Thesis (MComm (Industrial Psychology))--Stellenbosch University, 2008. / Effective leadership drives an organisation’s members to achieve a common purpose.
Leaders must influence followers to work together to achieve one vision. Successful
leaders understand their own values and the values of their followers, in order to guide
and direct behaviour. Shared values allow organisations to work together and act as
one entity. Successful leaders instil a set of commonly held core values to ensure that
followers are working towards the same goals.
The purpose of the study was to determine the influence of organisational leadership
on leader-follower value congruence and leadership success. The aim of the study
was to determine the relationship between transactional and transformational
leadership, leader-follower value congruence and leadership success. Engelbrecht’s
(2002) model was used as a theoretical framework.
A literature study of leadership and leadership success, as well as values and value
congruence in organisations was conducted. The relationship between these
constructs was also analysed in the literature study.
The sample comprised of employees of a large petroleum company in the Western
Cape. The sample consisted of 162 leaders and subordinates. The sample comprised
of two subordinates for every leader. Each of the respondents completed Bass and
Avolio’s Multifactor Leadership Questionnaire (MLQ) and Langley’s Values Scale (VS).
Both the MLQ and VS were found reliable for the purpose of the study.
The statistical analysis was conducted through correlation analyses. The results
revealed that transactional and transformational leadership have a direct and positive
influence on leadership success. Some support was found for the influence of
transactional leadership and transformational leadership on leader-follower value
congruence. The results also indicated some support for the influence of leaderfollower
value congruence on leadership success. Some support was found for the proposition that leader-follower value congruence mediates the relationship between
transactional leadership and leadership success. Conclusions were drawn from the results obtained and recommendations for future
research are made.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/3034 |
| Date | 12 1900 |
| Creators | Boonzaier, Anna |
| Contributors | Engelbrecht, A. S., Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Rights | Stellenbosch University |
Page generated in 0.0019 seconds