The development of an organisational effectiveness model

Abstract

The research aims to build and validate a conceptual model of relationships between perceived leadership attributes (PLAs), social capital (SC) and organisational effectiveness (OE).Motivation for the study: State-owned companies (SOCs) in South Africa are under enormous pressure and plagued by issues such as mismanagement, poor leadership and poor service delivery. Central to these issues is the relationship between leadership and its stakeholders, and how it affects OE. There is lack of theory about the relationships between the concepts PLAs, SC and OE from a multiple stakeholder perspective.Research approach/design and method: Adapted grounded theory, using a two-phased exploratory qualitative approach, with purposive sampling was implemented. Phase 1 included collecting data through focus groups and interviews. A Delphi technique was used to validate the model. Main findings:Multiple stakeholders hold the leadership accountable for demonstrating desirable PLAs such as trust, which builds quality relationships found in SC and factors that lead to OE. Courage, trust and reputation received the highest level of consensus, and several relationships are validated.Practical/managerial implications: Opportunities exist for the SOCs to strengthen important tangible and intangible attributes, quality relationships and factors that will create a successful turnaround.Contribution/value-add: This is the first study to investigate the relationship between PLAs, SC and OE in an SOC by multiple stakeholders, culminating in an actionable, validated model.

Leadership Behaviour Association with Human Resource Management Practice in Selected Ethiopian Sport Federations

“…Similar studies suggested that there was a statistically significant positive relationship between leadership and planning and decision-making (Menazel, Muhammad, Ebrahim, & Anan, 2015). Leaders courage, trust and reputation received the highest level of consensus helps to validate leaders accountability (Titus & Hoole, 2021). Leadership by example and high communication leadership influence human resource management directly and positively (Gallego-Nicholls, Pagán, Sánchez-García, & Guijarro-García, 2022).…”

Undergraduates’ Perception of Community Service Course-Narratives on Challenges and Initiatives at Technical Engineering University

“…Organizations and companies will gain competitive advantage by involving in good corporate citizenship activities like doing corporate social responsibility (CSR) work because such selflessness values are increasingly becoming intangible assets much sought after in human and intellectual capital within the modern competitive worlds (Titus & Hoole, 2021). Similarly, universities as a multi-functional organization should develop social responsibility initiatives just like other organizations as an approach to meet the stakeholders' expectation and satisfaction (Vasilescu, Barna, Epure, & Baicu, 2010).…”