It is broadly acknowledged that, for quality management to be effective, it needs to be viewed and implemented as a dynamic and active process by people in an organisation, specifically its leaders. This study aimed to determine the level of leaders' commitment with regard to their perceptions and attitudes concerning quality management of training in corps training units within the South African Army. The Leader Perception and Attitude Scale was developed for this purpose. A cross-sectional survey was conducted with a sample of 229 leaders at six of the eight South African Army's corps training units. Correlation coefficients were determined, and structural equation modelling was performed. The results indicated that leaders' attitudes had a statistically significant influence on their commitment (p < 0.001), whereas perceptions had no statistically significant influence (p = 0.488). The results contrast with previous studies, which have mostly indicated that perceptions influence employee commitment. By targeting leaders' attitudes, therefore, the South African Army may be able to design and implement appropriate strategies to improve leaders' commitment and thereby | 121 How to cite this article: Els, (RC)., Meyer, (HW)., & Ellis, (S). (2022). A measurement scale developed to investigate the effect of leaders' perceptions regarding attitudes towards and commitment to quality management of training.

PurposeThe successful implementation of quality management in organizations is dependent on people, particularly leaders. It seems as if leaders' affective states (attitudes and commitment) in the military were connected to their capability to inspire people and a group (corps training unit) to achieve a common goal. The research reported in this article was aimed at examining officers in corps training units' attitudes towards, and commitment to quality management in training in the South African Army.Design/methodology/approachFocus group interviews were conducted with a sample of 49 officers on various levels (senior, junior and warrant officers) at six South African Army corps training units.FindingsThe findings indicate that the attitudes of leaders played a significant role to ensure that quality management of training is conducted effectively. Participants experienced that leaders in the South African Army were mostly responsible for the negative attitudes of officers in corps training units. Inadequate leadership support and lack of trust contributed to a lack of transparency and poor communication that resulted in poor commitment among officers at corps training units. The investigation further revealed that a positive affective state (attitudes and commitment) of leaders is essential in ensuring effective quality management of training.Originality/valueThe potential usefulness of this research may provide insight into how leaders' affective state could be improved to ensure effective quality management. This research may also be of interest to other organizations that conduct in-house training.

Orientation: It is widely acknowledged that career development needs to be viewed as a critical element by organisations to capacitate employees and contribute to organisational success. The role of career development in capacitating leaders to ensure effective quality management (QM) of training is not well known.Research purpose: This research aimed to investigate officers in corps training units’ perceptions regarding the role of career development in managing the quality of training in the South African (SA) Army.Motivation for the study: Limited research exists concerning the career development of leaders responsible for the QM of training internationally and nationally. This study intended to fill the gap.Research design and method: Qualitative focus group interviews were conducted using a sample comprising 49 officers at six SA Army corps training units.Main findings: The appointment of unqualified and incompetent leaders in critical positions, lack of continuity in the staffing of personnel, the appointment of incompetent personnel in training positions and the lack of mentors and opportunities for mentoring of officers adversely affected the QM of training in the SA Army.Practical/managerial implications: There is a need for leaders in the SA Army to ensure that career development strategies are adequately planned and managed in the training context. This will ensure that leaders with adequate potential are appointed and developed to guarantee high-quality training.Contribution/value-add: This research provided an empirical description of the role that career development plays in the organisational system to ensure adequate QM of training.