It is generally accepted that effective leadership is an essential element of positive social change in any institution. It also seems evident that no society can continue to grow and develop without
it and that no institution can thrive where it is unavailable. However, these statements raise a number of questions such as:
• Whose perceptions of effective leadership is applicable here – the perceptions of those in
leadership positions themselves, or the perceptions of others?
• What is likely to happen in the case of conflicting perceptions of leadership effectiveness?
This study explores this issue by focusing on the relationship between self-ratings and otherratings
of managerial leadership within a particular context, namely a South African higher education institution that is in the throes of a radical merging process and on the prevalence of self-perception accuracy amongst the managers of that institution.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:tut/oai:encore.tut.ac.za:d1000556 |
| Date | 01 March 2011 |
| Creators | Herbst, THH, Conradie, PDP |
| Publisher | SA Journal of Industrial Psychology |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | |
| Rights | SA Journal of Industrial Psychology/ |
| Relation | SA Journal of Industrial Psychology/ |
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