Abstract
Orientation: The 21st century has presented challenges and opportunities to organisations. Although South Africa is the most competitive economy in sub-Saharan Africa, the country needs to focus on these opportunities to improve competitiveness. Although there is research on leadership and organisational climate, a debate continues about the contribution of organisational climate and the role of leadership to creating the desired organisational climate.Research purpose: The aim was to explore the relationship between leadership and organisational climate in a South African fast moving consumer goods (FMCG) organisation.Motivation for the study: Few studies focus on leadership and organisational climate in South Africa. This study builds on the knowledge that exists. An understanding of the effect of leadership on organisational climate in South Africa allows for customised solutions to the problems of leadership, organisational climate and business performance.Research design, approach and method: Using a descriptive, cross-sectional field survey approach, 896 participants (all of whom worked in one organisation) participated in the survey.Main findings: An exploratory factor analysis (EFA) and structural equation modelling (SEM) multivariate analyses revealed a new set of organisational dimensions, confirmed the relationship between leadership and organisational climate as well as the relationship between organisational climate and its various dimensions.Practical/managerial implications: The findings emphasised the importance of certain generic and specific leadership practices for creating the desired organisational climate in South Africa and in the FMCG environment.Contribution/value-add: This study contributes to the body of knowledge about the relationship between leadership and organisational climate in South Africa.
Highlights
Key focus of the studyToday’s changing technological landscape presents organisations, leaders and employees with a multitude of challenges and opportunities
One-on-one discussions between managers and their employees, the organisation could create a platform to raise and address challenges, brainstorm approaches and address the needs of both. These recommendations are valuable to the organisation that participated in this research and have implications for other South African organisations because ‘African leadership’ is necessary to improve organisational climate and its dimensions
The recommendations are valuable to the organisation that participated in this research but have implications for other South African organisations because ‘African leadership’ is necessary to improve organisational climate and its dimensions
Summary
Key focus of the studyToday’s changing technological landscape presents organisations, leaders and employees with a multitude of challenges and opportunities. The Global Competitiveness Report 2011– 2012 showed that South Africa ranked fourth (of 144 countries surveyed) in financial market development. There is still a dearth of empirical studies that explain the nature, and confirm the existence, of a relationship between leadership style and organisational climate in South Africa (Cloete, 2011). This topic is interesting because of South Africa’s unique position of being an emerging market economy that a diverse workforce, affirmative action policies and an open economy characterise. Whilst it is clear that there is a relationship between leadership and various measures of organisational outcomes, only a few studies have provided valuable insights into the relationship between leadership and climate
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
