School of Construction, Economics and Management

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Browsing School of Construction, Economics and Management by Author "Cocotos, George"

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    An evaluation of the applicability of the extended situational leadership model to lower level management in the South African construction industry
    (University of the Witwatersrand, 1990-08-10) Cocotos, George
    The vast majority of theories and models that have been developed around the concept of leadership have been conceptualized, and tested in the USA and other countries outside South Africa as discussed in the literature survey, Chapter 2 of this dissertation). Furthermore, the models developed have largely been theoretical models aimed to help leaders only to identify the most appropriate leadership style to use. None have however attempted to develop a model that leaders can use to implement the most appropriate leadership style once it has been chosen. Consequently, A D Jaff, using the most integrated and recently developed Situational Leadership Theory and Mode 1 of Hersey and Blanchard as a data base, developed the first leadership implementation model - The Extended Situational Leadership Model. Since AD Jaff's implementation model is a combination of various other leadership mode ls and theories, in order to fully understand the development of the Extended SL Model, all the relevant models are researched in this dissertation (see Chapter 2). This dissertation attempts to test the applicability of the Extended SL Model in a practical construction environment in South Africa. It further attempts to make adaptations to the model where relevant, after testing its performance value through the administration of 3 questionnaires to a sample of potential/practising black leaders (on-site construction managers). (This lS surveyed in Chapters 3 to 6 of this dissertation). The objective of this dissertation is therefore to attempt to test, and where necessary, to adapt AD Jaff's Extended SL Model so that : 1) this theoretical model may be implemented practically in a South African construction working environment (i.e. to prove that the mode 1 does work in practice) ( see Chapter 4). and to test whether 2) the adapted mode 1 is applicable for the training of future black Low-Level leaders in the South African construction environment. The adapted form of the model will, I believe, prove to be a useful tool for the training of black leaders within the South African construction organisations, where the volatile industry and changing economic and political environment of South Africa with ensure the emergence of black South African Low Level leaders in the construction industry in the near future.