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Faculty of Management Sciences

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    The influence of leadership styles on organizational team culture in a South Africa mining organization
    (2018) Govender, Dheren; Lekhanya, Lawrence Mpele
    The purpose of this study was to assess the impact of leadership styles on organizational team culture in a South African based mining organization. Senior management of the company has noted different shop floor team cultures which seem to be affecting productivity negatively. This project will give emphasis on the context of leaders of an organization and the amount of influence or non-influence leadership has on shop floor team culture. This study used a quantitative method research design. The research was conducted at the site logistics department of mining company X based in the Northern KwaZulu-Natal (KZN).The aim of this study is to determine the current shop floor team culture using the Organizational Cultural Assessment Instrument (OCAI) developed by Cameron and Quinn (2011) and the current leadership styles governing these teams using the, Multifactor Leadership Questionnaire (MLQ) developed by Avolio and Bass (2004). These measuring instruments have demonstrated proven reliability and validity in previous studies. The analysis of data was done using the Statistics Package for Social Scientists (SPSS) version 24.0, with the results presented by figures and tables. The study seeks to improve team practices and productivity. The target population of the study was made up of the 4 teams that make up the site logistics department and their immediate team leader/ supervisor. The sample size of the study was 114 employees in total i.e., 110 shop floor team members and the 4 team leaders. The findings of the study revealed that the leadership styles of the team leader‟s does have an influence on organizational/team culture within the department. The study further revealed the miss alignment of the overall leadership style of all the team leaders to the to the perceived organizational direction of the senior management with regards to the leadership strategy.
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    Explore the perceptions of servant leadership dimensions and its influence on team effectiveness among armed forces hospital managers Khamis Mushayt Saudi Arabia
    (2017) Chetty, Krishnavellie; Bayat, Mohamed Saheed
    The results of this study reveal the perceptions of servant leadership dimensions and its influence on Team effectiveness among managers Armed Forces Hospital Khamis Mushayt Saudi Arabia. Data collected was from a population of 250 managers within the Armed Forces Hospital Saudi Arabia. 200 respondents participated in the study. The researcher identified that for the purpose of this study utilising the Servant Leadership Questionnaires (SLQ) by Barbuto and Wheeler( 2006), and the Team Effectiveness Questionnaire (TEQ) by Larson and LaFasto (2004), and a demographic survey will be the most suitable instrument to collect the data for this study purpose. The instruments were tested before the study had commenced by a qualified statistician. Full-time managers both units based and administrative managers participated, rating the servant leadership style of their leaders in addition to providing their organisational teamwork. Evidence supported the reliability and validity of both servant leadership and team effectiveness models and the associated instruments. The results of this study found a statistically significant correlation between the servant leadership style of the leadership and the staff’s affective and normative team effectiveness. There was a significant statistical correlation that existed between the leader’s servant leadership style of leadership and the staff’s continuance teamwork to the organisation. Statistical data and implications for the findings were included in chapters five and six. There are some specific strengths and weaknesses within the ambit of servant leadership and team effectiveness. Servant leadership shows that more must be done by the managers to develop the emotional maturity of the managers that they engage and work with and the trust relationship among the managers was also additional findings when the data was analysed. Perhaps they can attend a training course, workshops and even enroll for degree courses in psychology and embark on team building exercises to build on their trust relationship issues. People need to be understood, and managers need to shepherd the people they work with using great care and compassion. The other issue of attention is that managers must become less selfish by esteeming the colleagues better than themselves and by being self- sacrificing regarding their needs. Putting one first is a sure way to promote servant leadership in any institution. This research presented information and findings that may be used in future studies relating to leadership behaviour, as outlined in servant leadership theories and concepts and its effect on subordinate behaviour, in organisations with the aims to improve team effectiveness in healthcare in Saudi Arabia Military Hospitals using effective leadership styles.