CONCLUSIONS AND RECOMMENDATIONS
6.5 Concluding remarks
In summary, the survey results presented in this study provide the most complete test of the full range of leadership as postulated by Bass and Riggio (2006), considering the public sector restrictions. The full range leadership theory was applied in a public sector organisation, therefore laissez–faire leadership was irrelevant to the bureaucratic structures of public sector organisations. The results provide important support for the validity of transformational leadership at eThekwini municipality, as well as management by exception to some extent. As outlined in the research findings the leaders influence their followers in a plethora of ways, thus it is important to have an effective and efficient leadership style in the municipality for the leaders to have an impact on their employees’ performance and the performance of the organisation as a whole. Given that public organisations are expected to perform well and meet the needs of the citizens, the need for an influential leadership style becomes apparent. It was noted in the literature review that the leaders are expected to fulfil the demands of all the groups of stakeholders. The significance of public sector leaders is noted in their ability to simultaneously manage rising employee demands and respond to the external turbulent environment, while operating within the stringent framework of the rule of law. Transformational leadership enables the leaders to articulate a compelling vision of the future and inspire employees to transcend their individual interest for the sake of the organisation. The leaders also encourage innovative thinking and provide development opportunities for their employees. The employees confirmed that their leaders exhibit all the dimensions of transformational leadership, however they display one dimension of transactional leadership with their desire to be more proactive and anticipate problems before they occur and resolve them. In this regard the leaders exhibit active management by exception. On balance, the leadership at eThekwini Municipality’s three units of study is transformational to a greater extent and transactional to a lesser extent.
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