Faculty of Accounting and Informatics
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Item The relationship between previous leadership theories and ethical leadership in a South African context : a narrative review(Center for Strategic Studies in Business and Finance SSBFNET, 2022) Bhana, Anrusha; Sachin SuknunanLeadership theories have underpinned significant leadership studies and practices which span decades. Despite the plethora of research on different leadership theories and styles, there is minimal research exploring the relationship between previous leadership theories and the ethical leadership style. Previous research has shown that the ethical leadership effect goes above and beyond other leadership styles and theories as the latter lack an exclusive ethical focus. Therefore, this paper aims to address the identified gap from a preliminary perspective of previous leadership theories as compared to the ethical leadership style. In addition, ethical leadership is the ‘only’ leadership style that is part of the King IV code and report on Corporate Governance in South Africa. The study is built on previous research conducted on leadership theories in relation to ethical leadership and corporate governance as per the King IV report. The method employed involved conducting a historical narrative review of research from more than 60 relevant sources obtained from different databases and search engines on this topic. The paper found that a relationship exists between historical and contemporary leadership theories, contemporary theories and ethical leadership style, and ethical leadership and corporate governance. Stemming from these results, a conceptual model of the relationship between leadership theories, ethical leadership style, and Ubuntu ethics is shown. It is hoped that different types of organizations in South Africa will benefit from this review paper since most need to comply with the King IV report and code. The focus should be on ethical leadership as it promotes better employee performance and positive organizational outcomes.Item The relationship between ethical leadership styles and employees effective work practices(Sciedu Press, 2020-05-19) Bhana, Anrusha; Bayat, Mohamed SaheedSouth African Higher ]Education Institutions are diverse, highly debated by academia as well as the portfolio committee on higher education and structured with a strong focus on the customer being students, with a negligible concern for the academic and professional employees. The revolutionary changes at Higher Education Institution have gestured the importance of both leadership and employees to support the transformational strategy at these institutions. Higher Education transformation has a lot to do with leadership - not the leadership of the Vice-chancellor, but the leadership of a collective of people, executive management leadership, line management leadership, academics and administration, and other stakeholders (MacGregor, 2015:28; 2012). The aim of the study was to examine the relationship between the ethical leadership style of line management leadership, and academic and administrative at a South African Higher Education Institution in KwaZulu-Natal. Data analysis utilized a quantitative method with an academic sample size of 165 (52.9%) and administrative sample size of 147 (47.1%). The study used descriptive and linear regression analysis to examine the two variables. The descriptive findings revealed that ethical leadership style was not present at the line management leadership level. The inferential analysis findings exhibited a significant strong linear relationship of 74.7% between line management leadership and employee items. Data analysis revealed that line management leadership style had an impact on employees’ performance and behavior at the institution. Thus, it is imperative to have a fully engaged workforce in order for an institution to achieve greater levels of innovation, intrapreneurship, design thinking and financial management.