The New Breed of Black South African Senior Managers: Helping South African Businesses Meet the Challenge of a Transforming Economy

Black, Sylvia Sloan; Geletkanycz, Marta A.

doi:10.1057/omj.2006.12

Cited by 4 publications

(1 citation statement)

References 29 publications

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“…Indeed, Luthans et al (2004) acknowledge the entrance of more Black South Africans into all levels of organisations but warn that the resulting cultural diversity needs proactive management. Consequently, it became imperative to establish special interventions such as the South African Management Programmes to bridge gaps in the managerial acumen of targeted Black employees (Black & Geletkanycz, 2006). The whole point of such initiatives was to ensure that Black people who become managers will be able to provide requisite leadership to employees.…”

Section: Introductionmentioning

confidence: 99%

Facets of the transactional leadership style of black top-managers and employee commitment in state-owned enterprises

Mabasa

Eresia-Eke²

2022

Journal of Contemporary Management

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Background:The implementation of transformation policies in state-owned enterprises (SOEs) in South Africa has catalysed the emergence of Black top-managers. From an organizational perspective, though, it is unclear how specific behaviours linked to the transactional leadership style (TLS), of this cohort of topmanagers, affect employee commitment. Purpose of the study:The study seeks to explore the nature of the relationship, between transactional leadership behaviours of Black top-managers and employee commitment in SOEs in South Africa.Approach: A quantitative approach was utilized and the data was collected through a self-administered questionnaire that was distributed to a purposive sample of employees in identified SOEs. The study's constructs were measured with previously validated instruments, specifically the multifactor leadership scale and the three-component employee commitment model. Subsequently, descriptive and inferential statistical tools were employed to analyse the data. Findings: Statistically significant relationships exist between the Contingent-Reward (CR) facet of the TLS of Black top-managers and the affective, continuance and normative commitment of their employees. Conversely, the Management-by-Exception (Passive) facet of the TLS demonstrated a negative correlation with the affective and normative commitment of employees. Interestingly, no statistically significant relationship was found between the Management-by-Exception (Active) facet of the TLS and any of the three types of employee commitment. Recommendations/value: Black top-managers should consider deploying the CR facet of the TLS to enhance employee commitment in their work groups in order to reap possible collateral benefits. Managerial implications: The study's results illuminate the importance of reward systems in promoting the commitment levels of employees in South African SOEs. Mindful of the current challenges that encumber the performance of SOEs in South Africa, it is imperative for Black top-managers to continuously explore novel TR MABASA CE ERESIA-EKE Facets of the Transactional Leadership Style of Black Top-Managers and Employee Commitment in State-Owned Enterprises

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Section: Introductionmentioning

confidence: 99%

Facets of the transactional leadership style of black top-managers and employee commitment in state-owned enterprises

Mabasa

Eresia-Eke²

2022

Journal of Contemporary Management

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Black Economic Empowerment Transactions in South Africa: Understanding When Corporate Social Responsibility May Create or Destroy Value

Alessandri¹,

Black²,

Jackson³

2011

Long Range Planning

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One African Male in Higher Education

Nichols

2016

Multicultural Learning and Teaching

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Many predominantly White universities and colleges are seeking ways to both recruit and retain Black students (Simmons, J., Lowery-Hart, R., Wahl, S. T., & McBride, M. C. (2013). Understanding the African-American student experience in higher education through a relational dialectics perspective. Communication Education, 62(4), 376–394. doi: 10.1080/03634523.2013.813631). With lower academic results from the K-12 system, it is specifically harder for these universities and colleges to recruit and retain Black male students. There has been much study given to why Black men are not as successful as other racial and gender groups in K-12, but little research has been given to Black men who successfully finish the K-12 system and matriculate to higher education (Griffin, K. A., Jayakumar, U. M., Jones, M. M., & Allen, W. R. (2010). Ebony in the ivory tower: Examining trends in the socioeconomic status, achievement, and self-concept of black, male freshmen. Equity & Excellence in Education, 43(2), 232–248. doi: 10.1080/10665681003704915). This study presents the cultural background of a male from Africa and how his culture has helped him to be successful in higher education.

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The New Breed of Black South African Senior Managers: Helping South African Businesses Meet the Challenge of a Transforming Economy

Cited by 4 publications

References 29 publications

Facets of the transactional leadership style of black top-managers and employee commitment in state-owned enterprises

Facets of the transactional leadership style of black top-managers and employee commitment in state-owned enterprises

Black Economic Empowerment Transactions in South Africa: Understanding When Corporate Social Responsibility May Create or Destroy Value

One African Male in Higher Education

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