Original Research

The Quality Of Leader/Employee Relationship

F. J. Carstens, Neil Barnes
SA Journal of Human Resource Management | Vol 4, No 2 | a92 | DOI: https://doi.org/10.4102/sajhrm.v4i2.92 | © 1970 F. J. Carstens, Neil Barnes | This work is licensed under CC Attribution 4.0
Submitted: 06 November 2006 | Published:

About the author(s)

F. J. Carstens, University of Johannesburg, South Africa
Neil Barnes,, South Africa

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This study set out to investigate what role the quality of the relationship between business leaders and their employees played in the performance of their business. The study compared the business performance of forty-five area managers in one of the major listed banks in South Africa with their specific leader/employee relationship profiles. The research approach was quantitative and of a correlational nature. The results indicate that although certain elements within the relationship between business leaders and employees indeed have an influence on business performance this alone was not a sufficient condition. The study suggested that the dimensions relating to vision, trust, accountability and decision- making have the strongest influence on business performance. Further research in this area is suggested.


Quality; leader/employment relationship; business performance


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