ETD Collection

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Subject: search.filters.subject.Leadership--South Africa.

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    Generation X and generation Y: the moderating effect of transformational leadership on resistance to change and psychological empowerment among employees in Johannesburg
    (2017) Kemeng, Heidie Seipati Josephine
    The purpose of the study was study to investigate relationships of employee psychological empowerment, transformational leadership and resistance to change among employees in Johannesburg, South Africa. There were 51 male participants and 57 female participants. Participants voluntarily participated in the study. The instruments used to collect data were the Multifactor Leadership questionnaire, resistance to change scale and psychological empowerment questionnaire. Data were analysed using correlations and multiple regression analyses. The results showed that employee psychological empowerment and resistance to change, age and resistance to change were the only significant results. Future studies can focus on factors that influence the readiness for change in South Africa which could include the opportunity to participate in the planned change projects, demonstrating the need for change and employee psychological empowerment. In addition, Future studies could also address the interest gap between generation X and Y in terms of implementing rigorous programmes which foster the empowerment of the workforce in organisations for both generations and reduce resistance to change
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    South African women managers' experiences and perceptions of organisational justice and leadership self-efficacy.
    (2013-08-05) Mupambirei, Ruth Rumbidzai
    Although more South African women are progressing into managerial positions, they are doing so at a slow pace and continue to face many challenges (Paulsen, 2009; Mckinsey & Company, 2010; Molebatsi, 2009). Therefore, this research set out to investigate South African women managers’ experiences and how they might relate to their perceptions of organisational justice and perceptions of leadership self-efficacy. Perceptions of organisational justice and perceptions of leadership self-efficacy are significant because they have been individually linked to motivation, commitment, satisfaction and performance (Baldwin, 2006; Combs, 2002; Colquitt, et al., 2001; McCormick, et al., 2002; Paglis, 2010). In addition, the research aimed to explore how these two concepts might interplay. The research took a qualitative approach and conducted in-depth interviews with eight senior women managers from different organisations. A tape recorder was used to record the interviews and thematic content analysis was used to analyse the data collected. The women in the study highlighted both negative and positive work experiences in their role as women senior managers. Further, the study revealed that senior women managers are not a homogeneous group as their experiences are also influenced by factors such as their race, marital status and number and/or age their children. The study also showed that the senior women managers’ experiences were related to their perceptions of organisational justice and leadership self-efficacy. The women in this study were vibrant and positive, and reflected high levels of leadership self-efficacy. It was also clear that these women’s experiences placed more emphasis on procedural and interactional justice than on distributive justice as they placed greater emphasis on work relationships, how they were treated and the fairness of work processes. In addition, the research also found a link between perceptions of organisational and perceptions of leadership self-efficacy