Investigating the influence of leadership on organisational development at a gas energy power plant

Abstract

This study was conducted to investigate the state of leadership characteristics and the influence these variables have on organisational development dimensions at a gas energy power plant. The inquiry was conducted in a natural working environment of an organisation where respondents are situated/ located. Due to the fact that the environment in which companies in South Africa are operating is constantly changing, the companies themselves are undergoing a process of transformation. Organisations that intend to compete successfully within this changing environment need to have the right kind of leaders in order to flourish or even stay afloat. Company leaders at all levels are, thus, expected to successfully navigate these troubled waters. Leadership mainly has to do with the way in which leaders influence their subordinates. Research has shown that there are succinctly different styles of leadership, and that each type of style has a different influence on the motivation of workers which, in turn, impacts on the overall performance of the organisation. The Multi Leadership Questionnaire (MLQ form 5X) from Avolio & Bass (2004) was used to measure self- and subordinates’ perceptions of leadership styles. The Organisational Diagnostic Questionnaire (ODQ) from Weisbord (1976) was used to measure the dimensions of organisational development. The questionnaires were completed by 40 leader members (managers and supervisors) and 79 subordinates that have a direct relationship with the leader members at the gas energy power plant. The research findings reveal that there is a significant difference between leaders’ (managers and supervisors) self-perceptions on their own leadership and influence on organisational development, versus the perceptions of their subordinates on their leadership and influence on organisational development. The research shows that leaders tend to assess themselves higher than their subordinates do. The findings of the study reveal that transformational leadership style has significant and positive correlations with organisational development dimensions