List of Titles

Authors: Huysamen, R. , Schepers, J.M. , Zaaiman, J.
Date: 2003
Subjects: Transactional leadership , Transformational leadership , Leadership style , Creativity , Multifactor leadership questionnaire
Type: Article
Identifier: uj:6593 , http://hdl.handle.net/10210/946
Description: The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity.
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Authors: Mester, C.A. , Visser, D. , Roodt, G. , Kellerman, A.M.
Date: 2003
Subjects: Leadership style , Organisational commitment , Job satisfaction , Job involvement , Transformational leadership , Transactional leadership
Type: Article
Identifier: uj:6317 , http://hdl.handle.net/10210/1064
Description: The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.
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Authors: Naidu, J. , Van der Walt, M.S.
Date: 2005
Subjects: Leadership style , Transformation interventions , Integrated leadership styles , Directive leadership
Type: Article
Identifier: uj:6561 , http://hdl.handle.net/10210/2810
Description: The objective of this research was to determine whether a relationship exists between the way in which subordinates experience their managers’ leadership styles and the influence of such leadership styles on the implementation of transformation interventions. A two-phase triangulated research design was employed where the qualitative phase preceded the quantitative phase. Ninety six (N = 96) respondents from a mining company participated in the survey. Results indicate a statistical and meaningful correlation between Integrated Leadership styles and transformation interventions but no correlation between Directive Leadership and implementation of transformation interventions.
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Authors: Van der Heyde, A.F. , Roodt, G.
Date: 2003
Subjects: Leadership style , Outonomy , Organisational success , Team context
Type: Article
Identifier: uj:6316 , http://hdl.handle.net/10210/1063
Description: The relationship between perceived leadership and the level of outonomy in a team context remains a contemporary theme in the work environment and seemingly has a substantial influence on organisational success. This study attempted to ascertain the relationship between leadership and the level of outonomy in a team context. Two hundred and thirty (N=230) individuals, grouped into 56 teams from four South African companies participated in the study. The superordinate’s leadership style as well as the level of outonomy in the specific group was measured. Apart from the useful information obtained in comparison with international research, especially in terms of leadership data, the study did conclusively point out a significant correlation between leadership style and outonomy in team context.
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Authors: Victor, W.G. , Lessing, B.C. , Dannhauser, Z.
Date: 2002
Subjects: Leadership style , Learning organisation , Organisational leaders , Leadership practices
Type: Article
Identifier: uj:6505 , http://hdl.handle.net/10210/2704
Description: Leadership style and the learning organisation. In the present highly competitive environment, it has become increasingly important for organisational leaders to establish a learning organisation. In this study the focus was on the extent of influence that the evolution of organisations, as determined by their relative level of leadership practises (leadership style), has on the establishment of a learning organisation.
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Authors: Visagie, Jan , Linde, Herman , Havenga, Werner
Date: 2011
Subjects: Management , Symbolic interactionism , Diversity management , Leadership style , Cronbach alpha values
Type: Article
Identifier: uj:5838 , ISSN 1854-6935 , http://hdl.handle.net/10210/7868
Description: The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversity management and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The models of diversity and inclusion indicators are used to examine the experience of diversitymanagement. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability.
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