Wits Business School (ETDs)

Permanent URI for this communityhttps://hdl.handle.net/10539/37941

Browse

Filters

2022 - 20232

Settings

Has files: YesSubject: search.filters.subject.Leadership theories

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    The impact of leadership on productivity at Harmony Kalgold operation
    (University of the Witwatersrand, Johannesburg, 2022) Montshonyane, Ramosiako; Matshabaphala, Manamela
    Background: The significance of good leadership styles in respect of productivity cannot be overemphasised in the modern world of global change. The change in leadership and their diverse styles has affected the rate of production at Harmony Kalgold Operation. Aim: The aim of the study was to investigate the impact of leadership styles on productivity in the case of Harmony Kalgold Operation in Mahikeng-Kraaipan, South Africa. Setting: The research study was undertaken in South Africa and particularly focused on the Northwest Province. Only a quantitative research method was employed with a sample size of 50 members selected from the organisation of study. Methods: The positivist and quantitative approach through a questionnaire survey was employed to collect data for the research study. A quantitative research methodology was adopted through a random sample of 50 employees. Results: Within the company, there are four main types of productivity. Democratic leadership is directly correlated with productivity. Authoritarian leadership style has a strong negative correlation with productivity. Charismatic leadership style has a positive correlation with productivity. Similarly, transformational leadership style was found to relate more with productivity and the leadership style should be developed by modern leaders. Transactional leadership style had a little negative relationship with productivity and entails a carrot and stick method to accomplish organisational goals. Conclusions: There are at least five most common leadership styles which influence Harmony Kalgold operation 's productivity. These are autocratic, democratic, laissez- faire, transactional, and transformational leadership. There are at most four measures of productivity at Harmony Kalgold. These are capital, physical, labour, and total productivity. Indeed, leadership styles influence productivity in diverse ways. Each situation requires each own leadership style to improve productivity. However, the situational theory of leadership suggests that no single leadership style is best.
  • Thumbnail Image
    Item
    The Role of Leadership in Driving Digital Transformation in the South African Financial Services Sector
    (University of the Witwatersrand, Johannesburg, 2023) Ngxola, Nomonde; Gobind, Jenika
    The purpose of the research is to provide an all-encompassing definition of Digital Transformation (DT) amid a sea of definitions and propose drivers that leaders operating in the South African Financial Services Sector can use to drive Digital Transformation within their respective organisations, not only as a mere project but also being mindful of the personal influence their role as leaders has on the success of a DT process (Bordeaux, 2019). From a systematic review of 100 peer-reviewed articles, the literature suggests there are seven common and key drivers of the Digital Transformation process. These were identified as digital business strategy, a review or augmentation of the organisations business model, big data-driven processes, process automation, customer centricity, digital competency, and culture (Bhardwaj et al., 2013). The literature also reflects the influential role that leaders play in the DT process through their traits and abilities (Kaidalova, Sandkuhl & Seigerroth, 2018). A close examination was made of the evolution of leadership theories: The Great Man Theory being the starting point, was premised on the leader’s abilities resting solely upon leader themself, believed to be born with a set of traits and behaviour that automatically deemed them leadership worthy (Cherry, 2019). During this era, the notion of leader development and training was not given thought (Hartl & Hess, 2017). The leader was according to this theory born and carried their own innate talents and capabilities to lead devoid any form of development and advancing. The paper seeks to explore the evolution of leadership theories that evolved from the trait and behavioural theories to that of transformational leadership, which looks specifically at leaders in relation to their subordinates to the latest DT theories to test for similarities, plus outliers when considered with respect to the methodological finding Additionally, the research incorporated notable barriers to the digital transformation process as noted by the leaders that were interviewed in the study. Themes of digital denialism, deflation and discomfort surfaced and were explored at length. vi The study adopted an exploratory sequential mixed methods approach compromising of qualitative content analysis and thematic analysis of semi-structured interviews using creative methods of extraction. The population sampled consisted of a group of Chief Information Officers, Chief Technology Officers, and Digital Heads of Business.