The leadership style of Richard Branson: a psychobiography
- Authors: Fourie, Megan
- Date: 2020
- Subjects: Leadership -- South Africa , Psychology -- Biographical methods
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/50557 , vital:42221
- Description: Transformational leadership (TFL) is a leadership theory that describes how leaders create change through their ability to inspire and motivate followers toward self-improvement and innovation that benefits the individual, the group, and the organisation as a whole.This psychobiographical research study explored the leadership style of Richard Branson by using Bass’s theory of transformational leadership. An exploratory-descriptive design was utilised to examine Branson’s life history. He was selected for the study through non-probability purposive sampling based on his history as an extraordinary leader and entrepreneur. Primary and secondary sources of historical and biographical data were used in the data collection process. The data was then processed using thematic analysis against the theoretical framework of transformational leadership. From an ethical perspective, the researcher took care to avoid the misrepresentation of the subject, thus balancing objective research with respect for the psychobiographical content and minimising the risk of doing harm. The findings demonstrated that Branson’s leadership style consists of, and corresponds to a large extent, to the four major components of TFL.
- Full Text:
- Date Issued: 2020
- Authors: Fourie, Megan
- Date: 2020
- Subjects: Leadership -- South Africa , Psychology -- Biographical methods
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/50557 , vital:42221
- Description: Transformational leadership (TFL) is a leadership theory that describes how leaders create change through their ability to inspire and motivate followers toward self-improvement and innovation that benefits the individual, the group, and the organisation as a whole.This psychobiographical research study explored the leadership style of Richard Branson by using Bass’s theory of transformational leadership. An exploratory-descriptive design was utilised to examine Branson’s life history. He was selected for the study through non-probability purposive sampling based on his history as an extraordinary leader and entrepreneur. Primary and secondary sources of historical and biographical data were used in the data collection process. The data was then processed using thematic analysis against the theoretical framework of transformational leadership. From an ethical perspective, the researcher took care to avoid the misrepresentation of the subject, thus balancing objective research with respect for the psychobiographical content and minimising the risk of doing harm. The findings demonstrated that Branson’s leadership style consists of, and corresponds to a large extent, to the four major components of TFL.
- 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
The effect of leadership on organisational culture and employee engagement in the South African horseracing industry
- Authors: Doorgapershad,Vikash
- Date: 2020
- Subjects: Leadership -- South Africa , Corporate culture -- South Africa Organisational behaviour Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50524 , vital:42210
- Description: The South African horseracing industry dates back to the late 1700’s, and since then has given rise to the gambling industry within the country which has become a major form of entertainment to many. The horseracing industry in South Africa is run by various stakeholders that contribute to the three sectors of the industry - agriculture, sport and gambling. The industry contributes significantly to South Africa’s GDP in the form of gambling revenue, and has created employment for thousands of people. However, over the past decade there has been a decline in the revenue required to sustain the sport of horseracing. This revenue decline is evident in the reported annual figures of the horseracing operators Phumelela Gaming & Leisure Ltd and Gold Circle (Pty) Ltd. The study that follows investigates concepts of organisational culture, employee engagement and employee performance (dependent variable) as possible causes for the decline in the revenue for the horseracing operators by examining the effects of the independent variables, leadership, financial goals and objectives, policies and procedures, innovation and the nature of business of these concepts. This was achieved by collecting data from respondents from Phumelela Gaming & Leisure and Gold Circle, and analysing them in accordance with the literature on the above dependent and independent variables. The empirical results of the study indicate that the concepts mentioned above play a significant role in the problem/s faced by the horseracing operators, and that not enough is being done to address employee related issues. As the economic climate within the country struggles during Covid-19, it has become evident that the problems faced by Phumelela Gaming & Leisure and Gold Circle need to be addressed urgently to ensure survival and sustainability of their businesses, and the horseracing industry.
- Full Text:
- Date Issued: 2020
- Authors: Doorgapershad,Vikash
- Date: 2020
- Subjects: Leadership -- South Africa , Corporate culture -- South Africa Organisational behaviour Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50524 , vital:42210
- Description: The South African horseracing industry dates back to the late 1700’s, and since then has given rise to the gambling industry within the country which has become a major form of entertainment to many. The horseracing industry in South Africa is run by various stakeholders that contribute to the three sectors of the industry - agriculture, sport and gambling. The industry contributes significantly to South Africa’s GDP in the form of gambling revenue, and has created employment for thousands of people. However, over the past decade there has been a decline in the revenue required to sustain the sport of horseracing. This revenue decline is evident in the reported annual figures of the horseracing operators Phumelela Gaming & Leisure Ltd and Gold Circle (Pty) Ltd. The study that follows investigates concepts of organisational culture, employee engagement and employee performance (dependent variable) as possible causes for the decline in the revenue for the horseracing operators by examining the effects of the independent variables, leadership, financial goals and objectives, policies and procedures, innovation and the nature of business of these concepts. This was achieved by collecting data from respondents from Phumelela Gaming & Leisure and Gold Circle, and analysing them in accordance with the literature on the above dependent and independent variables. The empirical results of the study indicate that the concepts mentioned above play a significant role in the problem/s faced by the horseracing operators, and that not enough is being done to address employee related issues. As the economic climate within the country struggles during Covid-19, it has become evident that the problems faced by Phumelela Gaming & Leisure and Gold Circle need to be addressed urgently to ensure survival and sustainability of their businesses, and the horseracing industry.
- Full Text:
- Date Issued: 2020
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