Abstract
Abstract : Increased globalisation and constant economic turmoil, fuelled by intense business-tobusiness competition, more demanding customers and consumers, continuous and often dramatic changes in technology, and more demanding shareholders, are some of the main drivers determining business focus and strategies. To remain competitive and sustainable, organisations need to focus on and find ways to improve and increase employee retention, productivity and loyalty, while driving customer satisfaction and the organisation’s top and bottom lines. Employee Engagement (also referred to as Work Engagement and used interchangeably in this research study dependent on the author or measure quoted or discussed) is identified as one of the critical drivers of these organisational focus points, with Leadership in turn being one of the key drivers and determinants of Employee Engagement. The key focus of this study was to determine the relationship between Path-Goal Leadership Theory and Employee Engagement, with specific reference to the foodservice industry in South Africa. The study utilised a quantitative methodology, which allowed the researcher to collect quantitative data using cross-sectional surveys by means of structured, self-administered questionnaires. A minimum sample size of n = 250 was sought and obtained. Descriptive statistics, reliability statistics, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Bivariate Correlation Analysis, T-Tests and Variance Analysis were used to statistically explore the relationship between Path-Goal Leadership Theory and Employee Engagement. Literature findings of the study indicated that there is a relationship between Leadership and Employee Engagement, as well as between the different Path-Goal Leadership Theory Leadership styles (Directive Leadership style, Supportive Leadership style, Participative Leadership and Achievement-Oriented Leadership style) and Employee Engagement. The empirical results of this study supported that all four Path-Goal Leadership Theory Leadership styles do have positive correlations with Employee Engagement, with the Participative Leadership style reflecting a significant strong positive relationship on Employee Engagement. The Achievement-Oriented Leadership style reflected the weakest significant positive relationship with Employee Engagement.
M.Phil. (Personal and Professional Leadership)