The influence of contemporary leadership styles on the job satisfaction and organisational commitment of SME employees
- Authors: Kupangwa, Welcome
- Date: 2015
- Subjects: Leadership , Job satisfaction , Organizational commitment , Business enterprises -- Employees
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9013 , http://hdl.handle.net/10948/d1018508
- Description: Small and medium-sized enterprises (SMEs) have the potential to enhance economic growth and innovation, create jobs, assist large businesses in the distribution of goods and services, and stimulate competition in the economy. However, SMEs face several challenges that influence their longevity, growth, and success. Poor leadership has been highlighted as influencing the job satisfaction and organisational commitment levels of employees, ultimately contributing to employee turnover and SME failure. This study mentions the dishonest, selfish and corrupt nature of modern leadership and identifies a gap in the literature regarding the practice of leadership, especially among South African SMEs. Against this background, the primary objective of this study was to assess the levels of several contemporary leadership styles displayed by SME owners, namely Servant, Authentic, Ethical and Participative leadership, and to investigate their influence on the Job satisfaction and Organisational commitment levels of employees working in SMEs in the Eastern Cape. A quantitative research paradigm was adopted and a sample was drawn from employees working in SMEs in the Eastern Cape Province. The selection of the sample was done using judgement and convenience sampling. A cross-sectional survey using a structured questionnaire was undertaken, and a total of 236 usable questionnaires were returned on which to undertake the statistical analysis. In order to assess the validity of the dependent variables, namely Job satisfaction and Organisational commitment, tests for uni-dimensionality (using factor analysis) were undertaken. An exploratory factor analysis (EFA) was undertaken on the independent variables and four factors were extracted, which corresponded with the theoretical dimensions of Relational leadership, Participative leadership, Servant leadership and Ethical leadership. The items intended to measure Authentic leadership did not load as expected, but a factor named Relational leadership emerged as a result of several items measuring Ethical and Servant leadership loading together. All the independent and dependent variables returned Cronbach’s alpha coefficients of greater than 0.7. As such, sufficient evidence of validity and reliability for the scales measuring the dependent and the independent variables was provided. The data collected was also subjected to several statistical analyses. These included descriptive statistics, Pearson’s product moment correlations, multiple regression analyses, and analysis of variance (ANOVA). The majority of respondents agreed that they experienced Job satisfaction in the SMEs in which they were employed and that they were committed to these businesses. Relational leadership returned the highest mean score while the lowest score was returned for Participative leadership. The majority of respondents also agreed that the SME owners for whom they worked displayed the leadership styles under investigation. All the independent variables were significantly and positively correlated with the dependent variables, Job satisfaction and Organisational commitment. In addition, significant positive correlations were reported between all the independent variables. The multiple regression analyses revealed that three of the four leadership styles investigated in this study had a significant positive influence on both the Job satisfaction and Organisational commitment levels of employees working in the SMEs. These leadership styles were Servant, Relational, and Ethical leadership. In addition, the results of this study showed that Job satisfaction mediates the relationship between Servant, Relational and Ethical leadership, and the Organisational commitment displayed by employees working in SMEs, but does not mediate the relationship between Participative leadership and Organisational commitment. The findings also showed that the demographic variables investigated in this study had no influence on how SME employees perceived the Servant and Relational leadership behaviours of SME owners. However, the results showed that female respondents perceived SME owners as displaying a Participative leadership style more so than male employees did. The findings also revealed that employees with a post-matric qualification perceived that SME owners displayed higher levels of Participative leadership than those without a post-matric qualification. In addition, the ANOVA revealed that White respondents perceived that SME owners exhibited more ethical behaviours than Black respondents did. Given the findings of this study, several recommendations were put forward to enhance the levels of Servant, Relational and Ethical leadership among SME owners, and to ultimately enhance the levels of Job satisfaction and Organisational commitment experienced by their employees. As such SME owners were provided with practical recommendations on how to attract and retain employees by adopting appropriate leadership behaviours. Employees play a vital role in achieving the goals and vision of a business. Satisfied and committed employees put more effort into ensuring the goals and vision of the business are achieved, contributing to business success and ultimately the economy as a whole.
- Full Text:
- Date Issued: 2015
The influence of people-centred leadership styles on owners's job satisfation and perceived financial performance : an SME perspective
- Authors: Silwana, Hlumela Zukiswa
- Date: 2015
- Subjects: Leadership , Job satisfaction , Business enterprises
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9307 , http://hdl.handle.net/10948/d1018511
- Description: It is well supported in the literature that a positive relationship exists between effective leadership and business success. Given the importance of SMEs in South Africa, their large numbers, and the extent to which they positively influence the economy of the country, it is important to study leadership behaviour in the context of small and medium-sized businesses in an attempt to reduce their high failure rates. More specifically a need has been identified to research, develop, and implement more ethical and relational leadership styles among business owners. The focus of this study is therefore on several people-centred leadership styles, and their influence on selected outcomes among the owners of small and medium-sized businesses. Against this background, the primary objective is to assess the level of Servant, Authentic, Ethical and Participative leadership exhibited by SME owners in the Eastern Cape, and to establish whether exhibiting these people-centred leadership styles influences their Job satisfaction and the Perceived financial performance of their businesses. A quantitative research paradigm was adopted for this study. More specifically, an explanatory and descriptive study of a cross-sectional nature was undertaken. A comprehensive literature study was conducted using existing secondary sources. The primary data collection procedures involved selecting the population, the sample, and the sampling method, as well as the sample size for the study. For the purpose of this study, the population consisted of all small and medium-sized business owners operating businesses within the boundaries of the Eastern Cape Province. A sample of 500 of these businesses was selected by means of convenience sampling. In total 246 usable questionnaires were returned, on which to undertake the statistical analyses. A survey was undertaken, and a structured, self-administered questionnaire was used to gather the necessary data. The scales for measuring the constructs under investigation were developed based on previous research. To assess the validity of the scales measuring the constructs in this study, an exploratory factor analysis was undertaken, and its reliability was tested by calculating Cronbach’s alpha coefficients. Statistical analysis included descriptive statistics, Pearson’s product moment correlation, regression analyses (simple and multiple) and analyses of variance. Five usable factors were extracted from the exploratory factor analysis; these corresponded with the theoretical dimensions of Participative leadership, Perceived financial performance, Ethical leadership, Servant leadership, and Job satisfaction. The items measuring Authentic leadership did not load as expected, and this construct was thus no longer included in empirical testing in this study. Satisfactory evidence of validity and reliability were provided for the other factors extracted. The independent variables reported mean scores of between 3.760 and 4.548, with the majority of respondents agreeing with the statements measuring these leadership styles. The dependent variables Job satisfaction and Perceived financial performance returned mean scores of 4.508 and 3.962 respectively, with the majority of the respondents agreeing with the statements measuring these factors. All the independent variables (Servant leadership, Ethical leadership and Participative leadership) reported significant and positive relationships with each another. The correlation between the dependent variables (Perceived financial performance and Job satisfaction) was found to reflect a moderate positive association. Job satisfaction and Perceived financial performance both reported significantly positive associations with all the independent variables. The simple regression analyses undertaken revealed a significant positive linear relationship between Perceived financial performance and Job satisfaction, as well as between Perceived financial performance and the Job satisfaction of SME owners. The multiple regression analysis undertaken revealed that significant positive linear relationships existed between two independent variables, Servant leadership and Ethical leadership, and the dependent variable Job satisfaction. A significant positive linear relationship was also reported between Ethical leadership and Perceived financial performance. No relationships were found between the independent variables Servant leadership and Participative leadership and the dependent variable Perceived financial performance. No relationship was found between the independent variable Participative leadership and the dependent variable Job satisfaction. The analysis of variance results revealed that Gender, Qualification and the Nature of the business exerted a significant influence on Servant leadership. The results also showed that Generation exerted a significant influence on the perceived level of Ethical leadership displayed by the SME owner. In addition, the findings of the present study showed that the demographic variable Nature of the business exerted a significant influence on Participative leadership. Investigating leadership styles among SMEs is a topic of significance and growing interest among researchers. Given the importance of SMEs to the economies of countries, investigating factors that influence their success is vital. The findings of this study showed that by adopting more people-centred leadership styles, the job satisfaction of SME owners was increased, and the financial performance of their businesses improved. It is hoped that the findings of this study will provide SME owners with practical suggestions on how to increase their levels of job satisfaction and the financial performance of their businesses, and that the suggestions for future research will inspire future researchers to further investigate the issue of leadership among SMEs.
- Full Text:
- Date Issued: 2015
The leadership competencies subordinates value : an exploratory study across gender and national culture
- Authors: Gondongwe, Sharon
- Date: 2014
- Subjects: Leadership , Organizational behavior , Organizational behavior -- Cross-cultural studies , Organizational behavior -- Sex differences
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1203 , http://hdl.handle.net/10962/d1015673
- Description: The effectiveness of leadership is largely dependent on whether the leadership competencies exhibited by leaders are congruent with the value system endorsed by subordinates. One of the ways in which leaders can influence subordinates is by understanding the leadership competencies valued by subordinates. Gender and national culture are two of the many factors that have an influence on the leadership competencies valued by subordinates. A large amount of research has been conducted to determine if, indeed, gender and national culture influence the leadership competencies subordinates' value. However, most of this research has been conducted in Europe and North America, places in which national cultures differ significantly from those prevailing in African countries. This study, from a South African and Zimbabwean perspective, attempted to ascertain if gender and national culture influence the leadership competencies they value in their leaders. Existing studies have indicated that gender and national culture do not influence the leadership competencies valued in a leader. The findings of this study are in accordance with previous research and agree that gender and national culture do not influence the leadership competencies valued in a leader. The results of this study indicated that male and female subordinates value similar leadership competencies. With respect to national culture, both South African and Zimbabwean subordinates value similar leadership competencies. Based on the findings of this study, regardless of gender and national culture, all subordinates value a leader who is loyal, visionary, openly embodies integrity, and is a leader who empowers subordinates.
- Full Text:
- Date Issued: 2014
Environmental sustainability leadership in South Africa: an empirical perspective
- Authors: May, Jode Joy
- Date: 2013
- Subjects: Organizational change , Leadership , Business -- Environmental aspects , Strategic planning -- Environmental aspects
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9320 , http://hdl.handle.net/10948/d1020766
- Description: Striking the balance between managing a successful organisation and paying attention to environmental sustainability requires excellent leadership. There are several benefits associated with being an environmentally sustainable organisation such as improved image (reputation and brand), increased customer loyalty, improved bottom line, attracting skilled experienced staff and improving the relationships with local communities. The purpose of this study was to explore and describe the change leadership qualities needed to drive environmental sustainability in the South African landscape to reduce global warming reduction. The qualitative paradigm was utilised to investigate the change leadership qualities needed to affect create environmental sustainability, with focus on global warming reduction actions in the workplace. A literature review was conducted on environmental sustainability, change leadership, and leadership qualities necessary to effect change. A survey was conducted among 13 participants using an interview schedule in the Gauteng, Western and Eastern Cape provinces of South Africa in both private and public organisations in various business sectors. Data was collected in 2013 over a four–month period by conducting face-to-face, telephonic and email interviews. The returned questionnaires were subjected to constant comparative, content and grounded theory analysis. Biographical profiles of the respondents and participating organisations were presented as case studies. Trustworthiness of the data was ascertained using data triangulation. Data was analysed in terms of the issues of environmental sustainability and change leadership. In-depth analyses were also conducted by means of provincial, business and employment sector comparisons. It was found that environmental sustainability was being addressed by the selected organisations, specifically relating to GHG emissions, energy and water saving actions. Change leaders should implement specific environmental sustainability strategies to assist in the reduction of global warming, create awareness, focus on employee involvement, report on their sustainability results and put and incentives in place to encourage environmental sustainability. In order to effect such changes, change leaders need to set targets to measure their sustainability progress. Green campaigns should be conducted internally to educate employees on the effects of global warming, and externally to inform the public about their commitment to environmental sustainability and to advise the public on courses of actions to assist in the quest to reduce global warming. It would be advisable for organisations to appoint a specific environmental sustainability team to drive these efforts. It was found that in order to bring about such changes, certain qualities were needed by change leaders to enable them to act as a change agents. Associated change leadership styles were also addressed. Change leaders should be knowledgeable in order to effectively communicate the importance of environmental sustainability. They should adopt a blend of leadership styles to drive environmental sustainability depending on the extent of change actions planned. Organisations should identify, appoint and mentor female leaders as they have the nurturing qualities that could successfully drive environmental sustainability actions. Change leaders should also preferably be personally involved in environmental sustainability as their personal values together with their job role at top leadership level could contribute towards successful implementation of environmental sustainability actions in the workplace. The study has provided general guidelines on the environmental sustainability issues necessary to address global warming reduction as well as guidelines on the change leaders qualities necessary to drive environmental sustainability actions in the workplace.
- Full Text:
- Date Issued: 2013
Relationship between employee performance, leadership and emotional intelligence in a South African parastatal organisation
- Authors: Hayward, Brett Anthony
- Date: 2006
- Subjects: Employees -- Rating of , Leadership , Leadership -- Psychological aspects , Emotional intelligence , Government business enterprises -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1206 , http://hdl.handle.net/10962/d1019740
- Description: This research investigates the relationship between employee performance, leadership and emotional intelligence in a South African parastatal. The literature provided discusses the three variables of performance, leadership and emotional intelligence. Information was gathered, using three instruments, from a sample of 160 leaders and 800 raters. The Multifactor Leadership Questionnaire was used to determine leadership style within the parastatal, while the Emotional Competency Profiler was used to determine the emotional intelligence of the leaders within the parastatal. Employee performance was captured and recorded using the parastatal’s performance appraisal process. Leadership and emotional intelligence were identified as the independent variables and employee performance as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Through linear regression analysis it was concluded that there is a significant relationship between employee performance and an emotionally intelligent, transactional leader. However, no significant linear relationship was found between employee performance and an emotionally intelligent, transformational leader. Simple correlation analysis showed that there is a relatively weak significant linear relationship between emotional intelligence and transactional leadership. Moreover, it was found that there is a very strong significant linear relationship between emotional intelligence and transformational leadership. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted. As this research takes place in the South African context, it contributes to the bank of findings relating to the concepts.
- Full Text:
- Date Issued: 2006
Organisational leaders' perceptions of the challenges and constraints of the leadership development of Blacks in South African private organisations
- Authors: Nyamuda, Paul Andrew
- Date: 2000
- Subjects: Leadership , Black people -- South Africa , Black people -- Employment -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:3033 , http://hdl.handle.net/10962/d1002542 , Leadership , Black people -- South Africa , Black people -- Employment -- South Africa
- Description: In recent years, it has become clear that a lot of corporate collapse can be traced down to poor leadership. As more and more black executives are climbing the corporate ladder, it is becoming all the more necessary to explore how their effective leadership development can occur with private organisations in South Africa. There are many challenges and constraints associated with the leadership development of these executives. This can be expected as they are entering an environment which has been largely white-dominated. As a result they find themselves facing the challenges of succeeding amidst negative perceptions they have experienced from their superiors and subtle pressures from subordinates. Therefore, it can only be expected that if organisations are to maintain a competitive advantage they need to understand how to effectively develop this new breed of leaders. Hence, the researcher has used a qualitative approach to investigate the complexities of the experiences of black executives in private organisations. In terms of the theoretical framework, the research focuses on some of the new approaches to leadership. It was discovered that leadership development is essentially a process that goes beyond mere training sessions, and largely involves the relationships one has within the organisation. This involves relationships with superiors, peers, and subordinates. The research indicates that if these relationships are managed effectively, leadership development is enhanced. Whilst the role of formal training programs appeared somewhat downplayed, it was clear that these programs had a strong role in terms of their psychological impact on participants. They certainly affected their perception of the organisation and their own self-efficacy. The research, therefore illustrates how there are a variety of individual and organisational attributes that form a basis for effective leadership development of blacks in private organisations. The researcher argues that if these are implemented, organisational well-being is enhanced.
- Full Text:
- Date Issued: 2000