The impact of value-based leadership on organisational performance in the public sector : a case study of the Department of Cultural Affairs and Sport

Abrahams, Mymoena (2014-12)

Thesis (MBA)--Stellenbosch University, 2014.


In an environment characterised by dwindling resources and citizens’ expectations relentlessly increasing, public sector organisations face many challenges to improve service delivery. This is further exacerbated by the failing confidence and public trust that result from leaders not leading with values. Recent research has illustrated that the importance of good leadership across the public sector is critical for building effective countries. Additionally, research has also shown that public sector organisations embracing value-driven cultures are able to achieve far greater performance and overcome some of the current challenges in the environment. The purpose of this research study was therefore to gain insight into the relationship between value-based leadership and organisational performance. The study was conducted within the Western Cape Department of Cultural Affairs and Sport and considered the importance of values to senior managers, how value congruency was achieved and how this related to the achievement of organisational performance. A detailed study of the literature in the field of leadership, values and organisational performance has provided various researchers’ opinions on these subjects, namely how values affects organisation performance. Information was obtained from the various documents available within the broader public sector. The target population for this research included the Head of the Department of Cultural Affairs and Sport (DCAS) and his senior managers. The fourth chapter of this assignment discusses the results obtained from the primary data collected through the questionnaires sent to senior executives as well as the interviews conducted with the head of department (HOD) and senior managers of DCAS. The conclusions from the research results are discussed in Chapter 5. The findings of this study will contribute significantly to better inform public policy practitioners, departments and leadership on the role of value-based leadership and how it could greatly enhance performance within organisations. The study concluded that the senior managers of DCAS attribute great importance to values and could illustrate this through living these values. The research also revealed that leadership places great emphasis on implementing a detailed strategy to achieve value congruency within the organisation. Finally, the research concluded that DCAS is a value-based organisation and as a result infuses core values into all activities of employees, thereby resulting in the excellence they have achieved as a public sector organisation.

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