Orientation: Personality provides a foundation for understanding employee job behaviours. It determines and reflects how they respond to their work situations. There is a shortage of previous researches that have specifically dealt with the predictive role of personality on job crafting. Job crafting is also a significantly new concept in the South African work context. It has both positive and negative consequences on employee job behaviours.Research purpose: The present study investigated the role of big five factors on predicting job crafting propensities amongst administrative employees in Alice, South Africa.Motivation for the study: The present study aimed to determine the role of big five factors on predicting job crafting propensities amongst administrative employees. It was premised on previous research that the big five factors are associated with many employee job behaviours.Research approach, design and method: The present study employed a quantitative, crosssectional research design with a sample of 246 administrative employees in Alice, South Africa. A biographical questionnaire, a Big Five Inventory, and a job crafting questionnaire were used to collect data.Main findings: The findings showed that big five factors of Conscientiousness, Extraversion, Agreeableness, Openness to experience and Neuroticism play a significant role in predicting job crafting propensities.Practical implications: The present study suggests that big five factors of Conscientiousness, Extraversion, Agreeableness, Openness to experience and Neuroticism have a predictive role on job crafting behaviours. Managers of tertiary institutions can therefore consider these big five personalities to understand and predict the impacts of their job design strategies on administrative employees’ behaviours.Contribution: The contribution of the study was significant in that it contributed to research literature representing the influence of the big five factors in understanding job crafting propensities of employees.Keywords: Personality; Job redesign; Job Demands-Resources model; Administration.

Leadership is critical for the success of any organisation developing a sustainable and competitive culture. Organizational culture mediates the association between leadership styles and organizational performance. The purpose of the present study was to assess the impact of participative and directive leadership on organisational culture from an organisational development perspective. The data was collected from a sample of 246 administrative departmental employees at Fort Hare University using a self-designed biographical and occupational questionnaire. To measure participative leadership, a six-item 5-point rating scale adopted from Arnold et al. (2000) was also employed. To measure directive leadership, a seven-item bi-polar rating scale adopted from Litwin and Stringer (1968) was also employed. And to measure organisational culture, a four-item 5-point rating scale adopted from the Denison Organizational Culture Survey (Denison & Neale, 1996) was also used. Data analysis was done using various statistical techniques, including descriptive statistics, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results showed that participative and directive leadership have positive and significant impact on organisational culture. However, directive leadership has negative and insignificant impact on adaptability. The results also indicated that participative and directive leadership combined have no additive impact on organisational culture. However, participative leadership had a stronger effect on organisational culture than when was combined with directive leadership. The present study therefore, recommends managers to use participative leadership in their efforts to adapt their organisational cultures to achieve a sustained competitive culture. However, directive leadership may be used in certain organisational contingencies that demand it.

Scholars have argued that demographic variables are critical factors that could also be used together with other factors to explain the variances in the behaviour of effective leaders. They are very significant to virtually all kinds of modern organizations. The current workforce is increasingly getting younger and highly educated. And an increasing proportion of female managers are also found in today's organizations. The present study therefore, explored the relationship between some demographic variables and leadership effectiveness among local government managers in Eastern Cape Province. The data were collected from a sample of 222 local government managers using a selfdesigned biographical and occupational data questionnaire, and a leadership effectiveness questionnaire adopted from Fleenor and Bryant. Leadership effectiveness was measured as a unitary concept. The results indicated that gender, age and education have a positive and significant relationship with leadership effectiveness. The present study therefore, recommends that, local government departments should consider these demographic variables when assigning leadership responsibilities to managers.

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