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dc.contributor.advisorKotzé, M.
dc.contributor.authorJones, Brenton
dc.date.accessioned2017-01-31T07:10:39Z
dc.date.available2017-01-31T07:10:39Z
dc.date.issued2003-11
dc.identifier.urihttp://hdl.handle.net/11660/5456
dc.description.abstractEnglish: Leadership is crucial for a successful organization, community or country as leadership provides direction. The new millennium requires a great rate of change and South African companies will be obliged to make rapid organizational changes. Changes in the mining industry make it necessary to prepare the industry for future challenges. It is the belief of the mining industry that leadership is an essential factor in the change process. In view of the abovementioned, the management of a mining company in the Northern Cape found it necessary to determine the current situation with regards to leadership in the company. The aim of this research was to determine whether lower and senior level management exercise different styles of leadership and whether the perceptions of leadership differ between leaders and followers. In addition, management wished to determine whether there is a difference in leadership style based on cultural diversity, in terms of home language, age and tenure. For this purpose, ninety-eight (98) managers were included in the sample. From the sample of ninety-eight (98) managers, thirty-one (31) managers with a minimum of three (3) subordinates participated to determine differences in perception. Thus, ninety-three (93) subordinates participated in the study. Leadership style was measured with the Multifactor Leadership Questionnaire (MLQ). A one way Analysis of Variance (Anova) was used to determine differences between lower and senior management in terms of leadership style. The t-test for dependant groups was used to determine differences in perception. A one way Analysis of Variance (Scheffé) was used to determine differences between certain groups in terms of age, tenure and home language (cultural diversity). Based on the statistical analysis, the following conclusions have been reached: • There is a statistically significant difference between lower and senior level management with regard to leadership style. Senior level management are more transformational than lower level management, which are more transactional. • There is a statistically significant difference in perception between managers and subordinates with regard to leadership style. • There are statistically significant differences in leadership style based on biographical variables such as age and tenure. There were no differences with regard to leadership style and cultural diversity based on home language. Caution needs to be exercised with regard to the interpretation of the findings, since a convenience sample was utilized.en_ZA
dc.description.abstractAfrikaans: Leierskap is ’n vereiste vir ’n suksesvolle organisasie, gemeenskap of samelewing omdat leierskap rigting voorsien. Die nuwe millennium vereis ’n groot mate van verandering en Suid-Afrikaanse maatskappye sal verplig wees om spoedig georganiseerde veranderings te bewerkstellig. Veranderinge in die mynbedryf maak dit noodsaaklik om die bedryf voor te berei vir toekomstige uitdagings. Dit is die beleid van die mynbedryf dat leierskap ’n essensiële factor is in die veranderingsproses. In die lig van bovermelde, het die bestuur van ’n mynmaatskappy in die Noord-Kaap dit noodsaaklik gevind om die stand van leierskap in die maatskappy vas te stel. Die doel van hierdie navorsing was om te bepaal of laer en senior bestuur verskillende leierskapstyle toepas en of die persepsie van leierskap verskil tussen leiers en ondergeskiktes. Benewens dit wou bestuur bepaal of daar ’n verskil is in leierskap styl gebaseer op kulturele groeperinge op grond van huistaal, ouderdom en dienstydperk. Vir hierdie doel is ag-en-neëntig (98) bestuurders ingesluit in hierdie streekproef. Van die ag-en-neëntig (98) bestuurders het een-en-dertig (31) bestuurders met ’n minimum van drie (3) ondergeskiktes deelgeneem om die verskille in persepsie tussen leiers en ondergeskiktes ten opsigte van die leier se leierskapstyl te bepaal. Drie-en-neentig (93) ondergeskiktes het deelgeneem. Leierskapstyl is gemeet met die Multifactor Leadership Questionnaire (MLQ). ’n Eenrigting Analise van Variansie (Anova) was gebruik om die verskille tussen laer en senior bestuur in terme van leierskapstyle te bepaal. Die t-toets vir afhanklike groepe was gebruik om verskille in persepsie te bepaal. ’n Eenrigting Analise van Variansie (Scheffé) was gebruik om verskille tussen sekere groepe te bepaal in terme van ouderdom, dienstydperk en kulturele groepering, op grond van huistaal. Gebaseer op statistiese analise, kan die volgende gevolgtrekkings gemaak word: • Daar is ’n statistiese beduidende verskil tussen laer en senior bestuursvlak met betrekking tot leierskapstyl. Senior vlak bestuur is meer transformerend dan laervlak bestuur wat meer transaksioneël is. • Daar is ’n statistiese beduidende verskil in persepsie tussen bestuurders en ondergeskiktes met betrekking tot die leierskapstyl van die leiers. • Daar is statistiese beduidende verskille in leierskapstyl gebaseer op biografiese veranderlikes soos ouderdom en dienstydperk. Daar was geen verskil ten opsigte van leierskap en kulturele groepering soos bepaal op grond van huistaal nie. Die interpretasie van hierdie bevindings wat op ’n geleentheidsteekproef gebaseer is moet met omsigtigheid benader word.af
dc.language.isoenen_ZA
dc.publisherUniversity of the Free Stateen_ZA
dc.subjectMineral industries -- South Africa -- Northern Cape -- Personnel managementen_ZA
dc.subjectLeadershipen_ZA
dc.subjectExecutive abilityen_ZA
dc.subjectOrganizational effectivenessen_ZA
dc.subjectDissertation (M.Soc.Sc. (Industrial Psychology))--University of the Free State, 2003en_ZA
dc.titleLeadership styles of lower and senior level management within a mining companyen_ZA
dc.typeDissertationen_ZA
dc.rights.holderUniversity of the Free Stateen_ZA


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