Abstract
Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.
Highlights
Background to the studySouth African public service leadership is a sensitive matter on the agenda of interest groups and societies, to mention a few, today
The present study has attempted to answer the research question of whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction
Intellectual stimulation was the best predictor of leadership acceptance (β = .18; p ≤ .01) according to the public sector employees doi:10.4102/sajhrm.v10i1.334
Summary
Background to the studySouth African public service leadership is a sensitive matter on the agenda of interest groups and societies, to mention a few, today. The United Nations Development Programme The United Nations Development Programme (2003) emphasises that the public service needs a corps of people who, whilst operating within the framework of the rule of law, are able to apply transformational leadership skills when tackling extraordinarily difficult challenges. Bass (1985, 1998); Bass and Avolio (1994); Nemanich and Keller (2007); Waldman, Javidan and Varella (2004) define transformational leadership as a relationship between a leader and followers based on a set of leadership behaviours that subordinates see as showing idealised influence, motivational inspiration, intellectual stimulation and consideration for people. Line managers or leaders are key sources of influence on leadership acceptance, performance and job satisfaction. Employees who work in changing situations may have a more positive, open-minded approach to the change of leaders and develop a more accepting attitude
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