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dc.contributor.advisorHeyns, M.
dc.contributor.authorJoorst, Genevieve
dc.date.accessioned2011-09-29T09:58:38Z
dc.date.available2011-09-29T09:58:38Z
dc.date.issued2009
dc.identifier.urihttp://hdl.handle.net/10394/4824
dc.descriptionThesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.en
dc.description.abstractThis research investigated the leadership style in a research and development (R&D) work unit within a petro-chemical company, using the Full Range Leadership Development Theory as assessed by Multifactor-Leadership-Questionnaire (MLQ). From the literature review conducted, it was concluded that an R&D environment is multi-dimensional and the workforce can be diverse in the field of specialisation and personality characteristics. Subsequently, the literature review also focused on functional diversity and gender differences within technological and/or scientific environments. Descriptive statistics were provided and the data were then statistically analysed. The research results showed a statistical difference in the perception of the frequency of leadership style between manager-leaders and subordinates. Differences in the mean scores of manager-leaders and subordinates found that the manager-leaders overestimated the frequency ratings of their transformational leadership style and the leadership outcomes, while they under-estimated the frequency ratings for transactional and laissez-faire leadership style. This indicates that although the manager-leaders consider themselves as more transformational, the subordinates of this R&D unit view their immediate managers as not displaying ideal levels of transformational leadership behaviours. A self-bias phenomenon may be present where the manager-leaders judge themselves as overly favourable. It is recommended that this be addressed within the organisation. A statistical significant difference was observed in how some male and female employees experienced their manager-leaders' leadership style. The females indicated a higher frequency of laissez-faire leadership style, while some males viewed their manager-leaders as more transformational compared to the female employees. Manager-leaders may need different skills to manage females and in general an increasing awareness of gender bias within the unit may mitigate stereotypical assumptions. No statistically significant differences (p<0, 05) could be found for the total group between functional areas, being scientists versus engineers. It should be noted that the departments consist of predominantly scientists, while only one department showed a mixture of scientists and engineers.en_US
dc.publisherNorth-West Universityen_US
dc.subjectFull leadership modelen_US
dc.subjectTransformational leadership styleen_US
dc.subjectTransactional leadership styleen_US
dc.subjectLaissez faireen_US
dc.subjectKnowledge workersen_US
dc.subjectResearch and developmenten_US
dc.subjectDiversityen_US
dc.subjectMultifactoren_US
dc.subjectLeadershipen_US
dc.subjectQuestionnaireen_US
dc.titleTransformational leadership : exploratory study within research and development (R&D) groupsen
dc.typeThesisen_US
dc.description.thesistypeMastersen_US
dc.contributor.researchID10321918 - Heyns, Martha Magrieta (Supervisor)


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