This study examines the development of academic talent in higher education from a
social exchange and organisation support perspective. More specifically the study
investigates to what extent a quality leader-member exchange relationship between a
chair of department and an academic staff member contributes to the perceived
development of academic talent in higher education.
The leader-member exchange theory was applied in this study to examine the
influence of the quality of the relationship between an academic leader and a follower
on supervisory support for development as well as its ultimate effect on perceptions
of organisation investment in employee development. Insight into the said quality and the effect of this relationship would provide greater clarity to leaders about the
development of academic talent in higher education.
The study employed a mixed-method approach that combined quantitative and
qualitative data collection. Quantitative data was collected from participants
(members of academic staff as followers) through an online survey, and qualitative
data was collected from leaders (chairs of academic departments as developers of
academic staff) through conducting one-on-one interviews. In addition, a theoretical
model of the hypothesised relationships between leaders and followers was tested
using path analysis.
The study found new evidence of the ways in which relationship resources embodied
in the leader-member exchange relationship between supervisors (leaders) and
employees (followers) influenced employee perceptions of both supervisory and
organisation support for development. The results also demonstrated how leadermember
exchange theory, combined with theoretical work on organisation support,
helped to explain and understand the critical role of supervisors in developing
academic staff. This study suggests that leader-member exchange theory could be
used as an appropriate leadership theory for application in the development of
academic talent in higher education. In addition specific development practices for a
chair of department in their roles as developers were also presented. / Thesis (PhD)--University of Pretoria, 2014. / lk2014 / Human Resource Management / PhD / unrestricted
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:up/oai:repository.up.ac.za:2263/43353 |
| Date | January 2014 |
| Creators | Horne, Andre L. |
| Contributors | Du Plessis, Yvonne, horneal@unisa.ac.za, Nkomo, Stella M., 1947- |
| Publisher | University of Pretoria |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Rights | © 2014 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
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