The Influence Of Leadership Role Competencies On Organisation Change Outcome In The Manufacturing Industry In South Africa

Abstract

This article focuses on the influence leadership role congruence has on organisation change within three South African organisations in the manufacturing industry. The research was done in two phases. Phase I investigated the utilisation of leaders in specific leadership change roles. Four leadership change roles (Initiator, Shaper, Monitor, and Assessor) were identified, each for which a set of competencies (competence cluster) was developed. A questionnaire (Leadership Role Competence Questionnaire) measuring the perceived level of competence for each role was designed. Phase II investigated the influence of the congruence results on organisational change outcome. A questionnaire (Change Outcome Questionnaire) measuring the soft dimensions of organisation change was developed. All three respondent organisations’ leaders involved with their organisations’ change initiatives were selected for Phase I. A random sample of 120 employees per organisation was used for Phase II. The main findings were that congruence existed for two roles (Initiator and Assessor). In addition to this it was found that role congruence for the Initiator and Assessor roles influenced change outcome positively, and that a lack of congruence for the Shaper and Monitor roles had a negative influence on change outcome.

Opsomming
Hierdie artikel fokus op die invloed wat rolkongruensie het op organisasieverandering binne drie Suid Afrikaanse maatskappye in die vervaardigingsektor. Die navorsing is gedoen in twee fases. Fase I het die aanwending van leiers in spesifieke leierskapsveranderingsrolle ondersoek. Vier leierskapsveranderingsrolle (Inisieerder, Vormer, Moniteerder, en Assessor) was geïdentifiseer waarvoor vir elk ’n stel vaardighede (vaardigheidsbondel) ontwikkel is. ’n Vraelys (Leierskaps-Rol-Vaardigheid Vraelys) wat die waargenome vlak van vaardigheid in elke rol meet, is ontwikkel. Fase II het die invloed wat die kongruensieresultate op die organisasieveranderingsresultate gehad het, gemeet. ’n Vraelys (Veranderings-Resultate Vraelys) wat die interpersoonlike dimensies van organisasieverandering meet, is ontwikkel. Al die leiers van die respondent organisasies wat betrokke was met die veranderingsinisiatiewe is geselekteer vir Fase I. ’n Ewekansige steekproef van 120 werknemers per organisasie was gebruik vir Fase II. Die belangrikste bevindinge was dat kongruensie gevind is vir twee rolle (Inisieerder en Assessor). Aansluitend hierby is gevind dat rolkongruensie vir die Inisieerder en Assessor rolle die organisasieveranderingsresultate positief beïnvloed het terwyl ’n gebrek aan kongruensie vir die Vormer en Moniteerder rolle die organisasieveranderingsresultate negatief beïnvloed het.