This article argues that there is a difference in leadership styles between experienced and inexperienced engineers in South Africa. It was found that experienced engineers are more transformational and more transactional than inexperienced engineers. To demonstrate this in the study, the researcher uses the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio (1995) to identify leadership style. The argument is substantiated by the results of a statistical analysis of leadership style administered to 85 experienced and inexperienced engineers in total. <b>Opsomming</b><br>Hierdie artikel debateer die verskil in leierskapstyle tussen ervare en onervare ingenieurs in Suid-Afrika. Dit is bevind dat ervare ingenieurs meer transformasioneel en meer transaksioneel is wanneer vergelyk word met onervare ingenieurs. Om hierdie studie te demonstreer, het die navorser gebruik gemaak van die Multifaktor Leierskapvraelys (MLV) van Bass en Avolio (1995) om leierskapstyl te identifiseer Die argument word verder ondersteun deur die resultate van statistiese analise van leierskapstyl wat uitgevoer is op 85 deelnemers, beide van ervare en onervare ingenieurs in totaal. </br>
This research covered the strategic intent for the transport industry and an overview of Transport Authorities in the municipal sphere of government. Representative sets of strategic management and change navigation models, as well as Swanepoel’s (2001) model being used in the management of change in the public sector, were reviewed. An integrated strategic management model, which incorporates principles from strategic management and change navigation, is proposed for navigating the establishment of Transport Authorities. This model consists of six phases, namely: Awareness and Mobilisation; Strategic Synthesis and Choice; Strategy Crafting; Strategy Implementation; Performance Monitoring and Review; and Stabilisation. Recommendations follow regarding the validation of the model in a pilot project. <b>Opsomming</b><br>Hierdie navorsing het gefokus op die strategiese oogmerk vir die vervoerindustrie en ’n literatuuroorsig van Vervoerowerhede op munisipale regeringsvlak. Verteenwoordigende modelle vir strategiese bestuur en veranderingsbestuur, asook Swanepoel (2001) se bestuursmodel wat aangewend word vir die bestuur van verandering in die openbare sektor, word bespreek. ’n Geïntegreerde strategiese bestuursmodel, wat die grondslae van strategiese bestuur en veranderingsbestuur inkorporeer, word voorgestel om die stigting van Vervoerowerhede te stuur. Hierdie bestuursmodel bestaan uit ses fases, naamlik: Bewuswording en Mobilisering; Strategiese Analise en Keuse; Strategie Formulering; Strategie Implementering; Prestasiemonitering en Hersiening; en Stabilisering. Aanbevelings word gemaak rakende die bekragtiging van die model in ’n proefprojek.</br>
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