Determination of the Rho factors linking behavioural inputs to organisational outcomes in the South African chemical industry.

Abstract

Abstract Changes in the modern workplace due to globalisation, technology and changes in workforce demographics have heightened interest in understanding and motivating culturally diverse workforces. Several studies have been performed to understand the relationship between leadership style, culture and work-related outcomes. However, these studies have struggled elucidate the nature of these interactions and the underlying linkages. This study was designed to determine the underlying factors that link behavioural inputs and organisational outcomes. The behavioural inputs chosen were leadership style and individual culture. The organisational outcomes investigated were job satisfaction and organisational commitment. The leadership styles considered were limited to transactional and transformational leadership. Individual culture consisted of the allocentrism and idiocentrism constructs. A questionnaire was developed using factors for each of the constructs researched. The sample was limited to people employed in the South African chemical industry in Gauteng. The results were analysed using Rho factor analysis. This analysis negates the need to prove causality for any linkages found between the behavioural inputs and the organisational outputs. Two significant dimensions were revealed by the interdependent factor analysis: Transformational Team Leadership and Non-committal Team Players. Transformational Team Leadership is linked to six behaviours a manager can adopt in the workplace. Analysis did show the augmentation effect of Transformational and Transactional Leadership had taken place to form this dimension. Transformational Team Leadership is also positively linked to organisational commitment and job satisfaction. The second dimension uncovered in the research was Non-committal Team Players. This dimension is linked positively to allocentrism and job satisfaction, but negatively to organisational commitment. Job satisfaction and organisational commitment are linked to turnover intentions. Thus, a leader can positively influence a subordinate’s intentions to leave the organisation by employing the six behaviours forming Transformational Team Leadership. However, Non-committal Team Players cannot be positively influenced by a leader in any way. As such these people might leave the organisation at some point regardless of how the leader behaves.