Faculty of Management, Commerce and Law
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Browsing Faculty of Management, Commerce and Law by Author "Babalola, S. S."
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Item Open Access Demographic and personality factors predicting leadership style and coping strategies of working women in the public sector: A case of Vhembe District in Limpopo Province(2021-07-23) Khashane, Khathutshelo Edith; Babalola, S. S.; Nkuna, N.Considering the patriarchal nature of most African societies, the workload that most women in management have, and the pressures they are under as they enter the leadership/management field, which is not seen as traditional women’s occupations. The existing leadership research is male-dominated, with few capture snapshots of women in management, especially those in the public sector. This study, therefore, is designed to investigate the demographic and personality factors predicting leadership style and coping strategies among working women in the public sector, Vhembe District Municipalities. This study is based on several conceptual frameworks of contingency and transformational theory, focusing on behavior style based on demographic, personality, leadership styles of female leaders, and the coping strategies used by these female leaders. This study examines the influence of personality factors on leadership style and their coping strategies among women in public sector service of Vhembe District Municipalities in Limpopo Province. It also investigates the relationship between leadership style and coping mechanisms among these groups of participants. Four objectives were developed based on the study’s aims in answering the objectives of this study; the quantitative approach was adopted. A total of three hundred women leaders were surveyed using the Leadership style, coping strategies, Big five personality measures, and demographic factors, and two hundred and four were collected and analyzed. The sample was made up of all women who are in leadership in public sectors. The study measurements were self-administered questionnaires, and data was gathered systematically and analyzed through the statistical research process. This study utilizes a quantitative descriptive, correctional analysis, and stepwise multiple regression approach to gain a new perspective in testing the research hypotheses. Item analysis was conducted to check the reliability of the scales, and all the scales obtained acceptable Cronbach alphas. In exploring the factor structure of the scales, exploratory factor analysis was conducted, and poor items were removed until a clear and desirable factor solution was obtained. Confirmatory factor analyses were conducted to validate the data, and all the goodness of fit indexes achieved the required level. The results shows that there is a significant positive relationship between personality and leadership style, (r = 0.318, p < 0.01). There was also a significant positive relationship between personality and coping strategies (r = 0.226, p < 0.01). However, there was no relationship between personality and the demographic variables of age, work experience and marital status (r = 0.071, p > 0.05; r = 0.095, p > 0.05; r = 0.052, p > 0.05 respectively). A significant positive relationship was also found between leadership style and coping strategies (r = 0.404, p < 0.01). Another significant positive relationship was also found between leadership style and work experience (r = 0.144, p < 0.05). Nevertheless, there was no relationship between leadership style and age (r = 0.101, p > 0.05). There was also no relationship between leadership style and marital status (r = -0.026, p > 0.05). The personality factor was significant and positively related to transformational leadership style (R² = .413, F (1, 185) = 129.991, β = .177, t = 5.429, p < 0.01), extraversion is also a significant negative predictor of transformational leadership style (R² = .550, R square change - Δ R² = .137, F (2,184) = 112.419, β = -.517, t = -7.689, p < 0.01). Neuroticism was also a negative significant predictor of transformational leadership style (R² = .583, R square change - Δ R² = .033, F (3,183) = 85.155, β = -.186, t = -3.701, p < 0.01). Openness to experience was significantly correlated to transformational leadership style (R² = .599, R square change - Δ R² = .016, F (4,182) = 67.984, β = -.152, t = -2.731, p < 0.01). Agreeableness was not a significant predictor of transformational leadership (β= .107, t=1.496, p > .05). Age was not a significant predictor of transformational leadership style (β= -.064, t = -1.345, p > .05) and work experience was also not a significant predictor of transformational leadership style (β= .025, t = .531, p > .05). Conscientiousness was significant and positively related to transactional leadership style (R² = .267, F (1.179) = 65.311, β = .240, t =3.577, p < 0.01). extraversion, was also a significant negative predictor of transactional leadership style (R² = .354, R square change - Δ R² = .087, F (2, 178) = 48.868, β = -.611, t = -4.596, p < 0.01). neuroticism was also a significant negative predictor of transactional leadership style (R² = .371, R square change - Δ R² = .017, F(3,177) = 34.796, β = -.226, t = -2.156, p < 0.05). Age was a significant positive predictor of laissez-faire leadership style (R² = .052, F (1, 188) = 10.349, β = .085, t = 3.132, p < 0.01), extraversion was also a significant positive predictor of laissez-faire leadership style (R² = .099, R square change - Δ R² = .047, F (2,187) = 10.261, β = .360, t = 3.113, p < 0.01). Openness to experience was not a significant predictor of laissez-faire leadership style (β= -.114, t = -1.559, p > .05) and agreeableness was also not a significant predictor of laissez-faire leadership style (β= .146, t = 1.924, p > .05), work experience, was also not significant in predicting laissez-faire leadership style (β= .016, t = .224, p > .05). Conscientiousness was a significant positive predictor of engagement coping strategy (R² = .298, F (1.180) = 65.311, β = .692, t = 4.129, p < 0.01), agreeableness was also a significant positive predictor of engagement coping strategy (R² = .337, R square change - Δ R² = .038, F (2, 179) = 45.466, β = .626, t = 3.221, p < 0.01). Extraversion was not a significant predictor of engagement coping strategy (β= .032, t = .455, p > .05) and openness to experience was also not a significant predictor of engagement coping strategy (β= -.021, t = -.340, p > .05). Neuroticism was also not a significant predictor of engagement coping strategy (β= .067, t = .829, p > .05). Agreeableness was a significant negative predictor of disengagement coping strategy (R² = .150, F (1, 181) = 32.017, β = -.912, t = -4.578, p < 0.01), openness to experience was also a significant positive predictor of disengagement coping strategy (R² = .287, R square change - Δ R² = .136, F (2,180) = 36.178, β = 2.559, t = 7.137, p < 0.01), extraversion was also a significant positive predictor of disengagement coping strategy (R² = .349, R square change - Δ R² = .062, F (3,179) = 31.944, β = 1.706, t = 4.127, p < 0.01). Conscientiousness and neuroticism were not significant in predicting disengagement coping strategy (β= -.077, t = -.856, p > .05; β= .061, t = .779, p > .05 respectively). The results provide sufficient evidence that personality factors predict working women’s leadership styles and coping strategies in leadership. Leadership style is influenced by coping strategy and the work experience gain. Personality factors reflect people’s characteristics, patterns of thoughts, feelings, and behavior’s and they also xvi imply consistency and stability of people. Women in leadership are also influenced by situational forces that predict their leadership style and coping strategy. It is suggested that the management of public sector organizations understudy should develop social programs that will support all women in leadership to cope with their duties. Those organizations with younger women can establish creches inside their organizations to make it easy for women with young kids to drop them in the morning and pick them up after work. It will be easier for the women not to rush in the morning and afternoon to drop and pick up the kids. The management may also establish policies that will support the women in leadership, like maternity leave and family responsibility leave, giving them more moral support. It must include training and development policies that can also support women in leadership. More training on leadership styles and emotional intelligence training will aid the women in leadership and equip them with coping strategies to manage their respective organizations.Item Open Access The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe(2018-05-18) Choeni, Praise; Babalola, S. S.; Setati, T. S,Technological advancement and, social and economic issues affecting businesses present a multitude of opportunities and challenges to organisations, leaders and employees. These factors have prompted organisational role players to take responsibility in ensuring organisations’ survival. The study sought to determine the influence of the leaders’ emotional intelligence, role-breath self-efficacy and organisational climate on proactive work behaviour at selected customs clearing companies at the Beitbridge Border Post, Zimbabwe. A selfadministered questionnaire was used to collect data from a sample of 204 participants, using the simple random sampling technique. The Statistical Package for the Social Sciences (SPSS) version 25 was used to perform descriptive and inferential statistics. The intercorrelation results showed that leaders’ emotional intelligence, role breadth self-efficacy and the organisational climate were positively and significantly correlated to proactive work behaviour. The following represent the intercorrelation results, leaders’ emotional intelligence (r = 0.34; p < 0.01), role breadth-self efficacy (r = 0.45; p< 0.01) and organisational climate (r= 0.31; p < 0.01). Furthermore, the stepwise multiple regression analysis identified six models in the prediction of proactive work behaviour. Of all the six models identified, the most significant predictor of proactive work behaviour was role breadth self-efficacy (β = 0.46, p < 0.001) with a contribution of 20.7% on proactive work behaviour. The findings were discussed in line with the literature, and the study concludes that employee proactivity at work may differ, based on the leaders’ emotional intelligence, the employees’ role breadth self-efficacy and the organisational climate. The study, therefore, recommends that organisations should take into consideration the factors which influence their employees’ proactivity at work, hence develop programmes to assist the enhancement of such proactiveness.Item Open Access The relationship between personality factors and ethical leader behaviour: A case study of Vhembe District.(2018-05-18) Nevhutanda, Tshilidzi; Babalola, S. S.; Setati, S.The objective of this study was to investigate the relationship between ethical leader behaviour and the five factors of personality in Vhembe District, South Africa. This research used a quantitative method. A self-administered questionnaire was used to collect data from a stratified random sample of n=202 participants. All categories from selected government departments of the Vhembe District were included in the strata meaning that junior and senior employees both participated. The Statistical Package for the Social Sciences (SPSS) version 25 was used for descriptive and inferential statistics (Correlation and ANOVA) to determine relationships between ethical leadership and personality factors of agreeableness, consciousness, neuroticism, extroversion and openness to experience. The Personality Factor Scale was used to collect data on the five factors of personality, and the ethical Leaders Scale was used to collect data on the dependent variable of ethical leader behaviour. The findings of this study confirmed that out of the five factors of personality, consciousness had the most a positive significant relationship with ethical leader behaviour. Therefore, this study concludes that selected government departments of the Vhembe District should exhibit ethical leadership to their employees. The study also discovers that fairness, role clarifications and power sharing were the aspect of ethical leadership which is required in every leader to become ethical.