The impact of leadership style on employee engagement inthe platinum mining sector in South Africa

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dc.contributor.advisor Deverell, Andee en
dc.contributor.postgraduate Gigaba, Mthembeni en
dc.date.accessioned 2016-05-04T13:46:13Z
dc.date.available 2016-05-04T13:46:13Z
dc.date.created 2016-03-30 en
dc.date.issued 2016 en
dc.description Mini Dissertation (MBA)--University of Pretoria, 2016. en
dc.description.abstract South African mining is a labour intensive industry. Consequently, the productivity of mining companies still depends primarily on the productivity of labour. Management needs to understand the style of leadership they need to adopt in order to effectively improve employee engagement and performance. This study was conducted in the platinum mining sector in South Africa with specific focus on general miners. The study sought to identify the leadership style that leaders could adopt in order to improve employee engagement, with a clear understanding of the importance that supervisor/employee relationships have on employees performance. To accomplish this objective, three relevant leadership styles were analysed, namely transformational, transactional and laissez-faire. In addition, the study explored the role played by the quality of leader-member exchange (LMX) in improving engagement. Employee engagement was studied by taking into account both leadership styles and LMX. The research method was based on three questionnaires, which explored the above mentioned leadership styles. The questionnaires were distributed to 200 miners from three different mining organisations. A descriptive study with a quantitative research was used to facilitate testing of the hypothesis and establish cause and effects on the research question following a realism philosophy. The response ratio was 50%. The overwhelming majority of the responses confirmed dominance of the transformational leadership style, with considerably fewer instances of transactional leadership style in second place. Quality of leader member exchange was perceived high by most respondents. Employee engagement was found to be directly and significantly influenced by transformational leadership style in collaboration with the quality of leader member exchange. Laissez-fair leadership style was not only the least frequent leadership style, but also the one with the greatest negative effect on engagement. Employees were found to be totally disengaged when the laissez-faire type of leadership was prominent, irrespective of the level of leader member exchange. en
dc.description.availability Unrestricted en
dc.description.degree MBA en
dc.description.department Gordon Institute of Business Science (GIBS) en
dc.description.librarian ms2016 en
dc.identifier.citation Gigaba, M 2016, The impact of leadership style on employee engagement inthe platinum mining sector in South Africa, MBA Mini-dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/52394> en
dc.identifier.other GIBS en
dc.identifier.uri http://hdl.handle.net/2263/52394
dc.language.iso en en
dc.publisher University of Pretoria en_ZA
dc.rights © 2016 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. en
dc.subject UCTD en
dc.title The impact of leadership style on employee engagement inthe platinum mining sector in South Africa en
dc.type Mini Dissertation en


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