Transformational leadership in the South African public service after the April 2009 national elections

Manasseh Morongoa Mokgolo · Patricia Mokgolo · Mike Modiba

32 citations0/0 files storedSA Journal of Human Resource Management

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Employee Performance and Leadership Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

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References

1987Leadership and Performance beyond Expectations 1997Job Satisfaction: Application, Assessment, Causes, and Consequences 1990From transactional to transformational leadership: Learning to share the vision 2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.2000Social Identity and Self-Categorization Processes in Organizational Contexts 1993The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory 2002Personality and leadership: A qualitative and quantitative review.2003Predicting unit performance by assessing transformational and transactional leadership.

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