Abstract
M.Phil. (Labour Law and Employment Relations)
South Africa has become an integral part of the ‘global village’ which is characterised inter alia, by industrial and commercial interaction, as well as by substantial competitiveness. Business organisations in South Africa should concomitantly pursue means to become more efficient and productive in order to avoid being overwhelmed by products and services from other countries at competitive prices and better quality. Some of the competitive disadvantages include cooperation in labour-employer relations, scarce skills, skills outflow, hiring and firing practices, employment rules and trade union contributions to productivity. It is also generally understood that the successful integration of these factors is dependant, almost exclusively, on effective leadership.
However, it has become clear from a considerable body of scientific knowledge that organisational leaders are the agents that integrate all the forces at play in these organisations, and ultimately ensure its competitiveness, sustainability and survival. Whereas it is obvious that the Solidarity Trade Union is a unique organisation even within a business environment of active trade unionism, it is projected that the application of Hersey and Blanchard’s approach suggests that it will necessarily require a unique form or style of leadership, in order to be successful within the context of its unique strategic imperatives, whilst being a competitive trade union.
The main objective of this study was to evaluate Solidarity’s current leadership styles, in order to determine whether it is effective to render the required services to its members. Hence, an evaluation of the readiness levels of Solidarity’s followers was undertaken to establish whether the current leadership styles of the executive management is in accordance with the readiness and requirements of its followers. This study therefore attempted to identify an appropriate leadership model for the evaluation of employees’ readiness within Solidarity.
A combination of qualitative and quantitative research methods, known as triangulation, was used to enable the researcher to cross-check the findings and increase the validity and reliability of the findings. Face-to-face semi-structured individual interviews were conducted with respondents and a self-administered questionnaire was employed to collect data from members of the Executive Committee and National Executive of Solidarity. Documents were reviewed, as a source of secondary data, to obtain information regarding the historical background of Solidarity in terms of decisions made within the managerial structure and the nature of the organisation.