Improving the undergraduate human resource development curriculum in South Africa

Meyer, Helen

doi:10.1080/13678868.2022.2163100

Cited by 2 publications

(2 citation statements)

References 7 publications

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“…Leaders feel challenged and overwhelmed in organizations due to the constantly changing world of work, characterized by volatility, uncertainty, complexity and ambiguity (Rodriguez and Rodriguez, 2015;Youssef-Morgan and Luthans, 2013). Similarly, Luthans and Avolio (2003) report that leaders in organizations are facing the challenges of declining hope, optimism and confidence in themselves and their employees due to the constantly advancing technology, globalization and uncertain economic climate (Basson, 2008;Gallup, 2017;Meyer, 2007). In light of these eventualities, Rodriguez and Rodriguez (2015) argue that leaders in organizations have the duty of making sure that their employees find meaning, are engaged and feel safe at work and show that transformational leadership has a positive relationship with corporate resilience (Malinga et al, 2019).…”

Section: Leadership In Times Of Volatility Uncertainty Complexity And...mentioning

confidence: 99%

Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise

Singh,

Chaudhary

2023

IJPL

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PurposeA leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.Design/methodology/approachThe study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.FindingsTransformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.Research limitations/implicationsThis study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.Practical implicationsStudents will be able to learn and understand how a TL can bring positive change at the grassroots level.Social implicationsThis case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.Originality/valueGiven the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.

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Section: Leadership In Times Of Volatility Uncertainty Complexity And...mentioning

confidence: 99%

Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise

Singh,

Chaudhary

2023

IJPL

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“…Training refers to the development of skills concerning employees' jobs, with the aim of bringing about improvement in job performance (Meyer , 2016). Training is linked to QM, as both involve continuous improvement.…”

Section: Introductionmentioning

confidence: 99%

Leaders' attitudes towards, and commitment to quality management of training within the military

Christiaan

Meyer

2022

TQM

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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.

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Improving the undergraduate human resource development curriculum in South Africa

Cited by 2 publications

References 7 publications

Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise

Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise

Leaders' attitudes towards, and commitment to quality management of training within the military

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