Utilising transformational leadership to implement disability laws in the South African workplace

Ethical leaders are ultimately responsible for developing a strong and sustainable ethical climate in organisations. Ethical values and the ability to influence followers to internalise these values have become prerequisites for effective leadership in modern organisations. Although ethics, leadership, and values have received much attention, there has been little coordinated effort to integrate transformational leadership with ethical climate and ethical values. The aim of this study was to develop and validate a theoretical model to explain the structural relationships between these variables in the South African business context. The results revealed that altruism influences transformational leadership positively, and that transformational leadership in turn has a positive effect on ethical climate. Some support was also found for the proposition that integrity moderates the effect of transformational leadership on ethical climate.

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A preliminary study: perceived transformational leadership and work engagement within the South African army

African Journal of Employee Relations (Formerly South African Journal of Labour Relations) ◽

10.25159/2520-3223/5900 ◽

2019 ◽

Vol 38 (1) ◽

pp. 53-68 ◽

Cited By ~ 1

Author(s):

James Dibley ◽

Rian Viviers ◽

Llewellyn Ellardus van Zyl

Keyword(s):

Transformational Leadership ◽

South African ◽

Leadership Style ◽

Work Engagement ◽

Multifactor Leadership Questionnaire ◽

The South ◽

Multifactor Leadership ◽

Individual Consideration ◽

Transformational Leadership Style ◽

The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followersâ€™ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followersâ€™ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

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Governance of the South African University under Democracy and the Triumphalism of Managerialism over Transformational Leadership

Mediterranean Journal of Social Sciences ◽

10.5901/mjss.2014.v5n27p1655 ◽

2014 ◽

Cited By ~ 1

Author(s):

Johannes Tsheola ◽

Phophi Nembambula

Keyword(s):

Transformational Leadership ◽

South African ◽

The South

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Die faktorstruktuur van Bass se veelfaktor- leierskapsvraelys in die Suid-Afrikaanse konteks

SA Journal of Industrial Psychology ◽

10.4102/sajip.v26i2.709 ◽

2000 ◽

Vol 26 (2) ◽

Author(s):

C .P. Ackermann ◽

J. M. Schepers ◽

B. C. Lessing ◽

Z. Dannhauser

Keyword(s):

Factor Analysis ◽

Transformational Leadership ◽

South African ◽

Factor Structure ◽

Multifactor Leadership Questionnaire ◽

South African Context ◽

The South ◽

Multifactor Leadership ◽

African Context ◽

Laissez Faire

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 organisations 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. Opsomming Die doel van die studie was om vas te stel of die faktorstruktuur van die Veelfaktorleierskapsvraelys (MLQ) van Bass, as maatstafvan transformasionele leierskap, in die Suid-Afrikaanse konteks gerepliseer kon word. Die MLQ is gekies omdat dit belofte inhou as n geldige en betroubare meetinstrument van die onderhawige konstruk, en ook weens die feit dat daar 'n dringende behoefte bestaan aan so n instrument vir gebruik in die bestuur van menslike hulpbronne in organisasies tydens verandering. Die MLQ is op 406 proefpersone binne militêre konteks toegepas, en aan n faktorontleding en n itemontleding onderwerp. Die faktorontleding het drie faktore opgelewer, te wete transformasionele leierskap, transaksionele leierskap en vermyding van leierskap ("laissez faire"-leierskap). Die betroubaarheid van die skale is bepaal met behulp van Cronbach se koemsient alfa en koeffisiente van 0,944, 0,736 en 0,803, onderskeidelik, is verkry. Die faktorstruktuur soos deur Bass (1985) gekonseptualiseer, is grootliks deur die huidige studie bevestig.

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