The Robustness of the Competing Values Framework in Signalling Areas for Leadership Development and/or a Cultural Shift
This paper uses the Competing Values Framework (CVF) to determine the need for leadership development and/or for a cultural shift within a public sector organization in KwaZulu-Natal, South Africa. The assessment of the prevailing leadership roles will timeously identify shortfalls in the leadership, signaling areas for leadership development. Identifying the dominant leadership models and organizational culture will indicate whether the prevailing culture is appropriate or whether strategies need to be developed for a culture shift. A sample of 202 managers was drawn using stratified random sampling based on managerial level (top, senior, middle). Data was collected using a self-developed measuring instrument and analyzed using descriptive statistics in terms of the dynamics of the CVF. Results indicate that the management cadre displays dominance in the monitor and mentor leadership roles, and the organization operates predominantly in the Internal Process Model with a dominant hierarchy culture. Evidence reflects that distinct areas of leadership development lies in the director and facilitator roles and if the organization would like to adopt a market culture, leaders would need development in the director and producer roles in order to be results orientated.
||Managerial Roles, Open Systems Model, Rational Goal Model, Internal Process Model, Human Relations Model, Clan Culture, Adhocracy Culture, Market Culture, Hierarchy Culture
International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 2, pp.85-100.
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Associate Professor, School of Management, Faculty of Management Studies, College of Law and Management Studies, University of KwaZulu-Natal, Westville Campus, Durban, KwaZulu-Natal, South Africa
Sanjana Brijball Parumasur is in Industrial Psychologist and Associate Professor in the School of Management at the University of KwaZulu-Natal, South Africa. She currently lectures in research methodology (under-graduate and post-graduate levels), management development and assessing human competence. Her publications have predominantly been in the areas of consumer behaviour, change management and organizational development. She has authored texts in consumer behaviour and has contributions in texts on organizational development and organizational behaviour. She has supervised an extensive array of masters and doctoral students in the field of human resource management/development and industrial psychology. She serves on the Editorial Board of the International Retail and Marketing Review and reviews manuscripts for the South African Journal of Human Resource Management and the South African Journal of Economic and Management Sciences and is a Section Editor for the South African Journal of Industrial Psychology.
Lecturer, School of Management, Faculty of Management Studies, College of Law and Management, University of KwaZulu-Natal, Westville Campus, Durban, KwaZulu-Natal, South Africa
Patsy Govender is an academic in the School of Management at the University of KwaZulu-Natal, South Africa. She completed her doctoral degree in Human Resource Management at the University of KwaZulu-Natal in 2009. She currently lectures in management of human resource development, organizational behavior, employee wellness and HR planning and strategy. Her publications have predominantly been in the areas of total quality management, change management and managerial/leadership effectiveness and she has reviewed a text in HRM. She is actively involved in honours and masters supervision. She has presented several papers at local and international conferences.
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