Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader

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dc.contributor.advisorCogill, C Jen_ZA
dc.contributor.authorBrook, Jamesen_ZA
dc.date.accessioned2015-07-14T08:47:42Z
dc.date.available2015-07-14T08:47:42Z
dc.date.issued1993en_ZA
dc.descriptionBibliography: leaves 160-183.en_ZA
dc.description.abstractThe purpose of this research was to examine whether transformational and transactional leadership would be identifiable amongst a diverse sample of HR specialists. Furthermore, the effects of these leadership styles on subordinates' perceptions, viz., willingness to exert extra effort, satisfaction with the leader and leadership effectiveness, and subordinates' performance ratings were investigated. Both self and subordinate ratings of leadership were obtained (n = 330) in order to overcome single-rater error and enhance rater accuracy. Self-rating and rater forms of Bass and Avolio's (1990b) MLQ (Form 5) were used to collect leadership data. The results of principal components factor analyses partially supported the factor structure identified in previous research. However, the four component factors comprising transformational leadership did not emerge. Descriptive analyses of composite leader and subordinate ratings showed that transformational leadership was more prevalent amongst HR specialists than transactional leadership. As found in previous research, self-ratings were inflated relative to subordinate ratings. Transformational factors of charisma, inspiration, intellectual stimulation and individualised consideration were found to be significantly and positively correlated with the perceptual outcomes, as was the transactional factor of contingent reward. No similar relatedness was found between the transactional factor of management-by-exception and these outcomes. Nonleadership, or laissezfaire leadership, was found to be negatively correlated with all these measures. Charisma and contingent reward were found to be significantly related to subordinates' performance ratings in a positive direction.en_ZA
dc.identifier.apacitationBrook, J. (1993). <i>Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader</i>. (Thesis). University of Cape Town ,Faculty of Commerce ,Organisational Psychology. Retrieved from http://hdl.handle.net/11427/13428en_ZA
dc.identifier.chicagocitationBrook, James. <i>"Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader."</i> Thesis., University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 1993. http://hdl.handle.net/11427/13428en_ZA
dc.identifier.citationBrook, J. 1993. Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Brook, James AB - The purpose of this research was to examine whether transformational and transactional leadership would be identifiable amongst a diverse sample of HR specialists. Furthermore, the effects of these leadership styles on subordinates' perceptions, viz., willingness to exert extra effort, satisfaction with the leader and leadership effectiveness, and subordinates' performance ratings were investigated. Both self and subordinate ratings of leadership were obtained (n = 330) in order to overcome single-rater error and enhance rater accuracy. Self-rating and rater forms of Bass and Avolio's (1990b) MLQ (Form 5) were used to collect leadership data. The results of principal components factor analyses partially supported the factor structure identified in previous research. However, the four component factors comprising transformational leadership did not emerge. Descriptive analyses of composite leader and subordinate ratings showed that transformational leadership was more prevalent amongst HR specialists than transactional leadership. As found in previous research, self-ratings were inflated relative to subordinate ratings. Transformational factors of charisma, inspiration, intellectual stimulation and individualised consideration were found to be significantly and positively correlated with the perceptual outcomes, as was the transactional factor of contingent reward. No similar relatedness was found between the transactional factor of management-by-exception and these outcomes. Nonleadership, or laissezfaire leadership, was found to be negatively correlated with all these measures. Charisma and contingent reward were found to be significantly related to subordinates' performance ratings in a positive direction. DA - 1993 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 1993 T1 - Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader TI - Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader UR - http://hdl.handle.net/11427/13428 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/13428
dc.identifier.vancouvercitationBrook J. Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader. [Thesis]. University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 1993 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/13428en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentOrganisational Psychologyen_ZA
dc.publisher.facultyFaculty of Commerceen_ZA
dc.publisher.institutionUniversity of Cape Town
dc.subject.otherIndustrial and Organisational Psychologyen_ZA
dc.titleTransformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leaderen_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMSocScen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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