Browsing by Author "Makhanya, Monument Thulani Bongani"

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    Influences of female leaders’ transformational leadership style on employee performance and organisational culture development in municipal governments of Amajuba and uGu District.
    (University of Zululand, 2023) Makhanya, Monument Thulani Bongani; Jili, N. N.
    Women's political participation continues to be hampered by societal norms and expectations, gender biases, work-life balance, and flexibility, despite evidence showing how important it is for them to hold positions of power in the society, home, Church as well as in politics. While various studies have made strides in giving transformational leadership a prominent place in the leadership philosophy, no studies on the effects of female's transformational leadership on employee performance, and on organisational culture development, in the institutions located in the rural and semi-urban areas of Amajuba and Ugu District Municipalities have been done. Furthermore, transformational leadership practices have not been fully embraced because of resistance to change, lack of awareness and understanding of the concept, institutional and cultural barriers, lack of training and development as well as fear of backlash. This study explored female leadership, by critically analysing the influence of their transformational leadership style on employee performance and organisational culture development in two District Municipalities. The study used transformational leadership theory and interpretivism as a lens to examine the perceptions of employees from the two district municipalities. A qualitative research method was utilised to collect data from a purposively selected sample of four (4) General Managers, four (4) Senior Managers, six (6) Managers and eight (8) general employees who worked in the two district municipalities. The data was compared using inductive thematic analysis and the measurements on the coding processes proposed by Braun and Clarke. This study revealed that females as transformational leaders enhanced employee performance and organisational culture development in the organisations because they were empathetic and strategic, and they led with conscience. Furthermore, female transformational leaders established trust between leaders and followers by being role models. In addition, they were able to motivate employees by demonstrating the qualities of a leader willing to sacrifice their own interests. They had individual concern for each employee and were able to motivate employees to growth. The findings of this study can serve as a basis for future studies on gender-specific leadership in District Municipalities, as well as on how to handle such leadership. Furthermore, it can provide a chance to put theory into practice, as well as to assist researchers to understand how to obtain information on women’s transformational leadership and its effect on employee performance and organisational culture in the Amajuba and Ugu District Municipalities, as well as ways to evaluate and present it in the process of making strategic and advanced judgments based on the theory and the possibility of gaining practical knowledge. The results can help South African policymakers, to make meaningful and desired modifications to reform initiatives when it comes to female empowerment. Policymakers can undoubtedly profit from some of the ideas and conclusions of this research project, which include numerous concepts used by international governments to promote women in all sectors. The research findings can further help government organisations and their management to determine how efficiently and effectively they can implement a policy or advanced strategy to intrinsically motivate their employees to improve work performance and achieve the desired organisational culture development.