Leadership style and organisational commitment in the mining industry in Mpumalanga

Orientation: The mining industry is a notoriously difficult environment in which to achieve positive work outcomes, such as organisational commitment. Therefore it was decided to investigate the association between transformational leadership and organisational commitment at a coal mine in Phola in the Mpumalanga province, a geographical area largely neglected by scientific researchers. Research purpose: The aim of this study was to determine the relationship between the transformational and transactional leadership styles (as measured by the Multifactor Leadership Questionnaire 5X) and organisational commitment (as measured by the Organisational Commitment Questionnaire) in the coal mining industry at a specific site in Phola. Motivation for the study: A need was identified for research to be conducted in the coal mining industry in Mpumalanga on a leadership style that enhances organisational commitment. Committed employees represent valuable human capital that should be retained for as long as possible. Research design, approach and method: A quantitative, cross-sectional survey design with random sampling (n = 88) was used to collect the necessary data. Both instruments showed acceptable internal consistencies. Main findings: Statistically significant relationships were found between two variables: organisational commitment (for the purposes of this article, this refers to affective commitment) and leadership styles (transactional and transformational). Practical/managerial implications: Managers and human resource practitioners will benefit from the knowledge gained by the study. Line managers should practise transformational leadership to improve commitment, engagement and satisfaction among their subordinates. Contribution/value add: The findings of this research add to the body of existing knowledge on transformational leadership and commitment. Valuable insights have been gained on the appropriate leadership style needed to improve commitment in a demanding and under-researched context, namely the coal mining industry in Phola, Mpumalanga.

Download Full-text

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

Journal of Economics and Business ◽

10.31014/aior.1992.04.01.336 ◽

2021 ◽

Vol 4 (1) ◽

Author(s):

Helen Elena Jekelle ◽

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

Transformational Leadership Style ◽

The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Download Full-text

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

10.31219/osf.io/djkqz ◽

2021 ◽

Author(s):

Helen Elena Jekelle

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

Transformational Leadership Style ◽

The Impact

Download Full-text

The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana

Annals of Management and Organization Research ◽

10.35912/amor.v1i1.274 ◽

2020 ◽

Vol 1 (1) ◽

pp. 39-50

Author(s):

Ushe Makambe ◽

◽

Gaone Joy Motlatsi Moeng ◽

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Commercial Bank ◽

Transactional Leadership ◽

Leadership Style ◽

Banking Sector ◽

Employee Performance ◽

The Body ◽

Quantitative Methodology ◽

Participative Leadership

Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership

Download Full-text

Is leadership of nurses associated with nurse-reported quality of care? A cross-sectional survey

Journal of Research in Nursing ◽

10.1177/1744987120976176 ◽

2021 ◽

pp. 174498712097617

Author(s):

Linda E den Breejen-de Hooge ◽

Harmieke van Os-Medendorp ◽

Thóra B Hafsteinsdóttir

Keyword(s):

Transformational Leadership ◽

Quality Of Care ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Quality And Patient Safety ◽

Transformational Leadership Style ◽

And Training

Background Nurses need to exhibit stronger leadership by taking more responsibility and accountability to improve healthcare quality and patient safety. Aims The aim of this study was to determine the association between quality of care and leadership styles and practices, and whether the characteristics of nurses influence this interaction. Methods We conducted a multicentre cross-sectional survey of 655 nurses working on clinical wards in Dutch university medical centres in 2018. Results Transformational leadership was significantly associated with quality of care which explained 5.9% of the total variance ( R2 = 0.059 F = (11,643) = 3.726, p = 0.011), and the nurse characteristics gender, profession and type of practice area were significant influencing factors. Nurses rated the quality of care (mean (M) = 7.7, standard deviation (SD) = 1.3) as moderate and they showed moderate levels of transformational leadership style (M = 3.7, SD = 0.5) and transformational leadership practices (M ≥ 6.2 and ≤ 7.6). Conclusions When considering quality improvement on clinical wards strategic managers need to be aware of the fact that leadership is associated with quality of care and that nurse characteristics influence this association. The findings indicate a pressing need for education and training for nurses in how to develop leadership and raising the awareness among strategic managers about the importance of leadership in health care is recommended.

Download Full-text

The relationship between leadership styles, innovation and organisational performance: A systematic review

South African Journal of Economic and Management Sciences ◽

10.4102/sajems.v18i3.1193 ◽

2015 ◽

Vol 18 (3) ◽

pp. 325-337 ◽

Cited By ~ 3

Author(s):

Tebogo Gilbert Sethibe ◽

Renier Steyn

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Leadership Style ◽

Scientific Knowledge ◽

The Body ◽

Mediating Effect ◽

Organisational Performance ◽

Transformational Leadership Style ◽

The Impact ◽

The Relationship

This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. Concepts, statements and conceptual frameworks were used as structure to analyse the body of scientific knowledge. After consulting 31 major research databases using the systematic literature review methodology, only seven journals articles that examined the link between leadership, innovation and organisational performance were identified. The synthesis of the journal articles revealed (a) that consensus exists among researchers as far as the relevant concepts are concerned; (b) that most agree on the definition of leadership and innovation but that a uniform understanding of what constitutes organisational performance is lacking; and (c) that conceptual models are too simplistic and do not consider mediator variables or multiple financial criteria measures. The findings further reveal that innovation is significantly and positively related to superior organisational performance, and that, although transformational leadership style is significantly and positively related to innovation, transactional leadership style is more appropriate when the aim is to instil a culture of innovation. Transformational leadership style, by contrast, is mostly associated with organisational performance. In addition, the findings further reveal that none of the studies investigate the mediating effect of the nature of innovation (incremental and radical) on the relationship between leadership and organisational performance, and that none of the studies use the objective measures of financial performance such as ROA, ROE, price/earnings (P/E) and Tobin’s Q calculated from annual financial reports.

Download Full-text