Record Details

Span-of-control’s role at the intersection of transactional leadership and employee commitment

Acta Commercii

 
 
Field Value
 
Title Span-of-control’s role at the intersection of transactional leadership and employee commitment
 
Creator Mabasa, Tabea R. Eresia-eke, Chukuakadibia E.
 
Subject Business Management transactional leadership; black managers; employee commitment; span of control; state-owned enterprises
Description Orientation: South African state-owned enterprises (SOEs) are overburdened by excessive top-level management, straining human capital budgets. Reducing this may increase the span of control, affecting the relationship between leadership style and employee commitment.Research purpose: This study examines the role of span of control in the relationship between the transactional leadership behaviours of Black top managers and employee commitment in South African SOEs.Motivation for the study: Aligning leadership behaviours with employee expectations is crucial for fostering commitment and retaining talent, especially in South African SOEs facing performance issues.Research design, approach and method: A positivist approach and quantitative method were employed. Data were gathered through self-administered questionnaires from a purposive sample of employees of SOEs. The study’s constructs were assessed using validated instruments, including the multifactor leadership scale and the three-component employee commitment model. Descriptive and inferential statistical tools were employed for data analysis.Main findings: The study reveals that span of control does not moderate the relationship between contingent reward behaviour or management by exception (Passive) and employee commitment. However, span of control moderates the relationship between management by exception (Active) and affective commitment, but not with normative commitment or continuance commitment.Practical/Managerial implication: The findings highlight specific leadership behaviours that can enhance employee commitment in South African SOEs with increased span of control.Contribution/value-add: This study contributes to leadership theory by identifying how span of control influences the relationship between leadership behaviour and employee commitment in South African SOEs.
 
Publisher AOSIS
 
Contributor n/a
Date 2025-01-20
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — The study utilized a quantitative methodology to ensure objectivity and precision. Data was collected through self-administered questionnaires, targeting a purposive sample of employees from State-Owned Enterprises (SOEs).
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/ac.v25i1.1325
 
Source Acta Commercii; Vol 25, No 1 (2025); 9 pages 1684-1999 2413-1903
 
Language eng
 
Relation
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:

https://actacommercii.co.za/index.php/acta/article/view/1325/2500 https://actacommercii.co.za/index.php/acta/article/view/1325/2501 https://actacommercii.co.za/index.php/acta/article/view/1325/2502 https://actacommercii.co.za/index.php/acta/article/view/1325/2503
 
Coverage The study covers SOEs across all nine provinces of South Africa. The study explores the influence of span of control on the relationship between transactional leadership behaviors of Black top managers and employee commitment in South Africa's State-Owned Enterprises (SOEs). The research employs a non-probability sampling method, specifically the judgmental sampling technique, to select Black top managers heading organizational work units in SOEs.
Rights Copyright (c) 2025 Tabea R. Mabasa, Chukuakadibia E. Eresia-eke https://creativecommons.org/licenses/by/4.0
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