The transformational leadership behaviours of orchestral conductors : preferences of professional South African instrumentalists

Abstract

The purpose of the study is to determine which transformational leadership behaviours of orchestral conductors are preferred by professional South African instrumentalists. To determine these transformational leadership preferences, the study explores which transformational leadership behaviours are displayed by orchestral conductors and why they are preferred by South African instrumentalists. A mixed method approach was chosen as both quantitative and qualitative data was needed to answer the research questions. The quantitative phase of the study utilised the Multifactor Leadership Questionnaire (MLQ) to determine transformational leadership behaviours that are displayed by orchestral conductors, where 47 professional South African orchestral musicians formed part of the quantitative study. The qualitative phase of the research consisted of five participants who also formed part of the previous quantitative phase of the study. Semi-structured interviews were conducted to establish which transformational leadership behaviours displayed by conductors are preferred by South African professional musicians. The interviews also sought to answer why specific leadership behaviours are preferred. The quantitative results indicate three transformational leadership behaviours frequently displayed by conductors: Idealised Influence – Attributes, Idealised Influence – Behaviours and Inspirational Motivation. The qualitative enquiry revealed that participants preferred all transformational leadership behaviours displayed by conductors, but at varying levels. Transformational leadership is linked to key ideas such as reciprocal trust between orchestra and conductor, the conductor’s ability to prepare for rehearsals and have the necessary skill and knowledge, vision, and the ability to adjust leadership strategies to the group mood. A “fine line” was often referred to by participants, where conductors could easily be either too active or too passive in their approach to certain transformational leadership behaviours. The present study provides evidence in support of the positive effects of two transformational leadership behaviours displayed by conductors in the professional South African orchestral context: Idealised Influence – Attributes (IIA) and Inspirational Motivation (IM).