The Relationship Among Leadership, Organisation Culture, and Performance in the Public Service†
This article reports on the relationship among organizational culture, leadership, and staff performance through a survey conducted among a convenient cluster sample of respondents in specific public sectors in South Africa. Transformational and transactional leadership have a significant relationship with organisational culture, and there was no significant correlation between “power” and “task” culture and performance. Transactional leadership showed a direct effect on individual performance, compared to transformational leadership. The implication for service delivery is that appointments to leadership positions in the public service should be on the basis of assessments rather than ‘comradeship.’
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Document Type: Research Article
Affiliations: University of KwaZulu-Natal, Pietermaritzburg, 3201, South Africa
Publication date: July 1, 2018
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