Original Research

An Exploration Of The Relationship Between Leadership Styles And The Implementation Of Transformation Interventions

J. Naidu, M. S. van der Walt
SA Journal of Human Resource Management | Vol 3, No 2 | a60 | DOI: https://doi.org/10.4102/sajhrm.v3i2.60 | © 2005 J. Naidu, M. S. van der Walt | This work is licensed under CC Attribution 4.0
Submitted: 05 November 2005 | Published: 05 November 2005

About the author(s)

J. Naidu, University of Johannesburg, South Africa
M. S. van der Walt, University of Johannesburg, South Africa

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Abstract

The objective of this research was to determine whether a relationship exists between the way in which subordinates experience their managers’ leadership styles and the influence of such leadership styles on the implementation of transformation interventions. A two-phase triangulated research design was employed where the qualitative phase preceded the quantitative phase. Ninety six (N = 96) respondents from a mining company participated in the survey. Results indicate a statistical and meaningful correlation between Integrated Leadership styles and transformation interventions but no correlation between Directive Leadership and implementation of transformation interventions.

Keywords

leadership styles; transformation interventions

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