Abstract
Orientation: The study reported here explores the relationship between managerial selfperceptions and perceptions of others (the manager’s direct supervisor, peers and subordinates) with regard to leadership effectiveness (LE) in a group of managers in the context of a South African university undergoing a merging process.Research purpose: The purpose of this study was to investigate the prevalence of selfperception accuracy amongst the managers and to explore the patterns of interaction between self-perception accuracy (regarding their leadership behaviour) and perceived transformational leadership behaviour (as measured by composite ‘other’-ratings).Motivation of the study: Research has shown that managers in various work environments typically overestimate their own level of competence and that this could impact on the effectiveness of their leadership behaviour. This phenomenon has however not yet been researched in the context of South African higher education institutions.Research design, approach and method: A quantitative cross-sectional study of the relationship between self-perception accuracy and leadership effectiveness was conducted amongst the total population (N = 204) of staff members in management positions. The response rate was 67% and the realised sample consisted of 137 managers. Leadership behaviour was measured by means of behavioural ratings on the following five dimensions of the Leadership Practices Inventory (LPI): ‘Challenging the process’, ‘Inspiring a shared vision’, ‘Enabling others to act’, ‘Modelling the way’ and ‘Encouraging the heart’.Main findings: Statistically significant discrepancies were found between self- and observer ratings on all five leadership dimensions, indicating a probable overestimation of their own capabilities. Results further provide evidence that perceived leadership effectiveness on three of the five transformational leadership practices varied as a function of the self-perceptions of managers.Practical/managerial implications: Managerial development practices should sensitise managers to what is essentially introspective and provide opportunities for them to reflect upon and question their leadership practices.Contribution/value-add: A challenge for higher education is to embark on feedback intensive leadership development processes that provide participants with comprehensive feedback in a supportive environment.
Highlights
It is generally accepted that effective leadership is an essential element of positive social change in any institution
This study explores this issue by focusing on the relationship between self-ratings and otherratings of managerial leadership within a particular context, namely a South African higher education institution that is in the throes of a radical merging process and on the prevalence of self-perception accuracy amongst the managers of that institution
The purpose of the study was to gain new insights into effective leadership behaviour at South African higher education institutions that are undergoing a process of merging
Summary
It is generally accepted that effective leadership is an essential element of positive social change in any institution. Since the transition from an apartheid state to a post-apartheid society, higher education systems in South African are in the process of being reformed and restructured (Jansen, Bandi, Chalusu, Lethoko, Sehoole & Soobrayan, 2002). During this period of great transformation in South African higher education, mergers served as one of the key strategies for the reconfiguration of the landscape of public institutions giving effect to the National Plan for Higher Education of 2001 (CHE, 2004). The higher education institution in which this study was conducted consisted of three different technikons (two of which were previously disadvantaged) which were merged into one university of technology
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