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The influence of transactional, transformational leadership on leader-follower value congruence and leadership success

dc.contributor.advisorEngelbrecht, A. S.en_ZA
dc.contributor.authorBoonzaier, Annaen_ZA
dc.contributor.otherStellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
dc.date.accessioned2008-11-25T13:07:36Zen_ZA
dc.date.accessioned2010-06-01T09:04:26Z
dc.date.available2008-11-25T13:07:36Zen_ZA
dc.date.available2010-06-01T09:04:26Z
dc.date.issued2008-12en_ZA
dc.identifier.urihttp://hdl.handle.net/10019.1/3034
dc.descriptionThesis (MComm (Industrial Psychology))--Stellenbosch University, 2008.
dc.description.abstractEffective leadership drives an organisation’s members to achieve a common purpose. Leaders must influence followers to work together to achieve one vision. Successful leaders understand their own values and the values of their followers, in order to guide and direct behaviour. Shared values allow organisations to work together and act as one entity. Successful leaders instil a set of commonly held core values to ensure that followers are working towards the same goals. The purpose of the study was to determine the influence of organisational leadership on leader-follower value congruence and leadership success. The aim of the study was to determine the relationship between transactional and transformational leadership, leader-follower value congruence and leadership success. Engelbrecht’s (2002) model was used as a theoretical framework. A literature study of leadership and leadership success, as well as values and value congruence in organisations was conducted. The relationship between these constructs was also analysed in the literature study. The sample comprised of employees of a large petroleum company in the Western Cape. The sample consisted of 162 leaders and subordinates. The sample comprised of two subordinates for every leader. Each of the respondents completed Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) and Langley’s Values Scale (VS). Both the MLQ and VS were found reliable for the purpose of the study. The statistical analysis was conducted through correlation analyses. The results revealed that transactional and transformational leadership have a direct and positive influence on leadership success. Some support was found for the influence of transactional leadership and transformational leadership on leader-follower value congruence. The results also indicated some support for the influence of leaderfollower value congruence on leadership success. Some support was found for the proposition that leader-follower value congruence mediates the relationship between transactional leadership and leadership success. Conclusions were drawn from the results obtained and recommendations for future research are made.en_ZA
dc.language.isoenen_ZA
dc.publisherStellenbosch : Stellenbosch University
dc.subjectTransactional leadershipen_ZA
dc.subjectTransformational leadershipen_ZA
dc.subjectValue congruenceen_ZA
dc.subjectLeadership successen_ZA
dc.subjectLeadership effectivenessen_ZA
dc.subjectValuesen_ZA
dc.subjectDissertations -- Industrial psychologyen
dc.subjectTheses -- Industrial psychologyen
dc.titleThe influence of transactional, transformational leadership on leader-follower value congruence and leadership successen_ZA
dc.typeThesisen_ZA
dc.rights.holderStellenbosch University


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