Developing a national cadre of effective leadership towards sustainable quality service delivery in South Africa
- Havenga, W., Mehana, V., Visagie, J. C.
- Authors: Havenga, W. , Mehana, V. , Visagie, J. C.
- Date: 2011-12
- Subjects: Three dimensional leadership competency model , Developmental local governance framework , Service delivery
- Type: Article
- Identifier: uj:5790 , ISSN 1993-8233 , http://hdl.handle.net/10210/7797
- Description: The application of the three (3) dimensional leadership competency model has the likelihood of having a positive impact on a sustainable developmental local governance framework. The purpose of the study was to explore the relevance of the Three (3) dimensional leadership competency model so as to suggest leadership traits that can be used in the enhancement of a developmental local governance framework. The lack of leadership with the requisite competencies and capabilities in the local government system has been the source of corruption and maladministration, and therefore necessitates an intervention in the development of leadership competencies. The research design, approach and method focuses primarily a qualitative approach, namely face-to-face in-depth interviews using a structured interview schedule triangulated through the review of published documents and publications. The findings show that significant progress has been achieved in many areas of the ideal of a developmental local governance framework, yet the lack of a value-based cadre of leaders is reversing the gains that have been achieved in the last 15 years of the ANC rule. Managerial competencies that are key components of leadership limit the acceleration of a developmental governance framework. This study indicates the relevance of the Three (3) dimensional leadership competency model in the enhancement of a developmental local governance framework, and has suggested key elements of leadership traits within the context of what can be used to achieve the objects of a developmental local governance framework.
- Full Text:
- Authors: Havenga, W. , Mehana, V. , Visagie, J. C.
- Date: 2011-12
- Subjects: Three dimensional leadership competency model , Developmental local governance framework , Service delivery
- Type: Article
- Identifier: uj:5790 , ISSN 1993-8233 , http://hdl.handle.net/10210/7797
- Description: The application of the three (3) dimensional leadership competency model has the likelihood of having a positive impact on a sustainable developmental local governance framework. The purpose of the study was to explore the relevance of the Three (3) dimensional leadership competency model so as to suggest leadership traits that can be used in the enhancement of a developmental local governance framework. The lack of leadership with the requisite competencies and capabilities in the local government system has been the source of corruption and maladministration, and therefore necessitates an intervention in the development of leadership competencies. The research design, approach and method focuses primarily a qualitative approach, namely face-to-face in-depth interviews using a structured interview schedule triangulated through the review of published documents and publications. The findings show that significant progress has been achieved in many areas of the ideal of a developmental local governance framework, yet the lack of a value-based cadre of leaders is reversing the gains that have been achieved in the last 15 years of the ANC rule. Managerial competencies that are key components of leadership limit the acceleration of a developmental governance framework. This study indicates the relevance of the Three (3) dimensional leadership competency model in the enhancement of a developmental local governance framework, and has suggested key elements of leadership traits within the context of what can be used to achieve the objects of a developmental local governance framework.
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Gender and age differences in conflict management within small businesses.
- Authors: Havenga, W.
- Date: 2008
- Subjects: Conflict handling styles , Interpersonal conflict , Age , Gender , Small business , Rahim organisational inventory , ROC-II instrument
- Type: Article
- Identifier: uj:5639 , http://hdl.handle.net/10210/2878
- Description: The objective of this exploratory study was to establish, through the application of the Rahim Organisational Inventory (ROC II) instrument, how the gender and age status of owners/managers of small businesses relate to the application of different conflict-handling styles. The sample of 68 participants was taken using a convenience sampling technique to ensure representation from the strata of the 102 small businesses. Analysis of variances was used to determine if differences exist in conflict-handling styles within the gender and age status groups. The results of the statistical analysis done revealed that slight to significant variances were found, which are discussed accordingly.
- Full Text:
- Authors: Havenga, W.
- Date: 2008
- Subjects: Conflict handling styles , Interpersonal conflict , Age , Gender , Small business , Rahim organisational inventory , ROC-II instrument
- Type: Article
- Identifier: uj:5639 , http://hdl.handle.net/10210/2878
- Description: The objective of this exploratory study was to establish, through the application of the Rahim Organisational Inventory (ROC II) instrument, how the gender and age status of owners/managers of small businesses relate to the application of different conflict-handling styles. The sample of 68 participants was taken using a convenience sampling technique to ensure representation from the strata of the 102 small businesses. Analysis of variances was used to determine if differences exist in conflict-handling styles within the gender and age status groups. The results of the statistical analysis done revealed that slight to significant variances were found, which are discussed accordingly.
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Interpersonal conflict - handling styles used in public and private sector organisations: a comparative study.
- Authors: Havenga, W. , Visagie, J.
- Date: 2006
- Subjects: Interpersonal conflict , Rahim organisational conflict inventory , ROC-II instrument , Conflict handling styles
- Type: Article
- Identifier: uj:5638 , http://hdl.handle.net/10210/2877
- Description: The objective of this study was to determine and compare by means of an empirical study whether there exists a significant difference in the handling of interpersonal conflict between two totally different organisations. The study made use of the Rahim Organisational Conflict Inventory – ROC-II instrument to determine the extent of usage of five conflict handling styles by employees of an agricultural company and a local authority. Results indicated that a significant difference exists in usage of the various handling styles between respondents and their superiors as well as respondents and their peers. The obliging style and integrating styles were used the most and the dominating style was used the least in both organisations. Significant differences were also recorded with regard to sex, age and qualifications and the usage of different conflict handling styles. These results have definite implications for managing conflict in organisations.
- Full Text:
- Authors: Havenga, W. , Visagie, J.
- Date: 2006
- Subjects: Interpersonal conflict , Rahim organisational conflict inventory , ROC-II instrument , Conflict handling styles
- Type: Article
- Identifier: uj:5638 , http://hdl.handle.net/10210/2877
- Description: The objective of this study was to determine and compare by means of an empirical study whether there exists a significant difference in the handling of interpersonal conflict between two totally different organisations. The study made use of the Rahim Organisational Conflict Inventory – ROC-II instrument to determine the extent of usage of five conflict handling styles by employees of an agricultural company and a local authority. Results indicated that a significant difference exists in usage of the various handling styles between respondents and their superiors as well as respondents and their peers. The obliging style and integrating styles were used the most and the dominating style was used the least in both organisations. Significant differences were also recorded with regard to sex, age and qualifications and the usage of different conflict handling styles. These results have definite implications for managing conflict in organisations.
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