Strategic Leadership for Performance Management in the Mpumalanga Legislature

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dc.contributor.author Mthunywa, Lidec
dc.date.accessioned 2012-12-03T13:46:46Z
dc.date.available 2012-12-03T13:46:46Z
dc.date.issued 2012-12-03
dc.identifier.uri http://hdl.handle.net/10539/12221
dc.description MM thesis - P&DM en_ZA
dc.description.abstract The purpose of the research is to examine the Mpumalanga Legislature’s performance management for politicians and administrative support staff and the extent to which purposive strategic imperatives can enhance such performance. The lack of an appropriate performance management tool in the Legislature would lead to citizens’ apathy towards government services since the Legislature would be unable to demonstrate its interventions on the implementation of government policies. The paper argues that keeping strategic leaders focused on the topic of performance management can prove difficult and undermine their ability to envision, anticipate and position for the future. The stakeholder model of organisational leadership has been proposed as an appropriate performance management model for the Legislature since it embraces the collective sense of the leadership’s efficacy based on the perception of multiple stakeholders. This is contrasted with the public service performance management model which is used for service delivery purposes and is inappropriate to be customized to the legislatures. The view of the study is that strategic leaders who are socially complex have more developed and complex knowledge structures regarding people and situations, and a greater understanding of critical social organisational problems. en_ZA
dc.language.iso en en_ZA
dc.subject Leadership en_ZA
dc.subject Performance management en_ZA
dc.title Strategic Leadership for Performance Management in the Mpumalanga Legislature en_ZA
dc.type Thesis en_ZA


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