Perceptual differences between managers and subordinates regarding leadership styles

English: Maribi Company acknowledged that perceptual differences between managers and subordinates are likely to occur, and that may lead to communication gaps that in turn may hamper the relationship between managers and their subordinates. Since healthy relationships between managers and their subordinates are a strong motivational tool, the company believes that it is imperative that possible perceptual distortions be identified and addressed in order to create an atmosphere of constructive, supportive eo operation envirorunent that will increase productivity levels. The current study was therefore set about by the Maribi Company to investigate. and determine the perceptual differences that might occur between managers and their subordinates with regard to the manager's leadership styles. In reviewing the literature, perception and leadership were dealt with in separate chapters. In reviewing perception, the process commenced with the definition of perception, followed by the perception process, then factors influencing perception, and the influence of perception on human behaviour. The chapter regarding leadership was commenced by the definition of leadership, various theories of leadership, the most recent approaches to leadership, participative leadership, factors forcing organisations to move towards participation, the praxis of leadership, essential practices of exemplary leadership, research findings regarding subordinate's perceptions of leader's practices, and research finding regarding follower's cultural orientation and task structure. It was evident from the literature that, whether or not the manager successfully plans or organizes the work of his or her subordinates and actually helps them to structure their work more efficiently and effectively is far less important than how subordinates perceive the manager's efforts. It was also discovered from the literature study that that effective leadership is a function of specific qualities of the leader, a balance between task and relationship orientation and characteristic of the situation as well. The methodology utilized in the process was to target a company that produces liquor in the central region which has depots Free State, North West, and part of the Northern Cape. The company was given a pseudo name (Maribi) for the sake of anonymity. The population of the area investigated was of heterogeneous nature, characterised by people speaking Tswana, S.Sotho, Afrikaans , and English being a dominant language in the company. A sample of 136 respondents has been randomly selected. The data was gathered by personally visiting the respective depots and relevant respondents being given questionnaires to fin in whiles the researcher was there to clarify misunderstandings. The Leadership Process Inventory which made provision for five distinctive leadership practices (challenging the process, impiring a shared vision, enabling others to act, modeling the way, and encouraging the heart) was used as a measuring instrument. The standard SPSS computer program was used to conduct a multivariate analysis of variance to determine the differences in perceptions between managers and their subordinates with regard to managers leadership styles. Highly significant differences between managers and subordinates regarding the leadership styles of "challenging the process" and "enabling others to act" have been identified. Significant differences between managers and subordinates occur regarding the leadership styles of "rnodeling the way" and "encouraging the heart". Conclusions made out of the study were that the perceptual differences between managers and their subordinates regarding the leadership styles of managers can be attributed to the perceptual distortion that occur during the respective stages of the perceptual process, i.e. the selection, the organization and the interpretation of information. It was also concluded that the perceptual difference can probably also be ascribed to a lack of communication between managers and subordinates. It was therefore recommended that a questionnaire that cover a broader range of leadership styles be used or developed, and that the sample size be extended to more than one organization. It was further recommended that the explanation for significance differences between managers and subordinates regarding the application and practical implementation of the respective leadership styles be investigated and addressed. With regard to the relative significance and impact of perceptual differences between managers and subordinates pertaining to leadership styles, it was recommended that the matter be investigated further in order to minimize a potential negative effect on the outcome of this relationship.