Die faktorstruktuur van Bass se Veelfaktorleierskapsvraelys in die Suid-Afrikaanse konteks.
- Authors: Ackermann, C. P. , Schepers, J. M. , Lessing, B. C. , Dannhauser, Z.
- Date: 2000
- Subjects: Multifactor Leadership Questionnaire , Transformational leadership , Laissez faire leadership , Transactional leadership
- Type: Article
- Identifier: uj:6341 , http://hdl.handle.net/10210/1086
- Description: The factor structure of Bass’s Multifactor Leadership Questionnaire in the South African context. The aim of the study was to determine whether the factor structure of Bass’s Multifactor Leadership Questionnaire (MLQ), as a measure of transformational leadership, could be replicated within the South African context. The MLQ was chosen not only because it promised to be a valid and reliable measuring instrument of the construct in question, but also due to the fact that there was an urgent need for such an instrument in the management of human resources within organisation undergoing transformation. The MLQ was administered to 406 subjects within the military context and was subjected to factor analysis and item analysis. The factor analysis yielded three factors, namely transformational leadership, transactional leadership and avoidance of leadership (”laissez faire” leadership). The reliabilities of the scales were determined by means of Cronbach’s coefficient alpha, and yielded coefficients of 0,944 0,736 and 0,803 respectively. The factor structure as conceptualised by Bass (1985) was largely confirmed in the present study.
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Lokus van beheer en transformasionele leierskap.
- Authors: Van Staden, J.F. , Schepers, J.M. , Rieger, H.S.
- Date: 2000
- Subjects: Locus of control , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6344 , http://hdl.handle.net/10210/1089
- Description: Locus of control and transformational leadership. The aim of this study was to determine the relationship between locus of control and transformational leadership. These constructs were selected by virtue of the lack of empirical research regarding the assumed relationship between them. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), Form 5R of Bass and Avolio (1993) were administered to 102 respondents. The results indicate statistically significant relationships between: internal locus of control and transformational leadership; external locus of control and transactional leadership; and autonomy and transformational leadership.
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Leadership style and its relation to employee attitudes and behaviour.
- 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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The behavioural and personality correlates of transactional and transformational leadership.
- 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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Transformational leadership in business organisations ascending to world-class status: A case study in the petrochemical industry.
- Authors: De Kock, P.M. , Slabbert, J.A.
- Date: 2003
- Subjects: Economic competitiveness , Global economy , Transformational leadership , Transactional leadership , World class organisation
- Type: Article
- Identifier: uj:6375 , http://hdl.handle.net/10210/1119
- Description: One of the most important prerequisites for economic competitiveness in the global economy, is the delivery of a unique product or service. In order to achieve this level of competitiveness, transformational rather than transactional leadership should be a core element in organisation’s ascent to ‘world-class’ status. Inline with other researching results, the most important finding of this study, which was conducted in a petrochemical industry, is that transformational leadership is not up to standard.
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Description of leadership in South Africa: Organisational context perspective.
- Authors: Shokane, M.S. , Slabbert, J.A. , Stanz, K.
- Date: 2004
- Subjects: Organisational leadership , World class status , Transactional leadership , Transformational conception , Leadership dimensions , Organisational environments
- Type: Article
- Identifier: uj:6595 , http://hdl.handle.net/10210/948
- Description: The aim of this study was to describe the nature of leadership in organisations in pursuit of ‘world class’ competitive status. ‘Analysis of Variance’ (ANOVA) was used for analysis and interpretation of data. The sample of convenience consisted of 534 senior leaders. The difference between transactional and transformational leadership dimensions was determined. The results showed that the nature of leadership in South Africa is diversified between transactional leadership and transformational leadership dimensions. The diverse nature of leadership is brought about by the dynamics of organisational environments. More also, there is a definite shift away from conventional transactional leadership to a combination of transactional and transformational leadership dimensions.
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The relationship between transformational leadership psychodynamic attributes, behaviour and effectiveness: towards authentic leadership
- Authors: Maritz, Daniël Retief
- Date: 2012-06-05
- Subjects: Transformational leadership , Transactional leadership , Leadership
- Type: Thesis
- Identifier: uj:2457 , http://hdl.handle.net/10210/4914
- Description: D.Comm. , The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness.
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