -- South Africa -- Case studies , Bank management -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171852 , vital:42132
- Description: Financial institutions are faced with increasing competition as there has been an increase in new entrants in the industry, therefore a battle of market share in banking is in progress. Digitization is fast changing how customers perceive value, customers have become spoilt for choice and thus banks have to implement strategies that will help them to increase their market share by keeping the customers they currently have and strategies that help them to acquire more customers. A strategy on its own will not support organizational goals, if it is not adopted by the executers – the employees on the ground. It is important for leaders to support the strategic goals of an organization by ensuring that the goals become a culture, a way of doing things in that organization. This study is an analysis of how leadership shaped a culture of customer centricity in the branch of a bank. The objectives of the study were to: (1) To describe the culture of customer centricity that was cultivated by the branch manager; (2) To analyse what the leader pays attention to, measures and controls on a regular basis, in support of a culture of customer centricity; (3) To analyse how the leader conducts deliberate role modelling, teaching and coaching in support of a culture of customer centricity; (4) To analyse whether - and if so how - the quality of the dyadic relations between the leader and her followers enables or disables the effect of cultural mechanisms on the culture of customer centricity; and (5) To analyse how the leader built high quality relations with her followers The study took the form of a case study of a branch of a bank, where nine universal bankers and their former leader were interviewed. The data were then analysed using a deductive thematic analysis. The findings met all objectives of the study and the findings supported the propositions. The findings also discovered that reward and recognition contributed to the shaping of a culture of customer centricity. In conclusion the limitations and delimitations of the study are acknowledged, and recommendations are made. The study contributes towards the Social Exchange Theory (SET) and demonstrates how high-quality leader member exchange (LMX) relations can be developed. Several recommendations are made for further studies on factors shaping a culture of customer centricity, and implications for management are considered.
- Full Text:
- Date Issued: 2020
Mestre Jazz 80
- Authors: Miramo, Tomolo
- Subjects: McGregor, Chris--1936-1990 , Blue Notes (Musical group : South Africa) , Jazz musicians
- Language: French
- Identifier: vital:13575 , http://hdl.handle.net/10962/d1006531 , McGregor, Chris--1936-1990 , Blue Notes (Musical group : South Africa) , Jazz musicians
- Description: Original program for the music festival "Mestre Jazz 80" in Italy.
- Full Text:
- Authors: Miramo, Tomolo
- Subjects: McGregor, Chris--1936-1990 , Blue Notes (Musical group : South Africa) , Jazz musicians
- Language: French
- Identifier: vital:13575 , http://hdl.handle.net/10962/d1006531 , McGregor, Chris--1936-1990 , Blue Notes (Musical group : South Africa) , Jazz musicians
- Description: Original program for the music festival "Mestre Jazz 80" in Italy.
- Full Text:
An investigation of how newly appointed team leaders in an automotive manufacturing organisation experience the role transition from specialists to team leaders
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14