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AN EXPLORATION OF THE USE OF THE TRANSFORMATIONAL LEADERSHIP STYLE IN ENHANCING PUBLIC SERVICE DELIVERY: THE CASE OF BUFFALO CITY METROPOLITAN MUNICIPALITY
BY
DLAMKILE PHUMLANI
A DISSERTATION SUBMITTED TO THE FACULTY OF MANAGEMENT AND COMMERCE IN FULFILMENT OF THE REQUIREMENTS OF THE DEGREE OF MASTER OF ADMINISTRATION (PUBLIC ADMINISTRATION) IN THE FACULTY OF MANAGEMENT AND COMMERCE
AT THE UNIVERSITY OF FORT HARE
DECEMBER 2016
SUPERVISOR: PROF .D.R THAKHATHI
i
ABSTRACT A clear vision and understanding of the leadership roles by the leaders of the
municipality under study are questionable, the low rate of the public service delivery
and the lack of accountability by municipality officials also rises some concerns. The
aim of this research is therefore to establish a level of understanding of the
transformational leadership style in enhancing public service delivery. The study
used a qualitative research design that involves a desktop research. Data was
collected through the review of available published or existing documents. Data
analysis included using documents analysis which consist of the existing information
reviewed from literature or document containing information about various
municipalities issues, journals and books as well as reviewed of various data
analysis done in relation to an exploration of the use of transformational leadership
style in enhancing public service delivery with the aim of analysing the organisation
structure of the municipality. The findings from previous literature revealed that there
are constraints faced in delivering services. The study confirmed some of the
municipal leaders’ lack skills, competencies and a lack of clear understand of
transformational leadership style as well as training. The findings also identified the
search for solutions to the hurdles or challenges faced by the municipal leadership
both political and administrative in Buffalo City Metropolitan Municipality by providing
an insight for further research regarding the institutional weakness and policy issues
in this part of the world. The implications of the findings are that unless the
challenges are resolved, municipalities will continue to experience poor service
delivery, poor economic growth and development. Recommendations to overcome
these are suggested.
ii
DECLARATION I, the undersigned, DLAMKILE PHUMLANI hereby declare that the above-mentioned
dissertation is my own work and that it has not previously been submitted for
assessment to another University or another qualification.
Signature……………………………………………………………….
Date……………………………………………………………………...
iii
ACKNOWLEDGEMENTS I would like to first and foremost thank the Almighty God, for granting me the
opportunity to do this research.
I would like to express my gratitude to my supervisor, Prof D.R.Thakathi, for his
valuable support, mentoring, coaching, advice encouragement and enthusiasm over
the duration of the research. Special thanks are also extended to Prof
D.R.Thakhathi, I bless the Lord for you being able to proof-read this dissertation and
providing me with valuable feedback which enabled me to improve its content.
I also extend my gratitude to my family and friends for their support, patience and
confidence.
A special vote of thanks to goes to the Buffalo City Metropolitan Municipality.
Lastly but not least, I would like to bless God for the Govern Mbeki Research and
Development Centre (GMRDC), University of Fort Hare for making sure I
concentrate on the study while they provide the funding. This research would not be
possible without their funding.
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DEDICATION I dedicate this work to:
My Family: Mrs FP Dlamkile, Mzi Giyose, Nosizwe Pakade, Derric Shezi and His
wife, Fabian Bennett, Lusanele & Zinathi Lukanji, Lolwethu Dlamkile, Kungawo
Dlamkile , Nomvuyo Giyose (Elihle , Zama and Xabisa).
Late Father. MN Dlamkile
You occupy a special place in my heart until we meet again in the Heavenly
Kingdom.
May your soul rest in peace.
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LIST OF ACRONYMES
AG………………………………………………. Auditor general
ADM………………………………………….. Amathole district municipality
ANC…………………………………………… African national congress
APSC…………………………………………… Australian public service commission
BTB……………………………………………… Back to basics
BCMM………………………………………. Buffalo city metropolitan municipality
CBO……………………………………………... Community based organisation
CEO……………………………………………. Chief executive officer
CFO………………………………………………. Chief financial officer
CT…………………………………………………… Cape Town
COGTA………………………………. Cooperative Government and Traditional Affairs
DLGTA………………………… Department of local government and traditional affairs
DPSA…………………………Department of Public Service and Administration
EC………………………………………………….. Eastern Cape
EHD……………………………………………… Economic and human development
EL………………………………………………………... East London
HR…………………………………………………….. Human resources
HRD…………………………………………………… Human resource development
GEAR…………………………………………..Growth, Employment and Redistribution
IDP…………………………………………………….. Integrated development plan
LG…………………………………………………………. Local government
KWT……………………………………………………. King Williams’s town
MM……………………………………………………. Municipal manager
MC……………………………………………………… Municipal council
MTR……………………………………………………. Mid-term reports
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MEC…………………………………………………….. Member of the executive council
NGO………………………………………………...……Non-Governmental Organisation
SACP…………………………………………………… South African communist party
PSC………………………………………………………...Public Service Commission
PPP……………………………………………………… Public-private partnership
ICT……………………………………… Information and Communication Technology
NDP…………………………………………………….. National development plan
NT………………………………………………………. National treasury
QR……………………………………………………… Quarterly reports
SALGA……………………………………. South African local government association
WBCP…………………………………. Ward based co-operatives programme
WPPS……………………………………….. White Paper on Public Service
WPTPS…………………………..White Paper on the Transformation of Public Service
LGA……………………………………………………. Local government administrators
LGLA………………………………… Local government leadership and administration
LEDP………………………………………… Local economic development programme
vii
LIST OF FIGURES Figure 3.1 Analysis of total population of the households in the study area from 2001
to 2008………………………………………………………………………………………82
Figure 3.2 population distributed by race…………………………………..................83
Figure 3.3 demographic map of BCMM……………………………………….............87
Figure 3.4 map of Amathole District Municipality…………..…………………………88
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Contents ABSTRACT ................................................................................................................................................. i
DECLARATION ......................................................................................................................................... ii
ACKNOWLEDGEMENTS .................................................................................................................. iii
DEDICATION ........................................................................................................................................... iv
LIST OF ACRONYMES ............................................................................................................................... v
LIST OF FIGURES .................................................................................................................................... vii
CHAPTER ONE ................................................................................................................................... 1
1.1 INTRODUCTION AND BACKGROUND ................................................................................... 1
1.2 PROBLEM STATEMENT ...................................................................................................................... 3
1.3. THE OBJECTIVES OF THE STUDY ........................................................................................ 4
1.4 RESEARCH QUESTIONS ......................................................................................................... 4
1.5 SIGNIFICANCE OF THE STUDY ............................................................................................... 5
1.6 RESEARCH METHODOLOGY .............................................................................................................. 5
1.6.1 Research Design ......................................................................................................................... 6
1.6.2 Qualitative research methods.................................................................................................... 6
1.7 SECONDARY DATA ............................................................................................................................. 7
1.8 ANALYSIS OF THE DATA .................................................................................................................... 7
1.8.1 Analysis of the contents ............................................................................................................. 8
1.9 PRELIMINARY OVERVIEW OF THE LITERATURE AND THEORETICAL FRAMEWORK .......................... 8
1.10 EMPIRICAL LITERATURE REVIEW IN BCMM .................................................................................. 10
1.11 THEORETICAL FRAMEWORK ......................................................................................................... 12
1.11.1 Transformational leadership theory ...................................................................................... 12
1.11.2 Stewardship or agency leadership theory ............................................................................. 13
1.11.3 Change theory ........................................................................................................................ 14
1.13 ETHICAL CONSIDERATION ............................................................................................................. 15
1.14 DELIMITATION ............................................................................................................................... 15
1.15 OUTLINE OF THE STUDY ................................................................................................................ 16
1.16 CONCLUSION ................................................................................................................................. 16
CHAPTER TWO ...................................................................................................................................... 17
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LITERATURE REVIEW AND THEORECTICAL FRAMEWORK: .................................................................... 17
2.1 INTRODUCTION ............................................................................................................................... 17
2.2 THE CONCEPT OF LEADERSHIP ........................................................................................................ 19
2.2.1 Leadership defined .................................................................................................................. 21
2.3 THE CONCEPT OF SERVICE DELIVERY .............................................................................................. 22
2.4 THE CONCEPT OF “GOVERNANCE” IN THE MODERN PUBLIC SECTOR ORGANISATIONS ............... 24
2.4.1 Public governance .................................................................................................................... 30
2.4.2 Integrated governance ............................................................................................................. 31
2.5. FACTORS THAT DETERMINE THE EFFECTIVENESS OF TRANSFORMATIONAL LEADERSHIP STYLE IN BCMM. .................................................................................................................................................. 33
2.5.1 The Relationship between Transformational Leadership and Team Performance ................. 36
2.5.2 Part time Performance Effects of Leadership .......................................................................... 37
2.6 THE EFFECT OF LEADERSHIP ON IMPROVING SERVICE DELIVERY IN THE BCM .............................. 38
2.6.1 Service delivery in the public sector ........................................................................................ 39
2.6.2 Key challenges hampering service delivery ............................................................................. 40
2.6.3 Economic and human development to improve service delivery ........................................... 41
2.6.4 The relationship between the political executive and the public service ............................... 41
2.6.5 Principles for service delivery .................................................................................................. 45
2.6.5.1 Consulting users of services .............................................................................................. 45
2.6.5.1 Setting Service Standards.................................................................................................. 45
2.6.5.3 Increasing access ............................................................................................................... 46
2.6.5.4 Ensuring courtesy .............................................................................................................. 46
2.6.5.5 Providing more and better information............................................................................ 47
2.6.5.6 Increasing openness and transparency ............................................................................ 47
2.6.5.7 Remedying mistakes and failures ..................................................................................... 47
2.6.5.8 Getting the best possible value for money ....................................................................... 48
2.6.6 Approaches to service delivery ................................................................................................ 49
2.6.6.1 Building on existing capacity ............................................................................................. 50
2.6.6.2 Corporatisation ................................................................................................................. 51
2.6.6.3 Public-public partnerships ................................................................................................ 52
2.6.6.4 Revisiting of the Municipal Service Partnership Policy ..................................................... 53
2.6.6.5 What are Municipal Service Partnerships? ....................................................................... 54
2.7 STRATEGIES THAT CAN BE USED TO IMPLEMENT TRANSFORMATIONAL LEADERSHIP STYLE. ...... 55
2.7.1 Factors of Transformational Leadership .................................................................................. 56
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2.7.1.1 Charisma and Idealised Influence ..................................................................................... 56
2.7.1.2 Individualised Consideration ............................................................................................. 56
2.7.1.4 Intellectual Stimulation ..................................................................................................... 56
2.7.1.5 Inspirational Motivation ................................................................................................... 57
2.7.1.6 Effective leadership and good governance ....................................................................... 57
2.7.1.7 Promoting Efficiency and Accountability of Senior Officials ............................................. 58
2.7.2 Teams and groups .................................................................................................................... 60
2.7.3 General types of teams and groups ......................................................................................... 61
2.7.4 Effective leaders in teams ........................................................................................................ 62
2.7.5 Institutional Capacity ............................................................................................................... 63
2.7.6 Financial Management............................................................................................................. 64
2.7.7 Public Participation .................................................................................................................. 64
2.8 THEORETICAL FRAMEWORK ........................................................................................................... 65
2.8.1 Theory of change ..................................................................................................................... 65
2.8.1.1 Links between transformational leadership and change theory ...................................... 67
2.8.2 The stewardship leadership theory ......................................................................................... 69
2.8.2.1 The Stewardship Framework ............................................................................................ 71
2.8.1.1.2 Personal Vision ............................................................................................................... 72
2.8.2.1.3 Mentoring ...................................................................................................................... 73
2.8.2.1.4 Valuing Diversity ............................................................................................................ 74
2.8.2.1.5 Shared Vision ................................................................................................................. 75
2.8.2.1.6 Risk-taking and Experimentation ................................................................................... 76
2.8.2.1.7 Vulnerability and Maturity ............................................................................................. 77
2.8.2.1.8 Delivering Results ........................................................................................................... 78
2.8.2.1.9 Raising Awareness ......................................................................................................... 79
2.9 CONCLUSION ................................................................................................................................... 79
CHAPTER THREE .................................................................................................................................... 81
RESEARCH METHODOLOGY AND DESIGN ............................................................................................. 81
3.1 INTRODUCTION ............................................................................................................................... 81
3.2 FOCUS OF THE RESEARCH STUDY ................................................................................................... 82
3.2 SCOPE OF THE RESEARCH ............................................................................................................... 82
3.2.1 Study Area ................................................................................................................................ 82
3.2.1.1 Brief Background of the Study Area .................................................................................. 82
3.2.1.3 Population Distribution by Race in the study Area ........................................................... 84
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3.2.3 The study Unit ...................................................................................................................... 85
3.4 RESEARCH DESIGN .......................................................................................................................... 85
3.5 DATA COLLECTION ................................................................................................................... 86
3.5.1 Primary data .......................................................................................................................... 86
3.5.2 Secondary data ................................................................................................................. 86
3.6 METHODOLOGICAL APPROACH TO THE STUDY ............................................................ 87
3.6.1 The Setting ............................................................................................................................ 87
3.6.2 Demographic Profile of Amathole District Municipality ................................................... 88
Figure 3.4 Map of Amathole District Municipality ................................................................... 89
3.7 POPULATION .............................................................................................................................. 90
3.8 THE LOCALITY AND GEOGRAPHICAL CONTEXT OF THE STUDY AREA BCMM ..... 90
3.9 LIMITATION OF THE STUDY ................................................................................................... 92
3.10 CONCLUSION ........................................................................................................................... 93
CHAPTER FOUR ..................................................................................................................................... 94
FINDINGS AND DISCUSSION .................................................................................................................. 94
4.1 INTRODUCTION ............................................................................................................................... 94
4.2 THE NEED FOR CHANGING OF GOVERNANCE STYLE IN BUFFALO CITY METROPOLITAN MUNICIPALITY ....................................................................................................................................... 95
4.2.1 Formal planning for service delivery and reporting ................................................................. 96
4.2.2 The impact of critical vacancies ............................................................................................... 97
4.2.3 Competencies of key officials .................................................................................................. 98
4.2.4 Leadership compliance ............................................................................................................ 99
4.3 ACCESS THE EFFECTIVENESS OF THE TRANSFORMATIONAL LEADERSHIP STYLE IN IMPROVING SERVICE DELIVERY ............................................................................................................................... 100
4.4 STRATEGIES THAT CAN BE USED TO IMPLEMENT TRANSFORMATIONAL LEADERSHIP STYLE ..... 102
4.4.1 Organisational level ............................................................................................................... 102
4.4.2 Group level ............................................................................................................................. 103
4.4.3 Individual level ....................................................................................................................... 103
4.3.4.1 Organisational creativity ................................................................................................. 105
4.3.4.2 Team creativity ............................................................................................................... 106
4.3.4.3 Individual creativity ......................................................................................................... 107
4.4 THE USE OF GROUPS AND TEAMS IN IMPLEMENTING TRANSFORMATIONAL LEADERSHIP ........ 108
4.4.1 Effective leaders in teams ...................................................................................................... 109
4.4.2 The Association between Transformational Leadership and Team Performance ................. 112
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4.5 CONCLUSION ................................................................................................................................. 113
CHAPTER FIVE ..................................................................................................................................... 116
RECOMMENDATIONS AND CONCLUSIONS ......................................................................................... 116
5.1 INTRODUCTION ............................................................................................................................. 116
5.2 CONCLUSION TO THE STUDY ........................................................................................................ 117
References .......................................................................................................................................... 128
APPENDIX ............................................................................................................................................ 136
1
CHAPTER ONE
1.1 INTRODUCTION AND BACKGROUND Leadership is seen as "a master of discipline, highlights some of the most difficult
problems of human needs and social change" (Burns, 2003). Others propose an
argument that leadership involves vision and citizens to be linked to the art of
persuasion. There are some that are involved in the leadership and use of different
words in describing the ideology of leadership as well researched, Benni, (1985).
Sashkin, (2003) took a similar approach which, the follower says that what is
important is the critical factor that makes a difference in the lives of the people and
organisations' success. Many experts have described as the leadership of the leader
of the personality, guides the behaviour, the talent of the follower and the situational
context in which the leader takes place. These experts also tend to agree that
management can be studied. Having knowledge that leaders are not born but
created, there is a need to know the idea or view when considering a leader.
The essence of the Transformational leadership style as a measure to achieve an
effective organisational performance is a concept that must not be underestimated.
Gardner, (1990) argues that changing of governance encourages others by
increasing the consciousness of the significance and importantly, the worth of the
administrative tasks trailer to overcome their own interests. The increased the levels
of incentive among the followers at an increased level of performance can also be
explained by the concepts presented by, Shamir, (1993). They argued that one of
the main reasons transformational or charismatic leaders can be the follower
motivation for the implementation of the original expectations is that the follower to
admit a dream of their leaders.
Previous quantitative assessments of the literature on changing of governance style
have created a reliable way of positive relations between transformational leader and
the follower attitude, behaviour and performance, Dumdum, (2002). The latest
findings confirmed the previously reported positive relationship between
transformational leadership and performance of an average corrected Meta
correlation (Richter & Piccolo, 2004). It is to be noted that a large number of different
2
influence processes are involved Transformational leadership style, Yukl, (1998).
These processes include the identification, coherence, effectiveness and potency,
trust and fairness perceptions, psychological empowerment, self-consistent goals
and intrinsic motivation and professional aspects such as sense, meaning, autonomy
and feedback Purvanova & Dzieweczynski, (2006).
Transformation leadership style is leading research as a new ideology of leadership
which pays more attention to the introduction of changes among the supporters and
transforming the follower personal values and groups and organisational cultures,
Burns, (1978). According to Dutch, (1978) transformational leadership is based on
an exchange process in which the followers are to achieve the defined goals
rewarded. The main focus is the promotion of the implementation of the agreed
objectives through the follower, similar as described in path-goal theory, House &
Mitchell, (1974).
In contrast, transformational leadership style calls for the human development, the
interaction and calls for common motivation outcomes, Yukl (2002). Many theoretical
and empirical studies reveal that transformational leader’s show four constituents for
redirecting the follower that are standards and value that promotion of personal and
organisational changes and help trailer exceed their initial expectations, Young &
Avolio, (1999).
The leader helps the follower see the importance of overcoming their own interests
to the benefit of the mission and the vision of your groups or organisations. Often
you are in the position to complete this change of perspective by demonstrating their
own sacrifices for the group, Subramaniam, (1996). Through the development of
followers" self-confidence, self-efficacy and self-esteem, transformational leaders
have a strong, positive influence on the follower motivation and goal achievement,
Yukl, (2002). A large amount of empirical evidence indicates that executives to the
components of the transformational leadership as an effective leader and achieve a
higher performance than leaders who do not transformational, Leo et al., (1996).
Despite the results, research on transformational leadership style was mainly based
on the leader follower’s relationships at the individual level of analysis. A growing
number of researchers sought to investigate the effects of Transformation leadership
3
on processes and results, Smyth & Ross, (1999). Many companies are increasingly
embracing groups and teams for the basic building blocks for your business activities
and strategy execution (Cohen & Bailey, 1997). The attention of the two scientists
and group leader must focus on the individual to group-level management
processes.
1.2 PROBLEM STATEMENT Despite the promise of a committed, principled, responsive and accountable local
government by the Minister of “Cooperative Governance and Traditional Affairs in
South Africa”, Buffalo City Municipality political and administrative leadership are still
failing to perform well in servicing its citizens. This is seen from many service
delivery protests and demonstrations. It is important for the municipality leadership,
both political and administrative leadership to build their own capacity and
competency in the field of public service so that they can able to improve their
performance and efficiency. The Auditor General report for the 2014/5 identified an
amount of R245 millions under an authorised expenditure, that raises some question
about the capacity of the leadership within the municipality under study. The lack of
agency in solving the problems or challenges tabled by citizens is also the course of
the low service delivery.
The culture of waiting for the citizens to engage in demonstrations before even
responding to their grievances is a symptom of lack of a committed governance.
“One of the key responsibilities of those charged with governance is to ensure
compliance with laws and regulations, and this includes many non-binding codes
and standards. Sections 60 and 131 of the Local Government Municipal Finance
Management Act, 2003 (Act 56 of 2003) enjoins the municipal manager and the
mayor, respectively, to play different leadership roles in this regard”. Exploring the
use transformational leadership style to improve public service delivery within the
Municipality will be explored.
The cadre deployment by the political organisations and the recruitment and
selection of administrative leaders will be assessed. Lack of good governance and
sound performance management systems, as well as the monitor and evaluation,
4
are the problems that arise as a result of the South African public service institutions
since the major reforms in the public sector of the early 90. For an example, the
municipality is unable to for an amount of 1.2 Billion that was mismanaged since
2011 to 2014 and last year (2015) the metro under study was the worst performing
metro in the country with irregular expenditure exceeding billions of Rands, AG
report 2015. The Municipality is in conflict with politicians and senior managers.
Service delivery has not improved for example “in housing, roads, water and
sanitation and electricity". Given the scenario of exploring the use of transformational
leadership to improve public service delivery by the government organisations, there
is a need to examine the problems and reasons behind the impact of
transformational leadership’s usefulness in Buffalo City Municipality; to what extent
could the transformational leadership style improve both leaders performance? What
are the challenges affecting the leader's performance in introducing transformational
leadership? Do both political and administrative leaders have the necessary
qualifications, skills and knowledge about the transformational leadership style and
its implementation? What could possible guidelines be provided to facilitate the
introduction of the transformational leadership competency to enhance the
leadership’s performance by the government?
1.3. THE OBJECTIVES OF THE STUDY
• To investigate the needs for changing of governance style in Buffalo City
Metropolitan Municipality1.
• To access the effectiveness of the transformational leadership style in
improving service delivery BCM.
• To explore the strategies that can use in the implementation of
transformational leadership style within BCMM.
• To give recommendations on how best the use of transformational
leadership style can assist BCMM in delivering services.
1.4 RESEARCH QUESTIONS
• How effective is changing of governance style in promoting service
delivery in BCM?
5
• What strategies can be used to implement transformational leadership
style in BCMM?
• Does the BCM Municipality both political and administration leadership
level of education have an impact in the service delivery?
• What measures and intervention that can be taken to implement
successfully the transformational leadership style, in the BCMM?
1.5 SIGNIFICANCE OF THE STUDY This study is premised on the notion transformational leadership style has a relevant
contribution in the performance of the leaders in South Africa most especially in the
local government. This study attempts to provide an effective and efficient solution to
identified challenges and impact as well as strategies to be employed in order to
reduce the poor service delivery rate in local government. This implies, in turn, that it
is necessary to improve the levels of a manpower or human skills and economic
growth in the BCMM. In addition, the study could also be seen as an important
document of information of information for policy makers in the government sector.
This research intends to contribute to the empirical literature on the impact of
transformational leadership supports in improving the service delivery in local
government of South Africa.
In June 2014 Buffalo City mayor Zukiswa Ncitha and her deputy, Temba Tinta, were
arrested for fraud and money laundering involving R5.9 million, which was meant to
be spent on memorial service events after former president Nelson Mandela died in
2013. Ncitha and Tinta were recalled by the ANC in June 2015. Their case has still
not gone to trial, Auditor General’s Report 2014/15. With only three months to go
before the local government elections, the ANC has been left to deal with yet another
embarrassing arrest of a mayor for fraud. This week, the Hawks swooped on ANC-
governed Amatole District Municipality mayor Nomasikizi Konza for allegedly
defrauding the municipality of about R6 million.
1.6 RESEARCH METHODOLOGY The methodology is also known as the research methods write, ranging from
research on research, or much more depending on the type of research (O'Leary,
2005). The methodology also explains how the researcher has chosen for the
implementation of research in a specific approach or manner. In addition, this is
6
where the researchers explained why he or she has chosen a design path, data
collection techniques and analytical methods, Thomas (2011). Other this type of
research is mainly a method, which is either a qualitative method or a quantitative
method in your document. The reason for this is to cover the gaps by a method. In
this regard, this research is also the use of document study, which includes reports
from the qualitative and quantitative research. This research uses secondary
literature. Secondary Literature after Hofstee (2006) secondary literature is
information obtained by other people in past studies. These are many purposes of
secondary review which are to support and confidential work that has been
researched. These doubts are removed and credibility, Hofstee, 2006). The
advantages of the literature review are that it allows the finder to different questions
than in an empirical study. The researcher develops an understanding of the
transformational leadership style in the improvement of the provision of public
services: a case study of the Buffalo City Metro Municipality.
The study is aimed at an exploration of the use of transformational leadership style
for the purpose of improving and promoting service delivering in Buffalo City
Metropolitan Municipality in the Eastern Cape Province of South Africa, and it is
intended to provide recommendations to enhance solutions to some of these
mentioned problems effectively and efficiently. For the purpose of this study, this
section focuses on the following:
1.6.1 Research Design Creswell (2009) defined research designs as the plans and procedures for research.
The researcher will use qualitative research design. The qualitative research design
that is used in this study is a desktop research. A desktop research referred to the
reviewing of different documents such as several publications, research literature,
articles, books, conference reports, journals, dissertations and internet sources as
secondary sources of data is used in this study.
1.6.2 Qualitative research methods Creswell (2009) defines qualitative research as a means of exploring and
understanding of individuals or groups on social /human aspects. The research
process with develops questions and procedures. The data is collected in the
subscriber settings, researchers and the interpretations of the meaning of the data.
Those who find themselves in this form of investigation support a way of viewing a
7
research, honours an inductive style, a focus on individual meaning and importance
of the representation of the complexity of a situation, Creswell, (2007). De Vos et al
(2005) adds to the above definitions of Creswell when he says that qualitative
research covers a wide range of techniques which is the heart of which is through
observation, interviews and document analysis, and these can be used in a wide
range of disciplines. In this study, we use secondary data for the implementation of
this study.
1.7 SECONDARY DATA Secondary research is the greatest widespread method for the collection of data.
This process includes the access to information already collected from the author of
the primary research. Secondary research includes the collection of information from
a third-party online site, sales and accounting, magazine articles and marketing
research reports. In times where large data is collected and archived by researchers
from all over the globe, use of existing data for the research is predominantly,
Andrews & Lalor, (2012).
Secondary Data analysis is the analysis of data collected by other scholars for a
primary goal. The research claims that secondary data analysis is a practical method
to use in the process of the investigation as a systematic process is followed. The
research makes a contribution to the discussion of the secondary data analysis as a
method for library and information science (LIS) and uses a study of the United
States school librarians to describe and illustrate the process, advantages and
limitations in the implementation of an investigation with secondary data analysis
method.
1.8 ANALYSIS OF THE DATA Marshall and Rossmann (1999) argue that analysis of the data is the process of
planning, “structure and meaning to the mass of the collected data”. Regardless of
the method of data collection, quantitative or qualitative, the information is just as
raw data or data and must, therefore, be investigated. The analysis of the data
includes all actions to be taken when a series of data is collected until it is ready to
analyse either manually or by computer. The process of data analysis starts with edit
8
data is basically the cleaning of the data, which means that it is free of
inconsistencies and incomplete.
As previously mentioned data can be analysed manually or with the Computer Help.
Manual analysis is only useful for the calculation of the frequencies and for simple
cross tables. On the basis of this information in the analysis of the data analysed in
this study are manual with the help of graphs and tables for this study content
analysis method is used to analyse data.
1.8.1 Analysis of the contents Qualitative data is a process of analysing the content of the interviews or
observations in the field. It identifies the most important issues arising from the
answers given by the participants according to, Kumar, (2011). It is also known as a
quantitative analysis of qualitative data. The main technique involves the payment of
the frequencies and sequencing of specific words, phrases or concepts for the
identification of keywords or topics, Carley, (1990).
1.9 PRELIMINARY OVERVIEW OF THE LITERATURE AND THEORETICAL FRAMEWORK The primary goal of the research is to solve a problem to discover a phenomenon
that is in place to make the facts to descending views and especially new theory and
thinking. Research is argued by scientists of different disciplines as a tool that is
essential to ensure the integrity, the reliability of the knowledge of the specific
discipline is maintained, is crucial for the achievement of the objective of the
promotion of the discipline. This research aims to outline the purpose of the research
the problem mainly on aspects of the review of the literature as a tool that is used to
arguments about a particular topic on the basis of facts and findings of scientists in
these phenomena will be investigated. It also aims to provide an overview of the
functions and the importance of the literature review with regard to a problem-solving
research problem.
Fink (2005) refers to literature study as the "a systematic search of the published
work, find out what is already known about the intended research topic." Literature is
an essential and critical analysis of the previous and existing work on a specific topic
9
to research. It compromises of theories of the phenomena in question. The review of
the literature is performed after the research problem and objectives of the study
have been identified, we can argue that it gives birth to the questions of the
phenomena to explore, Boats and Biele, (2005). The definition of literature as
"evaluative report of studies in the literature related to your selected area.
The review should describe the compile, evaluate and clarify this literature. It is
intended to be a theoretical basis for the research and help you to the nature of their
own research". A literature review can be considered as the selection of the available
official papers both published and unpublished on the study where the evidence,
thoughts, data and excitation written by a certain perspective meet specific
objectives.
According to Cloete, (1985) public administration is a distinctive field of activity
involving features of officials in the institutions of the community with public services
and goods. Furthermore, the traditional approach in South Africa argues that the
knowledge of public administration consists of public institutions and their functions.
This study is to determine whether transformational leadership contributes to the
performance of the service and good governance and the objective of the research is
to investigate how the transformational leadership style can improve service delivery.
The government would like the experience of the people of the local government to a
pleasurable. The government has evaluated all communities, including the financial
management and the government has adopted a plan for the revival of the local
government, State of National Address, 2015). Local government is tackling
processes of development, governance, the transformation of life and conditions of
people’s daily lives. 278 municipalities are involved in education and training, health,
recreation, economic and housing and other related activities take place daily.
According to Sona (2015) Development-oriented local management remains the
visionary Foundation for the continuation of the reconstruction and development of
our country. The local government White Paper developed a vision of local
government as a central component of the development of biology.
The National Development Plan (NDP) has also made it clear that our transformation
agenda for the local government now requires a much higher and more between
10
government commitment to the creation of more functional communities and capable
machines at the local level. The Back to Basics program will be carried out by all
governments, as a priority, with the additional imperative of the need to remain
focused and on the proximity of municipal elections in 2016 (Sona, 2015).
The statement is that transformational leadership plays a role in the improvement of
public services in South Africa, as it is the ideas of the government. This is due to the
fact that transformational leadership, at both strategic and operational level, requires
and reinforces the concepts of transparency, accountability and improvement, the
echo with the beliefs, if good governance, Robbins,(2007).
According to Robbins and Coulter, (2007), a transformational leader is a person who
is stimulated and inspired (trans-form) trailer to achieve extraordinary results. He or
she pays attention to the concerns and needs of the individual follower. According to
Warrilow, (2012), transformational leadership theory is all about leadership, creates
a positive change in the trailers, where you take care of the interests of the other and
act in the interest of the group as a whole. The concept of transformational
leadership was developed by James Macgregor in (1978) in his descriptive research
on political leaders, but its use has developed in organisational psychology and
management with further amendments by Young, Sosik, (2002).
Transformational leadership increases the motivation, the morals and the
performance of the follower by a variety of mechanisms. This includes the
connection of the subscriber to the feeling of identity and self to the project and the
collective identity of the organization; as a role model for the trailer that it inspires
and makes you interested; demanding trailer to take more responsibility for their
work and the understanding of the strengths and weaknesses of the trailer so that
the leader cannot align trailer with tasks that their performance, Warrilow, (2012).
1.10 EMPIRICAL LITERATURE REVIEW IN BCMM Currently, the municipality under study does not have a municipal manager but have
an acting municipal manager. The municipality has 12 vacant posts, some of those
posts are very important in service delivery and there is no tangible reason for not
appoint qualifying candidates on those vacant positions, BCM quarterly report 2016.
There is a crisis of electricity and water within the municipality, the citizens have
been complaining about the electricity outage and there are notices of when will the
11
electricity go or come back, Electricity Indaba, April 2016. The municipality is also
facing the challenge of waste management and the mayor is busy putting together all
stakeholders to fight that challenge, apparently, the citizens are complaining about
the lack of collection of waste products from their places. The metro is also facing
the challenge of increasing number of people migrating to the municipality, the
increase of the unemployment rate and illegal use of the municipality resources.
More than 700 million rands has been misused by BCM, according to the latest
Auditor-General Report (AGR). The Buffalo City metro has been in the news for all
the wrong reasons in recent months with two consecutive mayors who have been
implicated in financial irregularities. The Buffalo City Municipality has refused to
comment on an audit that shows millions of Rands have been mismanaged by metro
officials. The (AGR) found 479m rands in “irregular expenditure in the 2014/15
financial year”. Furthermore, 245 million rands “has been written off as unauthorised
expenditure”.
The Buffalo City Metro council speaker Zoliswa Matana might find herself in hot
water after her South African Communist Party (SACP) leaders in the metro called
for a probe into her management of party funds. The decision was taken by
Skenjana Roji district leaders during their third district congress a week ago.
Matana, who is the former district treasurer, is alleged to have failed to account for
R79600 in SACP funds. Matana is the only SACP district leader who served in the
previous structure that did not make it to the newly elected leadership. She has since
been replaced by former deputy secretary Xolani Wonono after she did not accept
nomination as she had more responsibilities as BCM speaker, Councils open talk
2015.
Housing lists are being manipulated and corrupted inside Buffalo City Metro, claim
residents of East Bank informal settlement in the Vergenoeg area. The latest phase
will see 790 homes built, but community leaders say, every time there is a new round
of construction, a new batch of strangers appears on the housing beneficiary lists.
BCM has promised to investigate, but community leaders say this manipulation of
the system is denying many of the elderly and frail members of the East Bank
informal settlement, who have lived in shacks for a decade, any hope of ever
acquiring a new, decent home. These cases are the evidence that the municipality
12
under study is in serious need of transformation in all areas, this study seeks to
make explorations of the transformational leadership style that could bring change
and improvements in public service delivery.
1.11 THEORETICAL FRAMEWORK In the implementation of this study, two theories are to base the argument on the
leadership and we will also have a look at transformational leadership style as a
theory of the leadership. A number of theories have been proposed to try and explain
this concept of leadership, but for this study, two theories are characterised in trying
to explain to you how it Transformational leadership refers to the public-law
organisations and in particular BCMM. The theories in this study are the stewardship
leadership theory and change theory. These two theories are discussed below.
1.11.1 Transformational leadership theory A new way of thinking about leadership was created in the middle of the 1970s when
James McGregor Burns alleged that the true nature of the guidance is not the ability
to motivate people to work hard for their pay, but the ability to transform the trailer to
be more self-directed in everything you do. Transformational leaders, therefore,
"Look for possible motives in trailer try to meet higher requirements and follow the
full person of the Follower. The result is a relationship of mutual stimulation and
elevation, Trailer can convert in leaders and executives in moral agents, Burns,
(1978). Barker (1990) claims that transformational leaders must have a self-attention
and a plan for the self-development.
This positive self-esteem meets the leader's self-esteem needs and tends to "self-
confidence, value, strength, performance, suitability, and as a useful and necessary"
Barker, (1990). Transactional leadership, also known as managerial leadership, will
focus on the role of supervision, organisation, and group performance; transactional
leadership is a type of leadership in which the leader asks the compliance with its
trailer by both rewards and punishments. In contrast Transformation leadership, the
leader with the transactional approach are not with a view to the future change; you
are looking for easy to keep things the same.
13
This leadership conditions of auction followers' work for faults and deviations. This
type of leadership is effective in emergency and crisis situations as well as in the
implementation of the projects to be carried out in a certain way. In the framework of
Maslow's Hierarchy of Needs, transactional leadership works on the basic levels of
satisfaction, where transactional leader focused on the lower levels of the hierarchy.
Transactional Leader with an Exchange model will reward for good work, or positive
results. Vice versa, people with this style of leadership also can punish bad or
negative results, until the problem is resolved. One way to the transactional leader
focuses on the lower level is the emphasis on specific task performance (Hargis et
al., 2001). Transactional leaders are effective if specific tasks by managing each part
individually.
1.11.2 Stewardship or agency leadership theory Unquestionably, stewardship theory has played an important role in the majority of
African countries government structures and implementation policy. “Recent thinking
about strategic management and business policy has been influenced by agency
theory. This holds that managers will not act to maximise the returns to shareholders
unless appropriate governance structures are implemented in the large corporation
to safeguard the interests of shareholders, Jensen and Meckling, (1976). The board
of directors has an important function here and in particular the relationship between
the chairperson and the chief executive officer is key, Tricker, (1984).
Shareholder interests will be safeguarded only where the chair of the board is not
held by the Chief Executive Officer or where the CEO has the same interests as the
shareholders through an appropriately designed incentive compensation plan,
Williamson (1985). Such a view, however, runs counter to other thinking about
strategic management which holds that a more critical factor for shareholder returns
is a correctly designed organisation structure which allows the CEO to take effective
action. The present paper seeks to contrast these two views about the governance
and incentive of the CEO and subject them to empirical tests. The discussion herein
cautions against too ready acceptance of the agency theory model of CEO role and
rewards. And the paper introduces the alternate approach to corporate governance
of stewardship theory”.
14
It is very important to state that agency “theory argues that in the modern
corporation, in which share ownership is widely held, managerial actions depart from
those required to maximise shareholder returns, Pratt and Zeckhauser (1985). In
agency theory terms, the owners are principals and the managers are agents and
there is an agency loss which is the extent to which returns to the residual claimants,
the owners, and fall below what they would be if the principals, the owners,
exercised direct control of the corporation, Jensen and Meckling (1976). Agency
theory specifies mechanisms which reduce agency loss, Eisenhardt (1989). These
include incentive schemes for managers which reward them financially for
maximising shareholder interests. Such schemes typically include plans whereby
senior executives obtain shares, perhaps at a reduced price, thus aligning financial
interests of executives with those of shareholders, Jensen and Meckling (1976).
Other similar schemes tie executive compensation and levels of benefits to
shareholders returns and have part of executive compensation deferred to the future
to reward long-run value maximisation of the corporation and deter short-run
executive action which harms corporate value”.
1.11.3 Change theory “Against a background of rapid technological development, a growing knowledge
workforce and the shifting of accepted work practices, change is becoming an ever-
present feature of organisational life, Burnes, (2004). However, whilst many
organisations appreciate the need for change, as many as 70% of the change
programmes do not achieve their intended outcomes, Balogun and Hope, (2004). In
response to the increasing importance organisational change, there is a growing
body of literature looking at the concept and processes of change management and
factors that contribute to its success. Drawing from a wide range of disciplines and
theoretical perspectives this literature has been described as abounding in
complexities and containing many contradictory and confusing theories and research
findings, Fernandez & Rainey, (2006). Within the literature, one of the most
influential perspectives within what are known as ‘planned approaches’ to change is
that in, Elrod II and Tippett, (2002) who argued that change involves a three stage
process: firstly, unfreezing current behaviour; secondly, moving to the new
behaviour; and, finally, refreezing the new behaviour.
15
The three-step model was adopted for many years as the dominant framework for
understanding the process of organisational change, Todnem, (2005). Since its
formulation, the theory has been reviewed and modified, with stages being divided to
make more specific steps. For example, Bullock and Batten (1985) developed a four
stage model consisting of exploration, planning, action and integration”.
1.13 ETHICAL CONSIDERATION Creswell (2009) writes that the research involves collecting data from people, about
the man. The researchers are honest in reporting on the results. Ethical
consideration is curial in a research especially in the area of humanity. Ethical
considerations which deal with matters like plagiarism and honesty are meant to be
in the report of the research, and also problems in the research which involves
people biological and social sciences. The principles research ethics are universal
and involves issued such as honesty and rights of individuals, Kumar, (2011). The
scientist is the ethical game that the university of Fort Hare and is also in the
awareness of the processes to be followed to a safety certificate, but for this study
the researcher does not need the ethical safety certificate because the study is a
desktop study where the researchers use secondary data on the implementation of
his study. The research proposal will be sent to the Govern Mbeki Research and
Development Centre for approval. The proposed study will come up with theme and
subthemes from the data collected.
1.14 DELIMITATION The boundaries are those characteristics that the limitation of the scope and define
the limits of their study. The areas are in your control. Demarcation factors involve
the choice of objectives, research questions, and variables of interest, theoretical
views and the population evaluated. This study will be focusing on local Government
of the Buffalo City Metropolitan municipality; the municipal cases are in the review of
the literature.
16
1.15 OUTLINE OF THE STUDY Chapter 1: Introduction and background of the study
Chapter 2 Provides Literature Study, the conceptual and theoretical framework for
the analysis of the change that could be brought by the introduction of
transformational leadership to improve the quality of public service. The relevant
Leadership theories are also discussed in this chapter.
Chapter 3 explains the research and design methodology, which is based on the
method of how the study has been carried out and the methods that can be used to
gather information from the participants. It concludes with the clarification of the data
analysis techniques.
Chapter 4 deals with the representation of the data analysis and interpretation. It
also provides criteria for analysis as well as the actual analyses.
Chapter 5 is the last and it gives an overview of the study findings and
recommendations. This is the last chapter in which the researchers give an overview
of the study findings and recommendations.
1.16 CONCLUSION Finally, from the discussions that this chapter examines the overview of the study in
the context of the relevant literature of other scholars, the effect of the
Transformation Leadership Style in the local government in order to improve the
provision of public services. It is also in the research problem that despite some
successes, special difficulties faced by the local government under study, relate to
the unqualified guide and also poor working relations between the leader and trailer.
Certainly, the research problem implies that there is a challenge with the question of
the squad use not only in the eastern cape of local government but also in the whole
country. Then the chapter examines the research objectives and the overview and
organisation.
17
CHAPTER TWO
LITERATURE REVIEW AND THEORECTICAL FRAMEWORK:
2.1 INTRODUCTION Literature review is a substantial and critical analysis of previous and existing work
on a particular topic to be researched. It compromises of theories of the phenomena
in question. The review of literature is carried after the research problem and
objectives of the study have been identified, which we can argue that it gives birth to
the questions of the phenomena to be researched. Boote and Biele (2005:1) define
literature review as an “evaluative report of studies found in the literature related to
your selected area. The review should describe, summarize, evaluate and clarify this
literature. It should give a theoretical basis for the research and help you determine
the nature of your own research”. A literature review can be distinct as the selection
of available official papers both published and unpublished on the study, which
contain evidence, thoughts, data and suggestion written from a particular perspective
to fulfil certain objectives or express certain views on the nature of topic and how it is
to be investigated, and the effective evaluation of these documents in relation to the
research being suggested, Hart, (1998).
This chapter provides the evaluation of relevant literatures and theories. The
evaluation of these literatures and theories is accomplished according to sections
that are aligned to the research objectives and questions. In the first instance, the
chapter examines the notion of governance, and it was construed that governance is
perceived as the application of a set of responsibilities and practices, policies and
procedures that are used by the executives to enhance the effective management of
the organisation’s activities and its people. The chapter also notes that through the
accomplishment of these objectives, the leaders in local government are able to
provide strategic direction, manage risks and use resources responsibly and with
accountability in order to ensure that the prescribed objectives are achieved. Later
discussions in the chapter centred around; factors determining the effectiveness of
transformational leadership approach; the effect of leadership on improving service
delivery and the strategies in implementing the transformational leadership
approach.
18
The primary goal of the research is to solve a problem to discover a phenomenon
that is in place to make the facts to descending views and especially new theory and
thinking. Research is argued by scientists of different disciplines as a tool that is
essential to ensure the integrity, reliability of the knowledge of the specific discipline
is maintained, is crucial for the achievement of the objective of the promotion of the
discipline. This research aims to outline the purpose of the research the problem
mainly on aspects of the review of the literature as a tool that is used to arguments
about a particular topic on the basis of facts and findings of scientists in these
phenomena will be investigated. It also aims to provide an overview of the functions
and the importance of the literature review with regard to problem-solving research
problem.
According to Fink (2005) defines a literature study as the "a systematic search of the
published work, find out what is already known about the intended research topic."
Literature is an important and critical analysis of the previous and existing work on a
specific topic to research. It compromises of theories of the phenomena in question.
The review of the literature is performed after the research problem and objectives of
the study have been identified, we can argue that it gives birth to the questions of the
phenomena to explore, Boats and Biele, (2005). The definition of literature as
"evaluative report of studies in the literature related to your selected area.
The review should describe the compile, evaluate and clarify this literature. It is
intended to be a theoretical basis for the research and help you to the nature of their
own research". A literature review can be considerably as the selection of the
available official papers both published and unpublished on the study which the
evidence, thoughts, data and excitation written by a certain perspective to meet
specific objectives or express certain views on the nature of the issue and how it is to
study and the effective evaluation of these documents in relation to the proposed
research, Hard (1998).
The public administration is a distinctive field of activity includes all the features of
officials in the institutions of the community with public services and goods, Cloete,
(1985). In relation to the focus, the traditional approach in South Africa postulates
that the body of knowledge about the public administration consists of public
institutions and their functions. This study is to determine whether transformational
leadership contributes to the performance of the service and good governance, and
19
the objective of this research is to investigate how the transformational leadership
style can improve service delivery. We will start by looking at the term governance so
that it should understand that the study or reviewing of the relevant literature is
based on the government entity which has its mandate.
2.2 THE CONCEPT OF LEADERSHIP Leadership is one of those issues in which interest never wanes; not surprisingly, as
the action of leaders ultimately has the potential to change the course of our history.
Despite the high stakes and the importance of leaders’ decisions, effective
leadership still seems to be very much in the eye of the beholder. Often effective
leadership is judged by results or outcomes that in many cases are beyond a
leader’s control. This makes the study of leadership difficult. It is an important
concept, but applying that concept is problematic: What defines great leadership?
Are great leaders always good? Is great leadership the same as effective
leadership? Effective according to whom, and over which period of time? In the light
of these questions, leadership seems just as much an aesthetic as a scientific
phenomenon (Jugde et al., 2006). With these thoughts in mind, the following section
sets out first to define leadership and then tries to give an historical overview of
leadership research up until the emergence of transformational leadership theory.
Leadership research can be traced back to the early twentieth century; however, an
organized scientific approach to the study of leadership did not fully emerge until the
early 1930s, House & Aditya, (1997). Although it is difficult to divide the literature on
leadership into narrow timeframes with clear-cut boundaries, it is quite possible to
grasp a number of central themes for the purpose of providing an overview. This
brief review does not, however, do justice to the wealth of perspectives on specific
leadership topics, since space and purpose preclude a more in-depth treatment. The
earliest work reflected the then popular assumption in society of there being a “great
man”, the thesis that great men move history forward because of their exceptional
characteristics as leaders. The theory suggests that over the course of history a few
men (women were completely overlooked) will move history forward substantially
because of their greatness, especially in times of crisis or great social need.
Although “hero worship” is still alive and well in popular culture and biographies, and
this line of thinking has more sophisticated echoes later on in the trait and situational
20
leadership periods, the great man theory is indisputable and therefore unusable as a
scientific theory, Van Wart, (2003). Leadership research in the early twentieth
century, however, was very much focused on leader traits and characteristics in an
effort to identify successful leaders. Researchers developed personality tests and
compared the results against those perceived to be leaders.
The studies investigated individual traits such as intelligence, birth order,
socioeconomic status, and child-rearing practices, Bird & Stogdill, (1948), and by the
1940s empirical studies had accumulated in very long lists of desirable traits, Bird &
Jenkins (1947). This approach was, however, problematic because the lists only
became longer and longer and identified traits were not powerful predictors across
situations. Leaders must, for instance, be decisive but also flexible and inclusive. As
Van Waart, (2003) concluded “Without situational specificity, the endless list of traits
offers little prescriptive assistance and descriptively becomes little more than a
laundry list”. After Stogdill’s (1948) deva sting critique of pure trait theory in 1948, it
fell into disfavour as being too one-dimensional to account for the complexity of
leadership.
The next wave of leadership studies came to focus on leadership behaviour and
leadership style, which was a popular approach from the late 1940s to late 1960s.
One early example was the Ohio State Leadership Studies, which started by
collecting over 1,800 statements related to leadership behaviour. After continually
distilling the behaviours, researchers arrived at two underlying factors: initiation of
structure and consideration. Initiation of structure describes the concern with
organizational tasks and includes activities such as organizing, planning and defining
the tasks and work of employees, (Waart, 2003). Consideration describes the
concern with individuals and interpersonal relationships and includes behaviours
related to employees’ social and emotional needs as well as their development.
Empirical research sought to determine which kind of behaviour was preferable, but
in the end could not arrive at any certain conclusions, Ginnet, & Curphy, (2006).
As a reaction to the inconclusive results regarding effective leadership behaviour and
style, researchers came to focus in the late 1960s on the influence of the situation
and the context in which leadership takes place. Effective leaders were now
suggested to be those who were able to adapt their leadership style to the
requirements of their followers and the situation. A number of different theories
21
evolved, such as Blake and Mouton’s (1969) leadership grid and Hersey and
Blanchard’s (1969) situational leadership model. Other examples included Vroom
and Yetton’s (1973) normative decision model, Fiedler’s (1964) contingency theory
and House’s (1971) path-goal theory. Contingency theories of leadership turned out
to be very popular, for several reasons. To begin with, they were useful as an
answer to the overly authoritarian styles that had developed with the rise of large
organizations.
Second, they were useful as teaching tools for managers, who appreciated the
elegant constructs even though they were descriptively simplistic. As a class,
however, these theories generally failed to meet scientific standards, probably
because they tried to explain too much with too few variables, Hughes et al., (2006).
By the early 1980s there was considerable disillusionment with leadership theory
and research, attributed to the fact that most models of leadership accounted for a
relatively small percentage of variance in performance-related outcomes, Bryman,
(1992). Out of this pessimism a new wave of alternative approaches emerged.
Unlike the traditional leadership models with a focus on rational processes and
leader behaviours such as leader-follower exchange relationships, the new
leadership models emphasized emotions, values, and symbolic leader behaviour.
Emerging from these early works were charismatic and transformational leadership
theories that have become the most frequently researched of their kind over the past
20 years (Avolio et al., 2009).
2.2.1 Leadership defined In the early days of study in the field of leadership, focus was placed on the
individual leader, who was most likely an American male working in a large private
sector organization. Today, the focus in the field of leadership has shifted from
considering the leader alone to incorporating followers, peers, context and culture,
representing a much wider array of individuals from public, private and not-for-profit
organizations in nations around the globe. Accordingly, leadership is no longer
merely described and defined as an individual characteristic but is also described in
various models as being dyadic, shared, relational, strategic, global, and a complex
social dynamic, Avolio & Yukl,( 2010). Proposing a definition of leadership that would
be recognized by most researchers is difficult since there are so many different
22
approaches to understanding and studying leadership. A simple definition may be
that leadership is the directing of the activities of a group towards a shared goal.
Such a definition, however, overlooks the many nuances of leadership. Although
Burns (1978) estimated the number of definitions of leadership to exceed 130, Yukl
(2010) concludes that most definitions of leadership see it as “…a process whereby
intentional influence is exerted over other people to guide, structure and facilitate
activities and relationships in a group or organization”. Consequently, leadership can
be understood as both a specialized role held by an individual and an influence
process, Woods & West, (2010). The leadership process can be envisioned as a
complex exchange, involving the interaction of the leader, the follower and the
context. It is both interactive and dynamic because leaders influence followers,
followers influence leaders, and all parties are influenced by the context in which the
exchange takes place, Pierce & Newstrom, (2011).
2.3 THE CONCEPT OF SERVICE DELIVERY Local government is the third sphere of government, and as the government closest
to the people is regarded as a vehicle for delivery of services to communities.
However, the perceived slow pace of service delivery by municipalities has resulted
in growing impatience and dissatisfaction, particularly among poor communities,
which has been demonstrated by spontaneous protests and unrest across the
country. In terms of section 40 (1) of the Constitution of the Republic of South Africa
(Act 108 of 1996), government is constituted as national, provincial and local
spheres, which are distinctive, interdependent and interrelated. This establishes local
authorities as a distinctive sphere, with a mandate to govern, to provide services
such as water, electricity, houses, roads and sanitation, and to promote social and
economic development. Section 178 of the Interim Constitution Act 200 of 1993
provides that local government conduct its administrative and financial affairs along
sound principles of public administration, good government and public accountability
(Gutto, 1996). Local government must therefore be restructured and adjusted to
meet the dictates of Chapter 3 of the Bill of Rights.
The Constitution of 1996 assigns these responsibilities to local government systems
and officials. In relation to the above, the Inter African Group (2007) has reiterated
23
that constitutionalism is a principle that upholds a system of governance based on
the consent of the governed and anchored in agreed on rules and procedures. One
can assume this consent and agreement are enablers of human security achieved
through constitutional stability. The group further argues that a constitution should
aim at bringing about an overall situation of societal wellbeing in an environment
marked by harmony, credibility and predictability of the socio-economic and political
order grounded in the rule of law.
Local government is considered by communities to be the delivery arm of
government in South Africa and poor communities feel betrayed because their active
participation in government-provided spaces for participation, such as municipal
elections, ward committees and integrated development planning (IDP), has not
yielded the results of promised development, Theron, (2008). Legitimate government
attracts respect from its citizenry, who generally cooperate and participate in
implementing its policies and thus promote stability.
Ngwenya (2011) states that while South Africa have a liberal constitution a question
remains as to how effective it is at enhancing human security. Considered as a
relatively stable state, with a sophisticated infrastructure, she notes that the country
is nevertheless afflicted by high levels of poverty and unemployment, with the ruling
party regularly accused of intolerance to organized opposition, of widespread
corruption and of poor service delivery. She concludes that “one is tempted to agree
with libertarian thinker Murray Rothbard, that constitutions are incapable of
restraining governments and do not protect the rights of citizens from their
government”. Service delivery is not a privilege but a right, according to the
Constitution, but accompanying those rights are certain responsibilities on the part of
the citizenry. For example, citizens are expected to pay water and electricity rates.
The difficulty arises when the citizens are unemployed and do not have an income
that allows them to maintain payments, a problem worsened for young people
hoping to start out in life.
24
2.4 THE CONCEPT OF “GOVERNANCE” IN THE MODERN PUBLIC SECTOR ORGANISATIONS Governance is concerned with how societies, governments and organisations are
managed and led. Importantly, this includes how they structure and otherwise order
their affairs, make decisions and exercise powers, and manage their relationships
and accountabilities. Official governance frameworks and standards, which have
been developed across sectoral and geographical boundaries, contain
commonalities and differences in their illumination of key governance concepts,
principles and applications. These features are not developed in a social, political
and legal vacuum; they reflect underlying values, practices and other norms of
governance, they are enshrined in the governance architecture and arrangements
for Australia’s system of government and public administration, and they are
responsive to the evolution of governance thinking and practice over time.
Kirillo (2005) defines governance as the set of responsibilities and practices, policies
and procedures that are exercised by the executives. He argues that through the
accomplishment of these objectives, municipal governors are able to provide
strategic direction, manage risks and use resources responsibly and with
accountability to ensure that the desired strategic objectives are achieved. Kirillo
(2005) also points out that the existence of effective governance is pivotal for
realizing successful organisational performance. In view consonant with Kirillo’s
(2005) perceptions of governance, the International Institute of Administrative
Sciences (2011) construes that governance is a broader notion than government.
The International Institute of Administrative Sciences (2011) interprets that
governance involves interaction between formal institutions and the civil society, and
as thus connotes the traditions and institutions by which authority in a country is
exercised. In other words, the International Institute of Administrative Sciences
(11AS) (2011) perceives that governance connotes a process by which the
authorities are selected, monitored and placed in the capacity of the government to
effectively formulate and implement sound policies that impact on social, political and
economic situations in a country. However, Young’s (2005) noted that the notion of
governance goes beyond formal governing using bodies such as boards or councils
to encompass other groups that form part of the strength of the partnerships within
an organisation, between stakeholders and across its various parts that make up its
25
system of governance. According to Carrim (2011), a good governing body is based
on strong partnerships and broad, grass-roots participation in its own internal work
as an effective board and supports the development throughout an organisation of:
accountability, conformance, leadership and performance.
Carrim (2011) explains that accountability and conformance deals with how an
organisation assesses if it performing effectively, efficiently and ethically in the best
interests of all stakeholders, and in accordance with the law, regulations, probity,
accountability and openness. On the other hand, Wylie and King (2005) posit that
leadership and performance refer to how an organisation sets a vision, develops
plans, policies and strategies focused on improving outcomes and performance, and
helps to build strong and productive partnerships between all of its stakeholders.
As a starting point, I am going to define governance as a government’s ability to
make and enforce rules, and to deliver services, regardless of whether that
government is democratic or not. I am more interested in what Michael Mann labels
“infrastructural” rather than “despotic” power, Mann (1984). The reason I am
excluding democratic accountability from the definition of governance is that we will
later want to be able to theorize the relationship between governance and
democracy. The current orthodoxy in the development community is that democracy
and good governance are mutually supportive. I would argue that this is more of a
theory than an empirically demonstrated fact, and that we cannot empirically
demonstrate the connection if we define one to include the other. In this initial
conceptualization, the quality of governance is different from the ends that
governance is meant to fulfil.
That is, governance is about the performance of agents in carrying out the wishes of
principals, and not about the goals that principals set. The government is an
organization that can do its functions better or worse; governance is thus about
execution, or what has traditionally fallen within the domain of public administration,
as opposed to politics or public policy. An authoritarian regime can be well governed,
just as a democracy can be maladministered. As Rothstein (2011) points out, it is not
so easy to separate governance as implementation from the normative ends that
government is meant to serve. It is not clear that a well-governed state is one that
has ruthlessly efficient concentration camp guards as opposed to bribable ones. On
26
the other hand, once one starts to introduce substantive ends as criteria for good
government, it is hard to know where and when to stop.
Governance is characterised by its ability to make decisions and its capacity to
enforce them. In particular government is understood to refer to the formal and
institutional processes which operate at the level of the nation state to maintain
public order and facilitate collective action. Theoretical work on governance reflects
the interest of the social science community in a shifting pattern in styles of
governing, Rhodes, (1996). The traditional use of governance and its dictionary entry
define it as a synonym for government. Yet in the growing work on governance there
is a redirection in its use and import. Rather governance signifies a change in the
meaning of government, referring to a new process of governing; or a changed
condition of ordered rule, or a new method by which society is governed, Rhodes
1996. The process of governance leads to outcomes that parallel those of traditional
institutions of government, Rosenau, (1992).
Governance is ultimately concerned with creating the conditions for ordered rule
collective action; the outputs of governance are not therefore different from those of
government. It is rather a matter of difference in the process. Reviews of the
literature generally conclude that the term ‘governance’ is used in a variety of ways
and has a variety of meaning, Stoker, (1997). There is however a baseline
agreement that governance refers to the development of governing styles in which
boundaries between and within public and private sectors has become blurred. The
essence of governance is its focus on the governing mechanisms which do not rest
on recourse to the authority and sanctions of government. The governance concept
points to the creation of a structure or an order which cannot be externally imposed
but is the result of a municipality of governing and each other influencing actors,
Kooiman and Van Vliet, (1993).
What is interesting is how governance is used in a range of practitioner and
academic settings in an attempt to capture a shift in thinking and ways of working. In
Britain and United States the word governance has undoubtedly entered the
vocabulary of the elected and unelected officials, Osbome, (1992). Governance also
has a resonance in the policy debates of other western democracies. In developing
countries, too, governance has entered the policy arena. For the World Bank it is at
times reduced to a commitment to efficient and accountable government, Gaebler
27
(1992). Other uses it more broadly, and in tune with the tenor of this article to
recognise the interdependence of public, private and voluntary sectors in developing
countries. Of course governance is sometimes used rhetorical than substantive
reasons. At times governance appears to be used in place of government as if
‘government’ was a difficult word to sell in a privatised, market-orientated society,
Osbome and Gaebler, (1992).
Governance is about a reinvented form of government which is better managed.
Osbome and Gaebler work is about how a government might make sensible and
effective use of a wider range of tools beyond the direct provision of services.
Governance for them is about the potential for contracting, franchising and new
forms of regulations. In short, it is about what others refer to as the new public
management, Hood (1991). Governance is on occasions used to provide the
acceptable face of spending cuts. It is a code for less government. The rise of
governance is undoubtedly reflects to a degree a search for reductions in the
resource commitment and sending of government. It involves recognition of the limits
of government, yet its rise reflects a range of broader forces. Governance is not the
narrow product of fiscal crisis.
The academic literature on governance is eclectic and relatively disjointed, Jessop
(1995). Its theoretical roots are various, institutional economics, international
relations, organisational studies, developmental studies, public administration,
political science and Foucauldian, (2000) inspired theories. Its precursors would
include work on corporatism, policy communities and a range of economic analysis
concerned with the evolution of economic systems.
Most commentators now accept the futility of trying to develop an ideal one-size-fits-
all definition or model of governance, as well as the importance of systemic,
jurisdictional and other underlying contexts for the usefulness of any definitions or
models of governance that are used. Just as there is no single and universal theory
of corporations across disciplines, so too ‘there is no one theory of governance in
political science and public administration, Chhotray and Stoker (2009). Nor does
law or any other discipline supply such an overarching theory of governance. At its
most basic level, governance covers ‘the management of the course of events in a
social system’, whether such systems are conceived in organisational, sectoral or
broader terms, Horrigan (2010). In that sense, the governance of systems embraces
28
their structures, internal and external interactions, and modes of decision-making
and other behaviour. In this vein, Chhotray and Stoker formulate an all-embracing
definition of ‘governance’ as follows (2009).
Governance is about the rules of collective decision-making in settings where there
is a plurality of actors or organisations and where no formal control system can
dictate the terms of the relationship between these actors and organisations. In
short, governance is concerned with how and why systems of all kinds are
constituted and operated. Beyond the commonly agreed position that all kinds of
governance across the public, private, and community sectors require attention to
core elements such as performance and accountability, each of those features also
has different levels of meaning, application and context, about which there is
relatively less consensus.
Finally, all conceptions and definitions of governance-related concepts are
contingent upon the particular scholarly, regulatory or another perspective that
governance observers and participants bring to their governance standpoint or role,
Johl, (2002). The Recent debate about governance has focused on the extent to
which it is government-orientated (as distinct from society-centric and, thus, involving
non-state participants), relationship-focused (as distinct from hierarchical and
authority-based), and network-centred (as distinct from organisation-based). The
question of which of these models or orientations best suits the twenty-first-century
governance environment is problematic because each provides Public Sector
Governance in Australia, Waart (2010). As governance is a multi-dimensional
concept, the term ‘governance’ is used differently depending upon the frame of
analysis, the standpoint of the observer and the particular sector or aspect under
scrutiny. Understood from an organisational perspective, for example, the corporate
governance of a public sector body connects to other orders of governance at
governmental, societal and organisational levels.
The concept of ‘the state’ as a nation (with associated governance and regulatory
dimensions) can be contrasted with the concept of self-governing states and
territories in a federal system of government, as exists in Australia, Canada and the
United States. As the role of the nation-state has changed under the pressures of
new governance and the new regulatory state (chapter 2), so too must our
understanding of the nature and forms of governance. Governance is increasingly
29
responsive, for example, to multi-stakeholder standard-setting, non-state
engagement in policy networks, external and independent monitoring of government,
and the pressures of participatory governance and deliberative democracy, Chhotray
and Stoker (2009).
As the Australian Public Service Commission (APSC) acknowledges in its
assessment of the new environment for public sector performance and
accountability, the old governance model of ‘hierarchical modes of decision-making’,
‘sequential approaches to problem-solving’, and ‘single points of accountability’ no
longer fits all governmental functions and must adapt to accommodate ‘new public
policy implementation models’ that are more ‘collaborative’ and be otherwise
responsive to policy challenges that straddle traditional departmental lines of
authority, APSC, (2009). This view of governance in transition also reflects aspects
of vertical and horizontal governance. In this way, governance now engages
multiple institutions and participants in multiple governance interactions. Various
governance systems containing ‘a plurality of actors’ interact with one another in a
series of ‘interconnected governance networks’, employing multiple mechanisms for
distributing, wielding, and rendering accountable the exercise of power in society. At
this level, governance focuses upon ‘the mechanisms (institutions, social norms, and
social practices)’ through which social goods such as ‘democracy, honest and
efficient government, political stability and the rule of law’ are ‘instantiated’ in such
systems, Burris et al., (2005).
The outcomes of the Governance Stream at Australia’s 2020 Summit, for example,
focus in part on ‘the need to strengthen the participation of Australians in their
governance’. This occurs in part through the development of ‘innovative mechanisms
to increase civic participation [and] collaborative governance to strengthen civic
engagement and trust facilitates “deliberative democracy” and strengthen citizen
engagement’ PM&C, (2008). In turn, this idea of citizen engagement has thematic
links with collaborative governance within the government as well as participatory
governance with societal stakeholders.
Nation-states and governments remain central to all systems of governance,
regulation and responsibility, Bell and Hindmoor (2009), but there are on-going
fundamental changes in how governments engage with the people and how the
people hold those who wield institutional power accountable. So, while governments,
30
therefore, remain firmly at the helm in their own right or, alternatively, at the centre of
networks that are devoted to national and global public policy development, non-
state institutions and actors are increasingly coming to the fore, especially through
multi-stakeholder standard-setting initiatives and extra-governmental mechanisms of
societal scrutiny, Keane (2009). This development also relates to democracy’s
evolution to embrace such features, as is considered later in this chapter. Indeed, as
this chapter shows, there are strong connections between governmental and non-
governmental stakeholders, their involvement in different democratic mechanisms,
and various orders of governance and their underlying values.
2.4.1 Public governance Public governance occupies a central place in this scheme of governance-related
concepts. It focuses on governance within the public domain at large, including but
not limited to the function and operation of government. This acknowledges that
governance in the public sector covers broader processes extending beyond the
formal structures of government, Davis and Keating (2000). Public governance,
therefore, embraces not only governance as it relates to the institutions and business
of government, but also government’s engagement with non-government parties in
the governance process. Considered from this perspective, the general notion of
‘governance’ (and ‘governing’) is conventionally associated with ‘the processes that
create the conditions for the ordered rule and collective action within the public
realm’ Chhotray and Stoker (2009).
In the age of ‘new public governance’ , for example, governance in the guise of
‘public governance’ can be broken down into subcategories such as ‘socio-political
governance’ (i.e. governance of societal relations), ‘public policy governance’ (i.e.
governance of the public policy process), ‘administrative governance’ (i.e.
governance of the business of government), ‘contract (or third party) governance’
(i.e. governance of public procurement and contracted service delivery to the
people), and ‘network governance’ (i.e. governance through state and non-state
networks that are engaged in policy-making and public service delivery), Osborne
(2010). Collaborative governance might also be added to this list, given its operation
within and between levels of government, and even beyond government (e.g.
participatory governance), as well as its relationship to some of these governance
31
spheres (e.g. network governance). Public sector governance also straddles several
of these spheres.
As such, public governance embraces relations between different governments and
societies as well as relations within the one society and level of government. In this
sense, it captures ‘that other sense of “governance” … which sees our communities
“governed” through complex interactions between the public (government), private
(market) and civil (third) sectors, emphasising the importance of constructive
networking between these sectors’, Wettenhall (2005). More broadly, the debate
between ‘society-centric’ and ‘state-centric’ views of governance, Bell and Hindmoor
(2009) can be seen as part of a wider evolution of ideas, forms, and tools of
governance that remains a work-in-progress on multiple levels, not least in the public
sector, Chhotray and Stoker (2009). This particular conception of governance can
also be viewed within the broader perspective of global public governance, in which
transnational government networks operate as the hubs of a series of interconnected
networks, which involve governmental, business, and community actors who are all
engaged ‘in the pursuit of a larger conception of the global public interest’, Slaughter
(2004). The point in common is that public governance is integrally involved with
government, but also transcends government at both national and international
levels.
Despite public governance’s increased attention to governance networks that involve
a range of actors, Rhodes (1997), the state-centric perspective has remained highly
influential, and covers several approaches: top-down authority and control (e.g. law
and coercion), network steering by government, policy and regulatory instruments
(focused on effectiveness and efficiency) and the role of institutions, Peters and
Pierre (2000). Operating within this frame, ‘governance’ is regarded as ‘the tools,
strategies, and relationships used by governments to help govern’, Bell and
Hindmoor (2009). This more discrete and government-focused notion of governance
resonates particularly with public sector governance and its focus upon the ‘steering’
role of government in society.
2.4.2 Integrated governance The new phase, integrated governance, which began in the 2000s, had an impact on
relationships within and the coherence of the public service, delivery and
implementation, and performance and responsiveness to government policy. Four
32
dimensions were designed to draw together fundamental aspects of governance:
resurrection of the central agency as a major actor with more direct influence over
departments; whole-of-government as the new expression of a range of forms of
coordination; central monitoring of agency implementation and delivery; and
departmentalisation through absorbing statutory authorities and rationalising the non-
departmental sector. A centralising trend within the Commonwealth system was also
identified within specific policy sectors. In combination, these provide the basis for
integrated governance, Halligan (2006).
These trends placed greater emphasis on horizontal relationships through cross-
agency programs and collaborative relationships. At the same time, vertical
relationships were extended and reinforced. The whole-of-government approach was
centralising in that central agencies were driving some policy directions across
agencies and the public service. The result was the tempering of devolution through
strategic steering and management from the centre and a rebalancing of the
positions of centre and line agencies, Bell and Hindmoor (2009). An underlying
element was political control: the use of programs to improve financial information for
ministers; greater emphasis on strategic coordination by the cabinet; controlling
major policy agendas; the abolition of agencies and bodies as part of rationalisation
and integration; and monitoring the delivery and implementation of government
policy. These measures increased the potential for policy and program control and
integration using the conventional machinery of the cabinet, central agencies and
departments as well as other coordinating instruments. The intensity of the
Australian reassertion of the centre and the ministerial department resulted from both
system shortcomings and a response to the threat of uncertainty, which favoured the
security of a stronger centre.
A core principle of the 1980s was to require departments to manage as well as to
provide policy advice. The language of the mid-2000s came to emphasise effective
delivery as well as policy advice with the latter defined in terms of outcomes
Shergold (2004). Departmentalisation was expressed through absorbing statutory
authorities and reclaiming control of agencies that were managed by hybrid boards
that did not accord with a particular corporate (and therefore private sector)
governance prescription. Underlying change, then, was a mainly state-centric focus
on sorting out the architecture and processes of systems to provide for more
33
effective government. Less apparent was thinking and action about external
relationships. Those concerns were evident in the whole-of-government agenda, and
the rhetoric intensified about citizen engagement and collaborative governance
O’Flynn and Wanna (2008), but the Commonwealth government had yet to centre
public governance more clearly within societal processes. The public trust is
connected to democracy’s evolution and resultant impact upon governance, in the
following sense. The public trust remains a central concept that underpins the
system of government, accountability to the electorate and democracy’s evolution to
embrace meaningful public engagement beyond periodic elections.
2.5. FACTORS THAT DETERMINE THE EFFECTIVENESS OF TRANSFORMATIONAL LEADERSHIP STYLE IN BCMM. The issue of transparency, accountability and motivation for employees is vital to
leadership and service delivery in societies and in governance. The transformational
leadership style introduces a new way of thinking and analysing that can bring about
a change in the way thing are done in the public service. Transformational leadership
style has been considered to foster pro-organizational employee behaviour not only
beyond expectations but also beyond self-interest, Avolio et al., (2009). In fact,
getting followers to ‘‘transcend their own self-interest’, Brown and Trevin˜o (2006),
and transforming their perspective from own goals to group or collective goals has
even been described as ‘‘the essence of charismatic and transformational
leadership’’ (Van Knippenberg et al. (2004).
New public management, or managerialism, is part of a wave of new ideologies that
found its way into the public sector. The idea was to import business models into the
public sector in order to make them more market-oriented, with the goal being
increased effectiveness and control, Edwards, (1998). A new market orientation was
introduced into Sweden’s social services as a way of managing cutbacks to their
budgets. Parallel to these organisational changes, job satisfaction among employees
was decreasing and the demands of user participation increasing, Wolmesjö, (2005).
In the aftermath of these changes, new demands are now placed on those in
leadership roles, and the need for knowledge as to how to lead these transformed
organisations has increased. With even more upheaval in the future anticipated as
the result of changing legal, social, technological, and competitive circumstances,
34
good leadership is seen as being the key to retaining employees and managing the
rapid pace of change in today’s social service organisations, Lawler, (2007).
One leadership model that seems promising in terms of managing the on-going
changes in social service organisations is transformational leadership. It is a
leadership model based on visions and empowerment that has demonstrated a
positive effect on both organisational outcomes, such as performance, and employee
attitudes and health, Hurst, & Livingston, (2006). However, the usefulness of
transformational leadership in the public context is widely debated, Borg, & Guzman,
(2010), and many public sector scholars argue that the organizational context in
public organizations in terms of size and structure, for example, makes
transformational leadership difficult or even unethical to pursue, Currie & Lockett,
(2007).
Although transformational leadership style has been the dominant focus of
contemporary leadership research, and although positive effects of transformational
leadership style have been established, surprisingly little is known of the
transformational leadership process, such as the way in which its emergence and
effectiveness are influenced by context. Accordingly, several scholars have called for
additional research on the mechanisms of transformational leadership, Yukl, (2010).
Knowledge of the underlying psychological processes, mechanisms, and conditions
through which transformational leaders influence their followers’ attitudes and
behaviours is important, as it contributes to a better understanding of why
transformational leadership is effective and a greater ability to predict and account
for those times when transformational leadership behaviours emerge and are
effective, Walumbwa, & Weber, (2009). In all, this calls for further investigation of the
transformational leadership process in general and in the public context such as the
social services in particular.
Transformational leadership is focused on vision articulation and does not have a
direct connection with mission valence. Public employees find their organisation’s
mission as relevant when their leaders create clear and appealing perspectives of
the organisation’s mission. The inspirational power of public missions should be
fostered, successful leaders employ both words and deeds to direct and stimulate
35
their employees, and extrinsic rewards can play an outstanding function in
stimulating public employees. Transformational leaders raise the employees’
awareness of the relevance of organisational values and outcomes and stimulate
their higher-order necessities, Wright et al., (2012). Leadership entails both an
individual dimension and a networking one. Leaders may have an individual
leadership development during their career.
Different leaders interact in complementarity at various levels of leadership practice
and in an inter-organizational mode (complementarity prevails against authority in
public management). The levels of leadership development may not correspond to a
status: status is an occasion for leaders to substantiate their practice with prevalent
topics, and may not guarantee the development of the leader. In the public sector,
the practice of leadership is justified by the coexistence of political and administrative
logics. Leadership not managed at the adequate level of action can have notable
results in terms of efficiency and effectiveness Lemay, (2009). Transformational
leadership may stimulate intentional action and high public employee performance
Popescu, (2014), may be positively associated with follower performance, and may
be a substantial match for a workforce with high levels of public service incentive.
Fostering the perception of task importance among employees can augment their
incentive and endeavour. Public sector leaders can successfully employ beneficiary
contact and self-persuasion interventions to turn their perspectives into a concrete
reality.
Leaders can be efficient only insofar as they prevail in making their messages
reliable. Bellé, (2014) Transformational and participative leadership behaviours are
significant in teams where communication is driven by technology: transformational
behaviours that are emotional in nature may appear rarely in virtual teams, involving
employees in the decision-making process may be time-consuming in virtual
environments, whereas technology-mediated communication may have a negative
influence on leadership behaviours and on followers’ perceptions of them. Some
leaders may boost transformational behaviours in virtual settings, whereas others
may diminish them. Virtual teams function under conditions of a challenge, confusion
and uncertainty, Purvanova and Bono, (2009).
36
2.5.1 The Relationship between Transformational Leadership and Team Performance Transformational leaders create an attractive perspective of the organisation’s
mission and future and stimulate and facilitate their followers to work toward that
vision. Transformational leaders operate as a role model and create employee trust
and pride in the organisation, intellectually encourage followers to challenge old
presumptions about organisational problems and practices, Nica, (2013), and modify
employee perceptions of goal significance and transparency. Organisational aims set
up a perspective of a desired future state, which supplies both a reason for the
organisation’s existence and standards by which performance can be evaluated,
Wright et al., (2012). Direct supervisors have a notable influence on someone’s
work-related identity, being relevant as socialising agents as executive leaders do in
indicating a set of institutionalised values. Institutions should transfer public service
values from the institution in which they are incorporated to the individual’s identity,
Mărășescu, (2014) as a member of the institution. Public service incentive is an
autonomous kind of identity regulation which relies on internalised values that are
the basis of an institution and its related identity (people will be public service
stimulated because they have internalised public service values, Vandenabeele,
(2014).
Organisational culture moderates the connection between leadership behaviour and
followers’ affective and normative commitment (leadership is a relevant element in
the commitment process). Transformational leaders highlight intrinsic rewards,
identify the significance of collaboration in accomplishing collective tasks, and
promote assessment of group achievements creating collective efficacy. Both
transformational leadership and contingent reward are positively associated with
affective and normative commitment. Transformational leadership does not clarify
how continuance commitment advances, Simosi and Xenikou, (2010). In the public
sector, it is not sufficient to concentrate only on leadership as a medium for carrying
out the change in the most successful way possible: transformational leadership
should aim at democratic norms and the role of citizens in both defining and
accomplishing shared aims, Peters, (2014).
Transformational leadership requires the leader to comprehend and support the
necessities of followers. Leaders must show integrity and trustworthiness to
37
accomplish organisational transformation and change. Democratic values,
citizenship, and service in the public interest are the normative basis of public
administration. The leaders and followers must incorporate citizens and public
servants at all levels of the organisational chart. Denhardt and Campbell, (2006)
Virtual communication determines a sense of uncertainty and ambiguity in virtual
followers. Transformational leaders may supply a sense of social context, structure
the work, Dan, (2014), and bring about a sense of predictability and certainty, may
create a sense of common mission, team cohesion and team identity, and can
establish certain aims and improve agendas for goal achievement. There is an
outstanding interplay between transformational leadership and team type in
forecasting team task performance. The most successful leaders enhance their
transformational leadership behaviour when they lead a virtual team, Purvanova and
Bono, (2009).
2.5.2 Part time Performance Effects of Leadership An organisation’s mission can motivate those who are aware of its existence and
comprehend its significance. Transformational leaders aiming to develop goal
transparency usually operate within the framework of formal performance
management systems, Doherty, (2014). Transformational leadership may be
effective in public and non-profit organisations that have powerful service- and
community-oriented missions, and specifies ways in which the organisation and its
leaders can enhance the perceived attractiveness or salience of the organisation’s
goal or social contribution, Wright et al., (2012). Transformational behaviours
advance a perspective that indicates the essential organisational aims, attempting to
share the vision with the employees and to support the employee’s attention to the
objectives. The conduct should be accomplished with the goal to trigger employees’
higher order need. Transformational leaders display behaviours that develop, share
and support a perspective through a set of intricate and intertwined actions,
attempting to make employees endeavour to attain organisational goals.
Transformational leadership is enacted by the leaders but is generally evaluated as
the perception of employees, Ladegaard Bro et al., (2014).
The values advanced by the supervisor are a representation of the institutional
values, transformational leadership and co-workers establish an approach to foster
and socialise institutional values, and the institutional values as a component of the
38
supervisor’s organisational function are transferred to the employee’s identity.
Leadership at a supervisory level can determine employees’ public service
motivation levels notably. Institutional elements have an outstanding effect on the
individual public service motivation level. Satisfaction of basic psychological
necessities has an influence on the socialising impact of leaders on compassion and
democratic governance, Vandenabeele, (2014). By promoting active and inclusive
participation, public leaders are instrumental in the development of citizenship. The
challenges of public leadership necessitate attention to transformation as both a
moral process and a change one, public administrators should articulate
organizations that can react directly and successfully to change endeavours, and all
change in the public sector entails normative and value-based problems because of
the character of democratic governance, Denhardt and Campbell, (2006).
Transformational leadership behaviours are more relevantly related to performance
in virtual than in face-to-face teams. Leaders modify their behaviour across team
types, Nica, (2014), but the character of the change is not constant across leaders
(they are likely to alter their behaviours based on context), effective leadership has a
greater chance to affect people and outcomes under conditions of social and
psychological uncertainty, and by advancing significant relationships with virtual
followers, transformational leaders can strengthen followers’ sense of being known,
Purvanova and Bono, (2009).
2.6 THE EFFECT OF LEADERSHIP ON IMPROVING SERVICE DELIVERY IN THE BCM Transformational leadership has been conceptualised as containing four behavioural
components: idealised influence, inspirational motivation, intellectual stimulation, and
individualised consideration, Bass, (1996).Bass, (1996) claims that some leaders
may be charismatic but not transformational in terms of their effect on followers.
Specifically, Bass contends that intellectual stimulation and individualised
consideration are not wholly charismatic in nature. Intellectual stimulation refers to a
leader’s behaviour that encourages followers’ creativity and stimulates innovative
thinking. According to Bass (1996), transformational leaders are tolerant to followers’
mistakes. They involve followers in problem-solving and are open to new ideas.
Individualised consideration refers to the role a transformational leader plays in
39
developing followers’ potential and paying attention to their individual needs for
achievement and growth.
A transformational leader strives to create new learning opportunities for followers
and tends to act as a coach or mentor. Transformational leaders create and utilise
two-way personalised communications with followers. Other relevant components of
transformational leadership will be discussed in more detail as comparisons with
servant leadership are made later in the paper.
When the leaders and followers are having a healthy working relationship in a
municipality or any government department, the service delivery is easy to be
accessible to the citizens. Objectives of local government are to provide democratic
and accountable government for local communities; to ensure the provision of
services to communities in a sustainable manner; to promote social and economic
development; to promote a safe and healthy environment; and to encourage the
involvement of communities and community organisations in the matters of local
government, Section 155 of the Constitution of the Republic of South Africa of 1996.
Now the government has a responsibility to deliver such services to the citizens and
the can only do that when the leaders and followers understand their roles in fulfilling
that mandate. South Africa is full of unskilled leaders and followers and that makes it
difficult for municipalities to perform to their best. Training and developing of public
officials is very important and it can improve public service in local government.
Corruption is the fruit on less illiterate government public officials and there is also a
need for them to be trained and monitored every time they handle a project.
2.6.1 Service delivery in the public sector The national elections were held, with the African National Congress (ANC) retaining
power and President Jacob Zuma returning as President of the country for a final
five-year term. Despite the ANC returning to power, service delivery remains one of
the biggest challenges that the government faces. In the 20 years of democracy, one
has seen some strides made in certain key sectors of the economy like education
and health, however, at a local government level, the quality and efficient delivery of
basic services to people like water, sanitation, housing and electricity remains a
huge challenge. In recent years one has witnessed an escalation in the number of
violent service delivery protests across the country with people frustrated at the slow
pace of delivery and also at corrupt practices that have become endemic in some
40
municipalities. It is important to look at some of the challenges within local
government in order to understand how they hamper service delivery.
2.6.2 Key challenges hampering service delivery Some of the key challenges within local government that are hampering service
delivery include the following, Human resource challenges with regards to skills and
capacity in municipalities. Many municipalities across South Africa just do not have
the people with the requisite technical skills and in cases where they do there is
sometimes a shortage of skilled personnel who can assist the municipality in
rendering quality services to the people Meyerson, (2011). Corruption and
maladministration, in many municipalities’ corruption and maladministration, has
become endemic and the lack of accountability or transparency in rendering services
to the people is a cause for concern. Financial challenges, across South Africa a
number of local municipalities are either bankrupt or on the brink of bankruptcy which
affects their ability to provide quality service delivery to the people. Lack of
awareness and lack of knowledge by communities with regards to their rights, this
hampers service delivery as communities do not know how or who to approach when
they face challenges regarding service delivery in their communities. This allows
some municipal officials to act with impunity knowing that the community will not
challenge this as they are not aware of their rights or the channels to follow when
these rights have been abused.
The slow rollout of services, when local municipalities do get their act together and
render services to the people often this is a slow and tedious process which hampers
the quality and efficiency of service delivery Boeker, (2012). The Buffalo City
Municipality has refused to comment on an audit that shows millions of Rands have
been mismanaged by metro officials. The auditor general's report found R479 million
in irregular expenditure in the 2014/15 financial year. Another R245 million has been
written off as unauthorised expenditure. Two former mayors have been implicated in
gross financial mismanagement that is still being investigated, AG Report 2015.
One can see that they are quite a number of challenges within local government that
hamper service delivery. In order for Buffalo City Metro to truly forge forward in this
post-Mandela and Mbeki era, it is of paramount importance that the government
pays particular attention to the quality and efficient delivery of basic services.
41
2.6.3 Economic and human development to improve service delivery The City of Cape Town boasts an R112 billion economy making it a valuable asset to
the economies and human resources development of the Western Cape and the
Southern African region. Despite this, the City faces sizeable economic challenges,
the most significant of which relates to the high levels of inequity and poverty,
relatively low levels of economic growth, and low levels of industry competitiveness
in relation to global players. Between 2013 and 2015 the Western Cape economy
grew at an average annual rate of 3, 3% while the City grew at an average rate of 3,
7%, Service delivery report 2015. Economic and human development is achieved
when there is an improvement in the material status of individual residents,
households and the City population as a whole. EHD leads and supports the
Council’s mandate to facilitate economic development in Cape Town and does so by
playing a key strategic role in the City through involvement in policy development
and the specialised services it offers. It is important for any local municipality or local
government to plan for the future of its citizens economically and educationally, I
commend some of our municipalities are having bursaries for its citizens to go and
further or improve their skills, the question is, are those people who are sponsored
come back and plague back to those respective municipalities. The lack of
competent leadership in our municipality is a disadvantage to our communities. We
also need to look at the relationship of political executives and public service.
2.6.4 The relationship between the political executive and the public service Both urban and rural localities are becoming increasingly complex units to govern.
The local area is not an island unto itself, a closed society. Rather, local areas are
increasingly part of a web of social, economic and political transactions that
transcend their boundaries. The actions of a wide range of civil and corporate
players impact on the local economy and society. Resources and capacity are
dispersed across different sectors and deployed for a variety of purposes. In this
context of complexity, developmental municipalities will need to be guided by strong
political leadership, able to make difficult policy judgements, work with a range of
players and guide the actions of the administration to promote the social and
economic well-being of local communities Davis, (2000). The developmental local
government requires a political leadership which: Provides community-wide
leadership and vision: Local communities are often diverse and contain a multiplicity
42
of diverging interests. By putting forward a vision for the local area, building
coalitions of common interest and encouraging the development of a vibrant civil
society, local political leadership can enhance the capacity of diverse groups of
people to act together around shared goals.
Constantly builds its capacity to make policy judgements: Governing is about
making choices, from the prioritisation of a range of demands to the allocation of
limited resources. Local political leaders can actively strengthen their ability to make
policy judgements through deepening their understanding of the dynamics in the
local area, anticipating changes and learning from past practice. Is accountable and
transparent: Accountability means being willing to account for one's decisions and
actions. The developmental local government requires a political leadership which
creates opportunities to account to the community over and above regular elections.
Increased accountability ensures that the actions of the Council reflect the
aspirations of the community, increases the legitimacy of the Council and deepens
local democracy McClelland, (1999).
Builds partnerships and coalitions, the challenge of meeting the needs and
aspirations of local communities requires a political leadership able to build
partnerships with communities, business, labour and other public agencies. A
political leadership that engages in on-going dialogue with a wide range of local
actors will be able to identify and act on opportunities to build partnerships between
sectors. In this way, human and financial resources and capacity can be mobilised to
achieve developmental goals. Represents the diversity of interests, Municipal
Councils which represent the diversity of interests within the local community is best
able to provide credible and effective leadership.
Municipalities should take active steps to ensure that representatives from groups
which tend to be marginalised (such as women, people with disabilities and the poor)
are encouraged to stand for elections. One way to achieve this is through running
candidate support programmes, which provide information to prospective candidates
on issues such as electoral systems and processes, and the functions and
operations of local government; and build skills in areas such as public speaking,
organising public meetings, fundraising and so forth. Demonstrates value for money,
43
Local political leadership is responsible for ensuring that local taxes are utilised to
the maximum benefit of the local community. Local political leadership should,
therefore, be concerned with the efficiency and effectiveness of the local
administration, and constantly seek to enhance performance and service quality,
White Paper on Local government Bird, (2012).
Local government administrations have seen changes in recent years. However,
these changes have not always been informed by a clear and coherent vision of the
roles and responsibilities of municipalities in a new era. As a result, they have not
always meant real transformation. The process of amalgamating the old race-based
municipal administrations, initiated by the Local Government Transition Act,
proceeded very differently in different municipalities. In many cases, the structures
and systems of better established municipal administrations (usually former white
municipalities) were adopted and extended to “absorb” staff from the smaller
administrations (usually former black local authorities). While this approach
minimised administrative disruption, it did not result in new, more effective or more
equitable ways of working. Minimal changes were made to the organisational
structure. In many instances amalgamation disadvantaged the staff of former black
local authorities as they were “slotted in” to job evaluation systems which weighted
formal qualifications above job experience. The process reproduced inequity and
made little attempt to enhance performance.
All the inherited weaknesses of the old administrative system remained intact.
However, many municipalities did use the amalgamation process to initiate a more
fundamental review of their administrative organisation. Some municipalities
undertook participative processes which drew a cross-section of staff into the
process of designing new organisations. Innovative approaches to strategic
management were introduced. Processes of staff communication and cultural
change were initiated. Functions were clustered together in ways which promote
service integration between line functions. These approaches have resulted in some
meaningful administrative changes. However, municipalities have experienced
difficulty in consolidating these gains because of the high levels of uncertainty during
the transition period. The amalgamation process was largely concerned with
addressing technical problems Service delivery report 2014. Little attention has been
paid to rethinking the basic principles on which the administration is organised. In
44
particular, new administrative capacities have not been built and administrative
€operations have remained locked in traditional approaches to service delivery. The
potential, skills and energies of the majority of the workforce have not been
harnessed for transformation.
Transformation for developmental local government requires a further process of
administrative reorganisation to gear municipalities to meet the considerable
challenges of social, economic and material development in all communities. Such a
process cannot hope to succeed unless management, organised labour and other
stakeholders develop a common vision and work together to achieve it. This is not to
say that there will not be a conflict between stakeholders over the nature and
process of administrative change. There are real differences of interest, and conflict
is inevitable. However, conflict and difference can act as constructive forces in
organisational transformation, provided that there is agreement on the objective sand
vision which drives change. If the shared vision is translated into measurable
performance indicators, different municipal stakeholders can measure their
contributions and those of others, towards realising common goals (see also Section
B: Developmental Local Government, 3.2).
The significance of political control in the Australian approach to public management
needs to be emphasised, even though much of the story about extending the political
executive’s influence predates this current period. The consistent pattern has been
for the political executive, in the drive for a more responsive public service, to
challenge elements of the traditional system. Three types of change have been
important: the strengthening of ministerial influence and resources, particularly
through the extensive use of ministerial advisors; the weakening of the public
servant’s position through the reduction in the breadth and exclusivity of the public
service’s senior roles; and, changes to the appointment and tenure of senior public
servants who lead agencies, Halligan (2001). It is important for the leadership of the
municipality to play its role of leading and let the followers do their job without and
interference from them. Proper or qualified leadership has an impact on service
delivery; our municipality is in need of such leaders, qualified, competent and anti-
corrupt type of leadership.
45
2.6.5 Principles for service delivery Eight principles for transforming public service delivery - the Bathe Pele principles -
have been identified. These are expressed in broad terms in order to enable national
and provincial departments to apply them in accordance with their own needs and
circumstances. The Batho Pele principles are:
2.6.5.1 Consulting users of services All national, provincial and local spheres of government must, regularly and
systematically, consult not only about the services currently provided but also about
the provision of new basic services to those who lack them. The consultation will
give citizens the opportunity of influencing decisions about public services, by
providing objective evidence which will determine service delivery priorities.
Consultation can also help to foster a more participative and cooperative relationship
between the providers and users of public services, White Paper on the
Transformation of the Public Service, (1997). The results of the consultation process
must be reported to the relevant Minister/MEC/ executing authority and the relevant
Portfolio Committee, and made public, for example through the media The results
should also be widely publicised within the organisation so that all staff are aware of
how their services are perceived. The results must then be taken into account when
decisions are made about what services are to be provided and at what level.
Consultation must be conducted intelligently. It should not result in a list of demands
that raise unrealistic expectations; rather, it should reveal where resources and effort
should be focused in future to meet the public's most pressing needs. The outcome
should be a balance between what citizens want and what national and provincial
departments can realistically afford and have the resources and capacity to deliver.
2.6.5.1 Setting Service Standards National, provincial and local government must publish standards for the level and
quality of services they will provide, including the introduction of new services to
those who have previously been denied access to them. In the case of certain
services, such as health, or education, national departments, in consultation with
provincial departments, may set standards which will serve as national baseline
standards. Individual provinces may then set their own standards, provided these
meet or exceed the national baseline. The provincial and local government may also
set additional standards for aspects of service not covered by national norms.
Similarly, departments may set intra-departmental service standards which will serve
46
as minimum norms for their institutions and components. These internal institutions
and components may also set additional service standards for aspects not covered
by intra-departmental norms. Service Standards must be relevant and meaningful to
the individual user. This means that they must cover the aspects of service which
matter most to users, as revealed by the consultation process, and they must be
expressed in terms which are relevant and easily understood. Standards must also
be precise and measurable, so that users can judge for themselves whether or not
they are receiving what was promised, WPTPS (1997).
2.6.5.3 Increasing access While some South Africans enjoy public services of first world quality, many others
live in third world conditions. One of the prime aims of Batho Pele is to provide a
framework for making decisions about delivering public services to the many South
Africans who were and still are denied access to them, within the parameters of the
Government's GEAR strategy. Batho Pele also aims to rectify the inequalities of
distribution in existing services. All national and provincial departments are required
to specify and set targets for progressively increasing access to their services for
those who have not previously received them. In setting these targets, institutions
which promote the interests of previously disadvantaged groups, such as the Gender
Commission and groups representing the disabled should be consulted, WPTPS
(1997).
2.6.5.4 Ensuring courtesy The concept of courtesy goes much wider than asking public servants to give a
polite smile and to say 'please' and 'thank you', though these are certainly required.
The Code of Conduct for Public Servants issued by the Public Service Commission,
makes it clear that courtesy and regard for the public is one of the fundamental
duties of public servants, by specifying that public servants treat members of the
public "as customers who are entitled to receive the highest standards of service",
WPTPS, (1997). Many public servants do this instinctively; they joined the public
service precisely because they have a genuine desire to serve the public. The
Principles of Batho Pele require that the behaviour of all public servants is raised to
the level of the best.
47
2.6.5.5 Providing more and better information Information is one of the most powerful tools at the customer's disposal in exercising
his or her right to good service. National and provincial departments must provide
full, accurate and up-to-date information about the services they provide, and who is
entitled to them. This must be done actively, in order to ensure that information is
received by all those who need it, especially those who have previously been
excluded from the provision of public services. The consultation process should also
be used to find out what customers and potential customers need to know, and then
to work out how, where and when the information can best be provided.
Implementing Batho Pele will require a complete transformation of communication
with the public. Information must be provided in a variety of media and languages to
meet the differing needs of different customers, WPTPS, (1997).
. This is essential to ensure the inclusion of those who are or have previously been
disadvantaged by physical disability, language, race, gender, geographical distance
or in any other way. Written information should be plain and free of jargon, and
supported by graphical material where this will make it easier to understand. There
should always be a name and: contact number for obtaining further information and
advice. All written information should be tested on the target audience for readability
and comprehensiveness. However, it should not be assumed that written information
alone will suffice: many people prefer to receive information verbally so that they can
ask questions and check their understanding.
2.6.5.6 Increasing openness and transparency Openness and transparency are the- hallmarks of a democratic government and are
fundamental to the public service transformation process. In terms of public service
delivery, their importance lies in the need to build confidence and trust between the
public sector and the public they serve. A key aspect of this is that the public should
know more about the way national and provincial departments are run how well they
perform, the resources they consume, and who is in charge, WPTPS, (1997)..
2.6.5.7 Remedying mistakes and failures The capacity and willingness to take action when things go wrong is the necessary
counterpart of the standard setting process. It is also an important constitutional
principle. There are a number of institutions, such as the Public Protector, the
Human Rights Commission and the Auditor-General, which serve to protect the
48
public from maladministration and impropriety by government departments.
However, such institutions should be seen as a last resort by citizens after
exhausting departmental remedies, and are not a substitute for swift, effective action
by service deliverers when services are falling below the promised standard, WPTPS
(1997).
2.6.5.8 Getting the best possible value for money Improving service delivery and extending access to public services to all South
Africans must be achieved alongside the Government's GEAR strategy for reducing
public expenditure and creating a more cost-effective public service. The Batho Pele
initiative must be delivered within departmental resource allocations, and the rate at
which services are improved will, therefore, be significantly affected by the speed
with which national and provincial departments achieve efficiency savings which can
be ploughed back into improved services. Many improvements that the public would
like to see often require no additional resources and can sometimes even reduce
costs. A courteous and respectful greeting requires no financial investment. Failure
to give a member of the public a simple, satisfactory explanation to an enquiry may
result in an incorrectly completed application form which will cost time and money to
put right. A few hours each month of a senior manager's time spent talking to their
customers and the staff who serve them - may be worth hundreds of rands in
research fees, WPTPS (1997).
In choosing the delivery options for their areas, municipalities should be guided by
the following principles Accessibility of services: Municipalities must ensure that all
citizens regardless of race, gender or sexual orientation have access to at least a
minimum level of services. Imbalances in access to services must be addressed
through the development of new infrastructure and rehabilitation and upgrading of
existing infrastructure. The Consolidated Municipal Infrastructure Programme has
been established to provide capital grants to assist municipalities in funding bulk and
connector infrastructure for low-income households and so extend access to
services. Accessibility is not only about making services available but also about
making services easy and convenient to use. Municipalities should particularly aim to
ensure that people with a disability are able to access municipal services and
amenities. Affordability of services: Accessibility is closely linked to affordability.
49
Even when service infrastructure is in place, services will remain beyond the reach of
many unless they are financially affordable to the municipality.
Municipalities can ensure affordability through setting tariffs which balance the
economic viability of continued service provision and the ability of the poor to access
services. Determining appropriate service levels, Services level which is too high
may be economically unsustainable and jeopardise continued service provision.
However, inadequate service levels may perpetuate stark spatial divisions between
low, middle or high-income users (particularly in urban areas) and jeopardise the
socio-economic objectives of the Council. Cross-subsidisation (between high and
low-income users and commercial and residential users) within and between
services. (See also Section G: Municipal Finance, under Point 1.3 "Equity and
redistribution").
The quality of products and services: The quality of services is difficult to define, but
includes attributes such as suitability for purpose, timeliness, convenience, safety,
continuity and responsiveness to service-users. It also includes a professional and
respectful relationship between service-providers and service-users. Accountability
for services, whichever delivery mechanism is adopted, municipal Councils remain
accountable for ensuring the provision of quality services which are affordable and
accessible. Integrated development and services, Municipalities should adopt an
integrated approach to planning and ensure the provision of municipal services. This
means taking into account the economic and social impacts of service provision in
relation to municipal policy objectives such as poverty eradication, spatial integration
and job creation through public works. Sustainability of services, On-going service
provision depends on financial and organisation systems which support
sustainability. Sustainability includes both financial viability and the environmentally
sound and socially just use of resources.
2.6.6 Approaches to service delivery Municipalities will need to seek an appropriate mix of service delivery options.
Choices about delivery options should be guided by clear criteria such as coverage,
cost, quality and the socio-economic objectives of the municipality. Delivery
50
mechanisms which municipalities can consider include the following options: Building
on existing capacity, Corporatisation, Public-public partnerships, Partnerships with
community-based organisations and non-governmental organisations.
2.6.6.1 Building on existing capacity Municipalities in South Africa have very different levels of administrative capacity.
Approaches which build on existing capacity must be based on an evaluation of the
skills, capacity and potential of the existing administration. In most instances, the
bulk of the workforce comprises semi or unskilled black workers, who have
historically been denied access to training and personal development opportunities
and alienated from the communities they serve. Management remains predominantly
white and historically schooled in rigid, authoritarian and out-dated management
practices. In this context, two approaches for improving internal efficiency are
managerial reform and worker empowerment. Both imply wide-reaching changes in
the way the administration is organised and operates. Management reform involves
building a culture and commitment to results and value-for-money. It also involves a
service-orientation where labour is a partner in delivering services to the community.
This stands in sharp contrast to the bureaucratic culture of budget maximisation,
centralisation and control, and the emphasis on inputs which is prevalent in many
municipal administrations.
Management reform measures include (but are not limited to): The introduction of
performance-based contracts for senior staff, Performance based contracts can
improve accountability and induce a focus on outputs. Municipalities should consider
the introduction of performance-based contracts for the first two or three reporting
levels of senior officials. These posts would remain professional appointments, but
employment contracts would specify job outputs (results to be achieved) and
performance standards. Contracts would be renewable based on an assessment of
performance against specified targets. The introduction of performance contracts
would need to be in accordance with fair labour practice. Revising or developing
codes of conduct, Existing codes of conduct tend to emphasise the prohibition of
certain actions, such as corruption or financial and ethical misconduct.
While these prohibitions are important and must remain in force, codes of conduct
should also bind employees to proactive action. For example, codes of conduct
could oblige management to act in the interests of the community, to consult relevant
51
stakeholders and to develop staff within their departments. Codes of conduct should
also deal with sexual harassment, and provide for investigation, disciplinary and
grievance procedures in this regard. Affirmative action, Municipalities need to
proactively ensure that the gender and racial composition of management reflect the
composition of South African society. Municipalities should develop affirmative action
programmes in line with the National Labour Relations Forum framework, and
develop mechanisms to support and monitor the implementation of their
programmes.
Mechanisms to improve performance include (but are not limited to): Empowering
and enhancing the skills of the frontline, Front-line workers interact with the
community and end-users of services on a daily basis. As such, they need to be
empowered to provide information, services and advice to the community. The front
line needs to be reskilled and encouraged to play a more active role in building
cooperative relations between municipalities and communities. If capacitated and
empowered, frontline staff can utilise the considerable knowledge and expertise of
those who actually perform delivery functions to enhance effective operations.
Strategies to develop the skills of front-line staff should be included in the integrated
human resource development strategies of municipalities, which should cover
capacity building, training, staffing, and labour relations. Decentralisation of
operational management responsibility: Within an organisational framework which
specifies clear objectives, outputs and performance standards, the decentralisation
of operational management responsibility encourages innovation and commitment.
Decentralisation can take different forms, from increasing the discretion of
operational management to the creation of self-managed work teams.
Decentralisation of management responsibility should be accompanied by training
and should be situated within a programme of organisational development.
2.6.6.2 Corporatisation Corporatisation refers to the separation of service delivery units from the Council (in
the same way that an external service provider is separate from the municipality).
Service units which are corporatized may be “ring-fenced” or have their budgets
separated from the rest of the municipal budget. They will be managed as
operationally autonomous units. Corporatisation allows Council to set policy and
52
service standards and hold the unit to account against those standards. It also offers
greater autonomy and flexibility to the management of the service unit to introduce
commercial management practices to the delivery system. Corporatisation can take
a number of forms, ranging from the establishment of public utilities similar to the
Water Boards which exist in parts of the country, to joint-ventures between
municipalities. Corporatisation may be particularly appropriate for municipalities with
large areas of jurisdiction, such as Metropolitan Councils. Where some municipal
functions are corporatized, reporting requirements and accountability mechanisms
must be clearly defined by the municipal Council. This is to ensure that lessons from
policy implementation are fed back into policy development.
2.6.6.3 Public-public partnerships Public-private partnerships or public joint ventures allow for horizontal cooperation
between municipalities to exploit economies of scale. They also allow for vertical
cooperation to improve coordination at the point of delivery. Public-public
partnerships are common internationally in areas such as joint purchasing consortia,
training initiatives, and technical support and information services Baker and
Gerlowski, (2007). Within South Africa, municipalities are beginning to explore
innovative partnership agreements, such as partnering with the Post Office for the
collection of municipal revenue. This makes it easier for citizens to pay their
municipal bills and decreases the strain which revenue collection places on
municipal capacity, White Paper on local government of 1998. Substantial benefits
can be derived from public-public partnerships, and municipalities are encouraged to
explore the options as individual organisations and through organised local
government associations.
Partnerships with community-based organisations and non-governmental
organisations Partnerships with community-based organisations and non-
governmental organisations can be effective ways of gaining access to external
expertise and experience. They can also stimulate local economic development.
Community-based organisations and nongovernmental organisations often have
particular skills relating to facilitating development initiatives, developing small,
medium and micro-sized enterprises, and capacity-building, Northouse, (2004).
Another advantage of these partnerships is that community-based organisations and
53
nongovernmental organisations often have close linkages with community groups
and can act as effective intermediaries in development initiatives.
Municipalities should also consider including non-governmental organisations and
community-based organisations in partnerships with other public or private
institutions. For example, some municipalities have found three-way public-private-
community-based organisation partnerships to be very effective with respect to
maintenance projects such as sewer rodding. In such partnerships the municipality
provides funding and project management capacity; the private sector contractor
provides access to equipment and training, and the community-based organisation
provides functions such as the recruitment and management of local labour and
community liaison. This approach enables the transfer of skills, creates employment
and provides an effective service without draining municipal capacity White paper on
local government, (1998).
2.6.6.4 Revisiting of the Municipal Service Partnership Policy According to the Constitution, the executive and legislative authority of a municipality
is vested in its municipal council. The Constitution gives municipalities the obligation
to ensure that municipal services are delivered in a sustainable way. This is a
daunting challenge. Despite the significant contribution made by recent public
infrastructure programmes, the demand for basic services continues to far outpace
available government finances.
It is difficult to quantify the precise extent of the municipal infrastructure and service
backlog. However, it has been conservatively estimated that the total cumulative
backlog is about R 38, 5 billion for a basic level of service. According to the analysis
of the Medium Term Expenditure Framework prepared for 1998/99, if these backlogs
are addressed through public sector resources alone, it will only be 2065 that many
communities will be able to get adequate services. The government has started to
make in-roads into the service delivery backlog, to date government has made over
R7 billion available through the Consolidated Municipal Infrastructure Programme to
help address the imbalance of the past in respect of municipal services.
The White Paper on Local Government of (1998) recommends that municipalities
look for innovative ways of providing and accelerating the delivery of municipal
services. The Municipal Service Partnership (MSP) Policy aims to provide a clear
54
framework within which to leverage and marshal the resources of public institutions,
CBOs, NGOs, and the private sector towards meeting the country’s overall
development objectives.
It is government’s explicit expectation that all stakeholders in this country want all the
people to have access to adequate municipal services and to contribute actively
towards the economy of the country. The MSP Policy has been derived from the
principles of Batho Pele (people first). It actively promotes through the integrated
development planning process an ethos of participation by consumers and other
stakeholders throughout the process of determining and implementing service
delivery options. It also endorses a service delivery culture that is just and takes into
account social and gender equity. Furthermore the MSP Policy encourages universal
access to basic municipal services, the progressive improvement in service
standards, and openness and transparency in the processes used for selecting
service providers. Underlying this are the core principles which service providers
must strive to implement, that is, services should be affordable and delivered
efficiently. Finally, the MSP Policy supports and encourages as contemplated in the
Framework for Restructuring of Municipal Services better information flows, value for
money, avenues for citizen’s redress and, importantly, courtesy in service delivery.
2.6.6.5 What are Municipal Service Partnerships? The MSP option is not an end in itself, but simply one of the means available to
municipalities to address the municipal infrastructure and service backlog. Too often,
the debate around MSPs is presented as an attempt by Government to actively
promote the private sector, at the expense of the public sector, as the mechanism for
municipal service delivery. MSPs are not intended to be a substitute for traditional
methods of direct service delivery. Nor should they be viewed as an alternative to
on-going efforts to improve the efficiency and accountability of service delivery by the
municipality itself. Instead, MSPs are intended to provide municipal councils with
greater flexibility in addressing service delivery needs. Further private-sector
involvement should primarily be aimed at achieving improved and greater levels of
services and leveraging additional capacity and investment.
The White Paper on Local Government, (1998) comments that “In assessing the
appropriateness of different service delivery mechanisms, the choice is not between
public and private provision. Rather the real issue is finding an appropriate
55
combination of options which most effectively achieves their policy objective.”
Section 78 of the Systems Act as amended, helps the municipality to decide which
would be the most viable option to provide the service. This is an exercise which
considers a wide range of relevant considerations costs and benefits (including
impacts on the environment and human health well-being and safety), capacity in
terms of skills and other resources, administration, job creation and employment
patterns, and the views of organised labour and the local community. Moreover,
amendments to the Systems Act of (2000) have introduced additional considerations
for MSPs (external mechanisms) including whether they will provide value for
money, address the needs of the poor, be affordable and transfer appropriate
technical, operational and financial risk. This section requires that before the
municipality selects a service delivery option, it must undertake a process to
establish the most appropriate way of providing the service. Although the section
favours a provision of a service through an internal mechanism, by requiring that the
municipality must first assess whether it is viable to provide the service internally,
this section gives the municipality an opportunity to explore the best way a municipal
service may be provided. The section also requires that impact on job creation,
development and employment be assessed.
2.7 STRATEGIES THAT CAN BE USED TO IMPLEMENT TRANSFORMATIONAL LEADERSHIP STYLE. The theoretical approach of transformational leadership builds on, but also
advances, both Burns’ early writings on transactional and transformational
leadership and House’s concept of charismatic leadership. In contrast to Burns, Bass
focused more on followers and highlighted that a leader can be both transactional
and transformational, Bryman (1992). Bass also argued that transformational
leadership emerges especially in unstable contexts and situations that are perceived
as being uncertain and ambiguous. In contrast to the charismatic theory of
leadership developed by House (1977), the concept of Bass also addressed
emotional elements and regarded charisma as just one particular element of
transformational leadership, Northouse (2004). The central model of this approach
illustrates the differences of transformational and non-transformational leadership
behaviour.
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2.7.1 Factors of Transformational Leadership
2.7.1.1 Charisma and Idealised Influence This factor describes charismatic leaders who represent a strong role model for
subordinates. Followers identify themselves with the high moral and ethical demands
of the leader whom they respect and trust. Leaders with charisma are, therefore,
regarded as something special. They become a source of inspiration and charismatic
identification through their enthusiasm and past accomplishments, Bass (1985).
Charismatic leaders have also a sense of vision which should effectively be
articulated so that followers can use it as orientation for their behaviour, Awamleh
and Gardner, (1999). According to Avolio and Gardner (2005), the vision should
originate from the leader’s authenticity in order to “provide the impetus for followers
to be more engaged, aware and intelligent about the direction being set so that they
can contribute their best views and questions about the desired future state”, Avolio
and Gardner (2005). Transformational Leadership point the vision might be
unmasked as a source of manipulation in order to gain personal objectives, which in
turn results in lowered follower commitment and performance, Avolio and Gardner
(2005).
2.7.1.2 Individualised Consideration Considering individual needs of followers and creating a supportive atmosphere are
the basic behavioural patterns of leaders who can be assigned to this factor. Leaders
are coaches and advisors and help followers to advance by means of a more
participative style of leadership. The individual characteristics of the followers are
considered and the leader treats each follower with respect, Avolio and Bass, (1987).
The leader develops a particular kind of relationship with the followers in which their
concerns and needs are understood and shared, Bass and Avolio (1990).
2.7.1.4 Intellectual Stimulation Leaders who are ranked among this group encourage their subordinates to be
creative and innovative in order to advance their own but also the leader’s beliefs
and values. Followers are supposed to test new approaches as well as develop new
ways of dealing with their working environment. They are supported in questioning
their beliefs, assumptions, and values, Bass and Avolio (1990). This factor of
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transformational leadership encourages followers to participate actively in problem-
solving.
2.7.1.5 Inspirational Motivation This factor addresses leaders who can motivate followers to share their vision and to
get involved with this vision. “Team spirit is aroused. Enthusiasm and optimism are
displayed”, Bass and Avolio (1994). Leaders use symbols and emotional appeals in
order to create team spirit and to get their subordinates to reach higher aims, which
followers would not be willing to do by virtue of their self-interest. Inspirational
leaders communicate high expectations, use symbols to focus followers’ efforts, and
express important values in simple ways, Bass (1990).
2.7.1.6 Effective leadership and good governance Fostering effective leadership is perhaps one of the most important and first steps to
take in the reform of the public sector human resources. Effective leadership is
critical to the future of governance, of democracy and of people’s well-being. In
particular, leadership enhancement programmes must be conceived and
implemented with the aim of making leaders capable of effectively addressing the
key issues facing the world today and the immense tasks required to meet the
Millennium Development Goals. Leadership training needs to be interdisciplinary,
international and inter-sectorial (involving public and non-profit organisations).
Leaders have to develop a cross-sectorial approach to solving problems and this is
particularly critical to reducing poverty, Ravenhill, (2001).
Taking into account the present political environment in an increasingly globalising
world, new areas of leadership competency also need to be strengthened, in
particular, diversity management; knowledge management; horizontal management;
resource and information management; partnerships and negotiation skills;
communication and ICT skills. Leaders need to be able to deal with more ambiguity
and in the face of difficulties and contradictions, including economic liberalism and
social welfare; people getting poorer although they have more voice; and managing
change while ensuring stability and security, Garbus, (2002). Given the diversity of
administrative cultures and based on a variety of societal environments, each
country leadership has to be open-minded and look at all the potential solutions to
their own problems: the key element is to develop a sense of direction for the public
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service of a given country which takes into account its history, its environment and its
position in the global world in a realistic manner, Smart, (2002).
In the process of public sector leadership capacity development, Management
Development Institutes have a critical role to play. They constitute the infrastructure
in their respective countries for management development; they have human
resources capable of doing management research training and providing technical
advisory and consultancy services in different aspects of management. In particular,
they can play a leading role in training needs assessment, human resource policy
design, personnel development programmes formulation, implementation, as well as
monitoring and evaluation, Personnel Policies and Procedures (2002). On the one
hand, they can assist governments in addressing the capacity needs of high-level
government officials by focusing on strengthening expertise in strategic thinking and
policy analysis, technical knowledge, and awareness of complex emerging issues.
On the other hand, they can assist governments in reinforcing the capacities of civil
servants who have to implement public policies by focusing on developing new skills,
operational modalities, and techniques, Allen, (2003).
It is understood that some of these institutes, in fact, most of them, will require
having their capacities reinforced, but this does not in any way minimise the role they
are supposed to play. In particular, they can greatly contribute to the efforts being
undertaken by many Governments in reaching the MDGs. In this respect, they
should ensure that they have the appropriate capacity to assist Governments in this
task by continuously upgrading their skills and techniques. These institutes may also
play a very important role in promoting cooperation and sharing of information since
they have networks at the national and regional levels through which they can pool
expertise, facilitate the exchange of successful practices and share innovative
practices. In sum, building leadership capacities is one of the most challenging and
urgent tasks that all countries face, and this, in turn, requires both good policies and
institutions Kimaryo, (2003).
2.7.1.7 Promoting Efficiency and Accountability of Senior Officials A few decades ago an influential group of economists, political scientists,
management experts and political leaders all over the world came to believe that the
institution of government would have a much diminished and less important role in
the days to come. However, events have proved them wrong. The role of
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government, no doubt, has undergone a change but it is no less important today
than in the past. Governments everywhere have relinquished or are in the process of
relinquishing the management of commercial and industrial enterprises as well as a
wide variety of other functions which were added, particularly in developing
countries, due to the prevalent ideological trends of the 70C's of the last century
Richard, (1998). Governments are now increasingly becoming enablers, facilitators
and regulators. All these functions are incontestable of great importance. Hence,
quality of senior government officials, their efficiency and effectiveness have
assumed added importance. Similarly, with the adoption of democratic systems of
government, it has become very important to strengthen the system of accountability
of public officials particularly those who are occupying senior positions, De Cock,
(2002).
Undoubtedly, institutions, procedures, techniques, legal and regulatory frameworks
play their part in promoting efficiency, effectiveness and accountability, however, it is
the civil servants that play the most important role in government. It is therefore of
paramount importance to pay constant attention to human resources development.
This encompasses, among other things, change in attitudes and behaviours, skill
development, capacity for team building and preparation for leadership. In these
challenging times, the development of human capital is not a luxury or a fancy term
but it is indeed a prerequisite for a functioning government, Malathi, (2000).
In a developing country, the most important task of a government is to alleviate
poverty and improve continuously social indicators, as well as provide efficient and
effective delivery of services to both poor and non-poor sections of society. This
requires the formulation of economic and fiscal policies that support pro-poor
economic growth, as well as setting up sound institutions which can implement such
policies. Policies are laid down by the political executives, i.e. non-bureaucratic
people exercising ultimate authority in the government. Institutions are brought into
existence with their approval. The process of the policy formulation, however,
predominantly draws upon inputs supplied by senior officials. Likewise, designing
institutions and implementing policies also depend on the competence, knowledge,
commitment and efficiency of senior public officials Simon, (2003). Further adoption
and implementation of policies and establishment of institutions depend on a sound
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framework of law and public policy, created through efforts of an honest and effective
public service and good governance arrangements.
2.7.2 Teams and groups The role of teams in organisations has become an important research topic in
theoretical, applied and empirical research, Perry et al., (2013). Understanding the
interplay between teams in organisations is a question that entails extraordinary
intricacy and complexity. As the organisational world continues to evolve to be more
knowledge-based, more networked and more virtually and technologically
sophisticated, the concept of leadership in teamwork has also evolved and expanded
in important ways. Modern organisations have increased their reliance on teams,
and there has been a recent surge of interest in a more comprehensive perspective
on the intersection of teamwork and leadership, Driskell et al., (2006). Empirical
studies and the quest for better understanding of teams and groups increased
drastically during the 1990s.Scholars of such varying fields as psychology, sociology,
industrial organisation, social science and social psychology have all offered
research on leadership in teams, Sundstrometal, (2000). Despite the proliferation of
teamwork in the public, private and non-profit sectors, there is still an overall paucity
of the literature and research that has been conducted on leadership in teams.
Therefore, analysing what has been done, and not done, is pertinent to build upon
existing studies.
Traditionally, organisations have primarily utilised a hierarchical and vertical style of
leadership where there is one central directive leader governing and enforcing
control on a group of followers, Wood and Fields, (2007). There is only one leader,
and that leader’s main job is to provide orders, delegate tasks, set expectations,
provide guidance, set the rules and coordinate daily activities for the followers. The
followers typically do not have any input or suggestions in vertical leadership
situations and perform tasks as they are told. Italian historian, philosopher and
politician Niccolo Machiavelli, who lived during the height of the Renaissance, greatly
influenced the traditional hierarchical style of leadership. Machiavelli is well-known
for saying that it is much safer for a leader to be feared than loved by one’s followers
Callanan, (2004), as fear tends to command more respect, whereas those who are
loved have a greater propensity to be used. In Machiavelli’s view, the purpose of a
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leader was to build and hoard power for an organisation to prosper and flourish. This
philosophy and practice run counter to the environment of most organisations today.
As organisations continue to compete globally, there has been a gradual shift toward
the increased use of teamwork to leverage knowledge, resources and information,
Jaca et al., (2013). Organisations must have the ability to adapt to the changing
market environment to continue to operate and compete with other organisations
around the world. The idea of distributing power among all of the individuals rather
than hoarding all the power is more pertinent today, Callanan,(2004).The concept of
leaders sharing and distributing power with followers can be difficult to accept
because it goes against many norms of the traditional workplace dynamic.
Nonetheless, the public, private and non-profit sectors have started to move away
from rigid hierarchical leadership styles and are now placing greater emphasis on the
importance of collaboration and cooperation among employees to increase
productivity.
Horizontal style leadership is increasingly found among teams, but it can be difficult
to prescribe reliance on teams to managers who are used to traditional methods of
individual problem-solving. There also exists greater diversity in modern
organisations and a multitude of personalities comprise the overall l make-up of a
team, making the task of team leadership daunting. Further, teamwork may not be
ideal in every situation, but leaders are at least now commonly required to determine
the feasibility of utilising teamwork in the organisations.
2.7.3 General types of teams and groups Classifying the general types of teams can be a perplexing task because of the
diversity of which teams and groups are composed. Sundstrometal, (2000)
categorise the general types of teams into six different groups: production groups;
service groups; management teams; project teams; advisory groups and action and
performing groups. According to Sundstrom et al. (2000), production groups are
responsible for consistent output; service groups focus on customer transactions;
management teams coordinate employees, make policies, track the budget and work
on logistics; project teams are set-up for a specific task and disband when they
complete it; advisory groups solve problems; and action and performing groups work
in time-limited complex situations. There is a gradual increase in the use of plurality
leadership to emphasise more cooperation, collaboration and input among team
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members. In a qualitative analysis, Denis et al. (2012) provided a framework for
leadership in teams that have a plurality-style of leadership. Plurality leadership
occurs when there is combined the influence of multiple people leading a specific
organisation. Four streams of plurality leadership were identified; sharing leadership
for team effectiveness, pooling leadership at the top to lead others, spreading
leadership across levels over time; and producing leadership through interactions.
According to Denisetal, (2012), sharing leadership for team effectiveness occurs
when there is mutual leadership in the groups and the team members are leading
each other. Pooling leadership at the top involves dyads, triads and constellations of
individuals leading an organisation. Spreading leadership across levels over time
occurs when leadership is dispersed between people or organisations to achieve an
outcome, like in inter-organizational collaboration. In producing leadership through
interaction, leadership emerges organically among members, and the members
themselves determine what and who leadership should be.
2.7.4 Effective leaders in teams Team building involves the process of mentoring and enhancing the performance of
team members, Darling and Leffel, (2010).Team leaders can affect other team
members’ behaviours by encouraging and facilitating competencies, DeChurch et al.,
(2010). Morgeson et al. (2010) described four different sources of team leadership
based on various leadership processes. Leadership can be based on the “locus of
leadership”, which can be either internal or external and the “formality of leadership”,
which can be either formal or informal. The locus of leadership is internal if the
leader is part of the team, and external if a leader is not part of the team’s everyday
tasks. Formal leadership processes give the leader stipulated responsibilities for
team performance; informal leadership imbues no direct responsibility for a team or
group’s performance. Darling and Leffel (2010) created a framework for leadership
styles and divided the framework into four different styles found in industrialised
nations, based on the leader’s assertiveness and responsiveness. The four styles
are as follows: analyser, director, creator and connector.
The horizontal line consists of the leader’s assertiveness, whereas the vertical line is
the leader’s responsiveness. Many researchers stress that assertiveness and
responsiveness are the two most important dimensions in determining an individual’s
leadership style, Darling and Leffel, (2010). Assertiveness is when the leader is
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direct or indirect in communicating with team members, and the leader’s
responsiveness is how the leader is able to express him or herself emotionally while
leading the team or group. The analyser is inflexible because they are less assertive
and less responsive. Instead, the analyser is logical, thorough and precise. The
director is more assertive and less responsive but has the strength of being decisive
and determined. The connector is less assertive and more responsive and has the
strengths of bringing support and diplomacy to the team. The creator is more
responsive and more assertive and has the strengths of being friendly and
imaginative.
The leadership style used when leading a team or group may affect cohesion,
interaction, reaction and learning outcomes of the members. Bucic et al, (2010)
identified the most common leadership styles in teams (transactional,
transformational and ambidextrous) and how leadership styles influence team
member learning. Team learning refers to the process of how individuals in a team
reflect on feedback and implement changes for improvement, Bucic et al., (2010).
Burns (1978) characterised leadership in an organisation as transactional or
transformational. Bucic et al, (2010) go further still and include the ambidextrous
style of leadership in their research. Transactional leadership focuses on reward,
compliance and punishment, Bass and Riggio, (2006).
On the other hand, charisma, inspiration, individual employee consideration,
intellectually stimulating the team and motivational encouragement characterises
transformational leadership, Bass and Riggio, (2006). A number of researchers
identify the strengths of ambidextrous leadership, in which leaders use diverse
courses of action, Vera and Crossan, (2004). In today’s competitive organisational
environment, leaders in teams need to have the ability to adapt to changing
situations. The research by Bucci et al. (2010) determined that an ambidextrous
leadership approach is the ideal leadership style to promote positive interaction,
reaction and learning from team members in an organisation.
2.7.5 Institutional Capacity There has to be a focus on building strong municipal administrative systems and
processes. It includes ensuring that administrative positions are filled with competent
and committed people whose performance is closely monitored. Targeted and
measurable training and capacity building will be provided for Councillors and
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municipal officials so that they are able to deal with the challenges of local
governance as well as ensuring that scarce skills are addressed through bursary and
training programmes. The basic requirements to be monitored include: Ensuring that
the top six posts (Municipal Manager, Finance, Infrastructure Corporate Services,
Community development and Development Planning) are filled by competent and
qualified persons. That the municipal organograms are realistic, underpinned by a
service delivery model and affordable; That there are implementable human
resources development and management programmes; there are sustained
platforms to engage organised labour in minimising disputes and disruptions;
Importance of establishing resilient systems such as billing and maintaining
adequate levels of experience and institutional memory Back to Basics, (2014).
2.7.6 Financial Management Sound financial management is integral to the success of local government. National
Treasury has legislated standards and reporting requirements and based on our
monitoring of the indicators, we will identify the key areas emerging from the profiles
and partner with National Treasury to support the remedial process. Performance
against the following basic indicators will be constantly assessed: The number of
disclaimers in the last three to five years. Whether the budgets are realistic and
based on cash available; the percentage revenue collected; the extent to which debt
is serviced and the efficiency and functionality of supply chain management Back to
Basics, (2014).
2.7.7 Public Participation Measures will be taken to ensure that municipalities engage with their communities.
We will enforce compliance with the provisions of the Municipal Systems Act 117 of
1998 on community participation. Municipalities must develop affordable and efficient
communication systems to communicate regularly with communities and
disseminate urgent information. The basic measures to be monitored include The
existence of the required number of functional Ward committees; the number of
effective public participation programmes conducted by Councils; The regularity of
community satisfaction surveys carried out.
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2.8 THEORETICAL FRAMEWORK In the implementation of this study, two theories are to base the argument on the
leadership and we will also have a look at transformational leadership style as a
theory of the leadership. A number of theories have been proposed to try and explain
this concept of leadership, but for this study, two theories are characterised in trying
to explain to you how it Transformational leadership refers to the public-law
organisations and in particular BCMM. The theories in this study are the stewardship
leadership theory and change theory. These two theories are discussed below.
2.8.1 Theory of change Change oriented models of leadership have sustained the interest of managers and
scholars alike because of their promise of extraordinary individual and organisational
outcomes. As we move closer to the new millennium, models of outstanding
leadership such as transformational, charismatic, and visionary leadership, which
focus on organisational transformation, are likely to become even more important to
organisations because of the breathtaking changes are foreseen in the business and
political environment. These include workforces with a greater degree of
demographic diversity, technological change, and increased international
competition which will place new demands on the leaders of tomorrow, House,
(1995). The importance of leadership to the change management process is
underscored by the fact that change, by definition, requires creating a new system
and then institutionalising the new approaches, Kotter, (1995).
While change management depends on leadership to be enacted, to date there has
been little integration of these two bodies of literature. The key role leader’s play in
the change process has been noted by change theorists, yet there is no conclusive
research that focuses on this relationship between leadership and change, Almaraz,
(1994). Recent theoretical research has attempted to integrate change as a
contextual variable influencing transformational leadership, Pawar and Eastman,
(1997). Such research focuses on determining when organisations will be more
receptive to transformational leadership and the match between receptivity level and
the actual transformational leadership process. However, Pawar and Eastman
(1997) do not address the issue of the capabilities of transformational leaders
required to carry out the pertinent change process.
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Given the change literature's emphasis on the importance of the leader in enacting
change, we next turn our attention to a discussion of a leadership theory that is
intimately tied to change: transformational leadership. One of the most
comprehensive leadership theories of organisational transformation is the theory of
transformational and transactional leadership. Burns (1978) developed the initial
ideas on transformational and transactional leadership in the political context and
Bass (1985) further refined them and introduced them into the organisational
context. Transactional leadership develops from the exchange process between
leaders and subordinates wherein the leader provides rewards in exchange for
subordinates' performance. Transformational leadership behaviours go beyond
transactional leadership and motivate followers to identify with the leader's vision and
sacrifice their self-interest for that of the group or the organisation, Bass, (1985).
Bass' (1985) conceptualization of transformational leadership includes charisma or
idealised influence (followers trust in and emotionally identify with the leader),
intellectual stimulation (followers are encouraged to question their own ways of doing
things) and individualised consideration (assignments are delegated to followers
providing them with learning opportunities). Descriptive research by Tichy and
Devanna (1990) shows that transformational leaders engage in a process, which
includes a sequence of phases: recognising the need for change, creating a new
vision, and then institutionalising the change. A review of the literature on change-
oriented or outstanding leadership, which also includes charismatic and visionary
leadership, House, (1995), indicates that the ``majority of the approaches share the
common perspective that by articulating a vision, fostering the acceptance of group
goals, and providing individualized support, effective leaders change the basic
values, beliefs, and attitudes of followers so that they are willing to perform beyond
the minimum levels specified by the organization'', Podsakoff et al., (1996).
Most of the research on the transformational and charismatic leadership paradigms
has focussed on its relationship to individual and organisational outcomes such as
job satisfaction and performance (both subjective and objective). These studies have
been conducted in a variety of settings using lab, field, and archival data and a
variety of samples that include private and public sector organisations, students,
military leaders, presidents, and different national cultures, Podsakoff et al., (1996).
According to Bass (1995), charisma, attention to individualised development, and the
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ability and willingness to provide intellectual stimulation are critical to leaders whose
firms are faced with demands for renewal and change.
2.8.1.1 Links between transformational leadership and change theory As the above descriptions of the change and transformational leadership literature
illustrate, there is a need to integrate these perspectives to gain a greater
understanding of how to effectively enact change. It is our belief that the leadership
and change literature both show that certain transformational leadership qualities are
uniquely appropriate for leading certain types of change. For example, research in
the leadership area supports the idea that transformational leadership is better for
non-routine situations, Bass, (1985). Furthermore, Pawar and Eastman (1997)
propose that organisations will be more receptive to transformational leadership
when adaptation (as opposed to efficiency) is the goal. In the change literature, the
definition of event-based pacing (i.e. centred on maintaining status quo and
achieving specific goals, Gerick, (1994) may be a better fit with transactional
leadership that emphasizes clarification of goals, follower compliance through
incentives and rewards, with a focus on task completion, Bass, (1995). In order to
further this argument, we next describe areas of convergence between the two kinds
of literature that point to the appropriateness of transformational leadership in
enacting change.
Transformational, charismatic, and visionary leaders can successfully change the
status quo in their organisations by displaying the appropriate behaviours at the
appropriate stage in the transformation process. When there is a realisation that the
old ways no longer work, such leaders may undertake the task of developing an
appealing vision of the future. A good vision provides both a strategic and a
motivational focus. It provides a clear statement of the purpose of the organisation
and is, at the same time, a source of inspiration and commitment. Consistent with
Ford and Ford (1994), this view holds that leaders create change by providing a
vision that is attractive to followers rather than creating dissatisfaction with the status
quo. There is yet no consensus in the transformational leadership literature
concerning whether a crisis or dissatisfaction with the status quo is necessary for
transformational leadership to occur.
Leaders may not need to create dissatisfaction with the present but instead may
provide a vision of a possible future that is attractive and engaging, Kouzes and
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Posner, (1988). Even without dissatisfaction or crisis, both kinds of literature suggest
it is critical that the leader is a change champion who can assemble and motivate a
group with enough power to lead the change effort, Kotter, (1995). The change
literature also suggests that a leader's ability to effectively use inducements and
interventions that get people to change is only effective if people have an active
need that the change can satisfy.
As described in the change literature, in order to pull or attract followers to different
change possibilities, Ford and Ford, (1994), the leader must craft an appealing vision
that takes into consideration the underlying needs and values of the key
stakeholders. Once this vision is developed, the leader must implement the change.
This could be done through intellectual stimulation, whereby the leader sets
challenging goals for the employees and motivates them to rethink old ways of doing
business. The leader frames the change by appealing to follower needs for
achievement and growth that induces the follower to find the change attractive. The
process may also be facilitated if the leader shows individualised consideration
where he or she provides support, coaching and guidance to the employees.
Coaching and guiding behaviours are particularly important in large-scale
transformation and in the development of self-managing work teams. A number of
modern corporations are adopting the team approach to structuring the organisation,
which in itself is a major transformation of the culture.
A transformational leader would be a good facilitator of this process by promoting the
creation of a culture that encourages team-decision making and behavioural control
Manz and Sims, (1990). Individualised consideration would also play a role in
neutralising the inevitable resistance that is bound to accompany the
transformational process. The leader must work at getting large numbers of people
in the organisation involved in the transformation process. Otherwise, it is likely to be
greeted with cynicism and strong resistance from key constituents, which is a sure-
fire route to failure. This idea that the transformational leader creates a culture which
embraces change is consistent with the change literature research by Brown and
Eisenhardt (1997). Their description of the three key characteristics of successful
managers in continuously changing organisations proposes that the successful
leader creates a system (i.e. an organisational culture) that is neither too rigid (over
controlling the change process) nor too chaotic (so the change process falls apart.
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2.8.2 The stewardship leadership theory Burns (1978) asserts that: “The essence of leadership in any policy is the recognition
of real need, the uncovering and exploiting of contradictions among values and
between values and practice, the realigning of values, the reorganisation of
institutions where necessary, and the governance of change.” Bennis and Nanus
(1985) describe leaders as individuals who “lead by pulling rather than by pushing,
by inspiring rather than ordering, by creating challenging, but achievable,
expectations and rewarding progress towards them rather than by manipulating, and
by enabling people to use their own initiatives and experiences rather than by
denying or constraining their experiences and actions.” The theories and models of
leadership that have been mentioned supra have in common their focus on the
leader as a pedestal personality who is separate from the people being led.
However, as Zaleznik (1996) points out: “Leadership is not restricted to the
occupants of formal positions.” Therefore, we must begin to refocus our leadership
lenses to recognise not only the appointed leaders but also their followers and the
nature of the relationship that exists between the two groups.
MacDonald and Vriesendorp (2000) submit that an alternative leadership idea,
which boosts personal growth and reciprocal care through teamwork, total
involvement, and a strong sense of ethics, is supplanting traditional and hierarchical
leadership principles. Spears (2002) asserts: “In these early years of the 21st
century, we are beginning to see that traditional, autocratic, and hierarchical modes
of leadership are yielding to a newer model that is based on teamwork and
community, one that seeks to involve others in decision-making, one strongly based
on ethical and caring behaviour, and one that is attempting to enhance the personal
growth of workers while improving the caring and quality of our many institutions.”
This new wind of change, which has gathered tremendous momentum on the
leadership landscape over the last four decades, is the concept of stewardship.
Admittedly, stewardship is a hoary concept, the antecedents of which are replete
throughout the Christian Bible (Matthew 25 & Luke 16). As a form and alternative to
traditional leadership understanding, however, the idea (in business) owes its origin
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to Robert Greenleaf who first envisioned, in 1970, the potentially benefitting concept
of the leader as a servant, which he termed servant-leadership.
Since Greenleaf laid the premise for stewardship as an alternative form of
leadership, several other prominent theorists, Depree, (1992) have written about,
and buttressed, the concept from different perspectives. Macnamara (2004) perhaps
best captures the crux of stewardship when he describes it as passing the present
on to future generations in as good a shape as, or better than when it was received.
This concept is the most viable alternative to current leadership. However diverse
the sources of competing leadership models and theories are, there is a common
denominator that connects them all. They all seem to be focused primarily on the
underlying the need for, and the qualities of, good leadership. These authors,
Kouzes and Posner, (2000) are all basically saying that leadership is an
indispensable factor of any institution and they all seem to be in agreement as to the
qualities that leaders must have in order to have a viable organisation. The same is
true for the writers who propound stewardship as an alternative to leadership,
Macnamara, (2004).
They have all listed and expounded on the factors that distinguish stewardship from
traditional modes of leadership and the factors that make stewardship a more
acceptable, indeed more realistic, approach to leadership. The question, then, is why
has stewardship not, to any extent, supplanted these traditional modes of leadership
in practice? Block (1993) highlights this concern when he states: “What is troubling
about ideas like stewardship is that even though they are intuitively appealing, they
seem far removed from the heart of the way we run our organisations.” This is an
outright admission; from as authoritative a source as you can ever hope for, that
stewardship has not begun to substitute for current leadership methods in practice.
What are those factors that are inhibiting contemporary leaders from subjugating
themselves to the dictates of the stewardship concept? In order to investigate
reasons why stewardship is not as prevalent a concept as it should be with
contemporary leaders, this research makes use of a Stewardship framework first
developed by April, Hendrikz and Peters (2010), which proposes nine dimensions
around which stewardship revolves.
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2.8.2.1 The Stewardship Framework The nine dimensions of the April ,Stewardship Framework; Personal Mastery,
Personal Vision, Mentoring, Valuing Diversity, Shared Vision, Risk-taking and
Experimentation, Vulnerability and Maturity, Delivering Results, and Raising
Awareness represent factors that this research argues are the attributes that an
individual must possess in order to be an effective steward of his or her organization,
group, or community. Each of the nine is discussed below, providing a basis for its
inclusion in the framework.
2.8.2.1.1 Personal Mastery Senge (1990) describes personal mastery as being about creating what one wants in
life and in work. He asserts that personal mastery is based on personal vision and
purpose, maintaining a creative balance between vision and reality, minimising the
impact of beliefs that run contrary to personal mastery, commitment to truth, and
developing an understanding of the subconscious. Covey (1989) views personal
mastery as having the ability to identify objective reality and align one’s subjective
values with principles, as this leads to an inward strength of character and genuine
caring and serving. However, the way it is described by the experts and theorists of
leadership concepts, the common thread that runs through all their descriptions is
that personal mastery is a personal journey to continually improve one’s ability and
continually grow by learning and being willing to supplant old concepts with new and
better ones. What then ties personal mastery to stewardship? Throughout much of
the literature, stewardship has been touted as a concept whose primary
consideration is a focus on the community, the group, or the organisation rather than
the individual.
Personal mastery, on the other hand, advocates self-development and a continual
improvement of one’s personal abilities. Because of this, personal mastery and
stewardship seem to be antithetical concepts, two extreme ends of a continuum.
What bridges these two ends of the gamut and aligns them into one coherent
structure is the fact that the concept of stewardship presupposes a social contract
between the individual and the community, group, or organisation. A further
presupposition is that both parties to this social contract bring to the union the best of
their personal abilities. Stewardship requires an individual who is the master of
his/her game, someone who is confident enough in his/her ability to allow others to
achieve self-actualization. Essentially, stewardship is about trust from both the
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individual and the group and, unless a person is a master of his/her own abilities,
s/he is not going to inspire the trust in others that are necessary to make stewardship
a reality.
Giuliani and Kurson (2002) assert that a person’s ability to get people to perform
depends largely on what they perceive when they look at and listen, to him/her. They
state that people need to see someone who is human but is stronger than they are,
and such leadership strength is acquired through personal mastery, which is a
lifelong journey. This is the link right here. People seek an effective leader, but they
need to trust that person enough to bestow upon him/her the mantle of leadership.
Trust has to be earned, and the quickest way of achieving that is by demonstrating
that one is the master of his/her own abilities and that s/he is continually seeking
ways to improve these abilities.
Senge (1990) uncovers the link between personal mastery and effective leadership
stewardship, for example when he postulates that the core leadership strategy is to
be a role model and commit oneself to one’s own personal mastery. Personal
mastery, therefore, allows an individual to discover him/herself and master his/her
capabilities, which, in turn, stimulates trust in others that allows them to
unquestionably follow him/her as an effective leader. Because of the vital role that
personal mastery plays in a person’s leadership ability, it is, needless to say,
indispensable to any form of leadership stewardship included; hence, its inclusion as
one of the fundamental dimensions of stewardship.
2.8.1.1.2 Personal Vision Senge (1990) describes vision as what one wants to create for him/herself and the
world around him/her. Hickman & Silva (1984) describe it as “a mental journey from
the known to the unknown, creating the future from a montage of current facts,
hopes, dreams, dangers, and opportunities.” People tend to judge you by what you
represent, and what you represent is your personal vision. Therefore, people will
judge you by your personal vision. What, therefore, is the link between personal
vision and leadership in general and stewardship in particular? Various leadership
theorists, Covey, (1989) have underlined the importance of developing a personal
vision, emphasising that it engenders success and inspires others to achieve their
dreams. Many theorists (Doz and Prahalad, (1999) describe a definite and
indispensable link between personal vision and leadership. Some Hunt, (1991) even
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go as far as characterising vision as a form of leadership, an assertion which we find
a little far-fetched, but which serves to underline the important role that vision plays
in a leadership framework.
Others, Phillips and Hunt, (1992) describe vision as one of the most critical tasks
that a leader has to perform. The importance, therefore, of having a personal vision
in one’s quest to be an effective leader cannot be overemphasised. It is simply
impossible to lead others when you yourself have no idea where you want to go, or
how you want to get there. Effective leaders have a vision of making a difference, of
what might be (the possibility), and they believe they can make it happen, Zander
and Zander, (2000). Covey (1989) asserts that effective people “begin with the end
in mind.” In other words, they have a vision at the beginning of a journey about what
they expect of the journey at the end. With this mentality, the strategy for
implementing the vision is much more practicable. Manasse (1985) asserts that it is
through a personal vision that leaders identify their own personal resources and
position themselves to play to their strengths. Personal vision is a reflection of one’s
outlook of the community or organisation in which s/he lives or operates. This is the
connection between personal vision and leadership concepts such as stewardship.
2.8.2.1.3 Mentoring Over the last 30 years or so, the concept of mentoring has drawn tremendous
attention from a wide range of researchers, Bova and Phillips, (1982). Gregson
(1994) describes the mentoring process as an attempt to transfer experience and
expertise from experienced individuals in an organisation to the less experienced.
However it is described or defined, the inescapable fact is that mentoring is, first of
all, a social relationship that exists between two persons that are expected to accrue
benefits to either or both parties. The question is: What is the essence of this
relationship known as mentoring? What are the benefits that are to be accrued by
the parties to the relationship? To answer this question, let us point out that a
mentoring relationship involves a mentor and a protégé. A third distinct, but subtle, a
party to this relationship is the group, organisation, or community to which the first
two parties belong. The process of mentoring, if properly implemented, creates,
according to Scandura, Tejeda, Werther & Lankau (1996), a “three-way reciprocal
context where the mentor gives, the protégé gets, and the organisation benefits.”
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Beginning with the benefits received by the protégé, Kram (1985) provides empirical
evidence that the process enhances work effectiveness, and several other
researchers, Fagenson, (1989) argue that mentoring engenders success on the job
or assigned task. The bottom line is that there are tremendous benefits to be gained
by a protégé in a mentoring relationship. From the perspective of the mentor, it is not
entirely a give-give situation as some very subtle benefits also accrue to him/her.
The benefit derived by the mentor, according to Levinson, Darrow, Klein, Levinson,
and Mckee (1978) and Kram (1983), is that the mentoring relationship can serve as
a source of the reinvigoration of the mentor’s career.
Levinson et al. (1978) perhaps put it more succinctly when they assert: “The mentor
is doing something for himself. He is making productive use of his own knowledge
and skills in middle age.” From the organisational, group, or community perspective,
Wilson and Elman (1990) suggest that there definitely are gains from mentoring
relationships. The benefit that derives to the organisation is a corollary to the benefits
that accrue to the mentor and the protégé. On the one hand, the organisation
benefits when the mentoring relationship enhances the protégé’s contribution to the
organisation (Scandura et al., 1996). Similarly, the rejuvenation in the mentor’s
career, as alluded to by Levinson et al. (1978) and Kram (1983) increases his/her
overall value and contributions to the organisation. The insinuation of all of this is
that a properly structured and well implemented mentoring relationship is the perfect
recipe for the creation of a sustainable, vibrant, and competitive organisation.
Given that an effective leader is someone who ensures the sustainability of the
organisation and that mentoring enhances that sustainability, it is obvious why
mentoring is one of the paramount skills needed by contemporary leaders. Mentoring
is, therefore, inextricably connected to sustainable leadership. Stewardship, as a
form of leadership, is a sustainable concept by its very nature of advocating service
over self-interest. Mentoring offers a conduit for ensuring the sustainability that
stewardship preaches; hence, the inclusion of mentoring as one of the dimensions in
the Stewardship Framework.
2.8.2.1.4 Valuing Diversity Church (1995) defines diversity as “a collection of individuals who differ from each
other on one or any number of dimensions including culture, values, education,
gender, marital status and age.” Theorists Guzzo & Dave, (1986) argue that diversity
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engenders creative decision-making characterised by innovative and high-quality
solutions. Valuing diversity has been linked to learning by some researchers, April
and Shockley, (2007) have identified it as being crucial to organisational
performance. Improperly managed and undervalued diversity can negatively affect
how group members are able to identify with one another, Brewer, (1996).
Additionally, it has been empirically determined that poorly managed diversity in
groups can negatively affect cohesion, as well as hinder performance and
communication, Zenger and Lawrence, (1989).
The implication of all this for organisations, groups and communities is that,
depending on their approach, diversity could serve either as a stepping stone or as a
hindrance. It, therefore, makes it incumbent upon contemporary leaders to attain a
position of being able to value and leverage diversity in their groups or organisations
for the good of the organisation. Valuing diversity is about building an inclusive
community or group in which members are able to put aside their differences,
perceived or real, and work for the advancement of the ideals of the organisation.
Essentially, this is the pillar of stewardship service over self-interest, community over
the individual. This is why being able to value, manage and appreciate diversity is
key to being able to implement the concepts of stewardship; hence its inclusion in
the Framework.
2.8.2.1.5 Shared Vision If individuals in a group, community, or organisation each had their separate vision or
a separate notion of what the shared vision was, they would be acting against each
other and the net result would be that the group, community, or organisation would
stagnate. Shared vision serves as guidance for members of the organization who
need to understand what the organization is and where it intends to go, Nanus,
(1992) and it is “a view of a realistic, credible, attractive future for the organization, a
condition that is better in some important ways than what now exists”, Bennis &
Nanus, (1985). The implication, therefore, is that an organisation’s shared vision has
to be one that inspires the members of the organisation to actualize and perpetuate
it. It has to be right, and it has to be reflective of the collective vision of the members.
The important thing is that everyone must be sold on the vision to give it a decent
chance of survival or implementation. This is the transformation of personal vision
into shared vision, and it is a very indispensable hallmark of any leadership concept.
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A leader who has a great personal vision, but lacks the ability to recruit disciples in
the organisation to join the vision bandwagon is not an effective leader.
Transforming the vision into reality means “involving the hearts and minds of those
who have to execute and deliver, and these are not the people at the top of the
organisation, but those at the bottom”, Jones, (1998). Shared vision, like the concept
of stewardship, advocates the interest of the group, community, or organisation over
those of the individual members of the organisation. It, like stewardship, promotes
collectively and commonality, and shuns individualism. It puts the unity of purpose,
and oneness of goal, ahead of personal achievements and self-aggrandizement, and
so does the concept of stewardship. The parallel, therefore, between the mentality
that drives shared vision and that which fuels stewardship is very striking almost to
the point of being synonymous. Hence, the inclusion of shared vision as one of the
nine dimensions of the Stewardship Framework.
2.8.2.1.6 Risk-taking and Experimentation The term ‘Risk-taking and Experimentation’, as it has been used in the Stewardship
Framework, refers to the ability to be open to new ideas and ways of doing things
and not just being stuck in routine procedures. It also refers to the ability to be able
to allow others in the organisation space, freedom, and flexibility to express
themselves through their capabilities. Covey (2002) claims that: “The greatest gift
you can give to other people is themselves and you do this when you affirm in
people their basic gifts and talents and capacities. When you do that, you show
reverence for people, you show humility, you show respect, and you show caring.”
One of the truest marks of an effective leader is the ability to engender trust in the
members of the organisation and empower the members to operate with flexibility to
achieve the goals of the organisation. The implication, therefore, is that
experimenting with new ideas and allowing others in the organisation or community
to become more expressive through their contributions promotes a culture of
learning.
The main ideas to be gleaned here is that a leader who encourages new ideas, and
gives others in the organisation the space to explore new concepts and ideas,
develops a two-prong distinct competitive advantage for the organisation individual
empowerment and mutual trust. Empowerment means encouraging risk-taking,
within guidelines, and employees need to feel free to ask questions and risk failure
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without worrying about appearing to be unintelligent, Coleman, (1996).
Contemporary leaders must encourage their followers to take initiative and to act
without having been told to do so. This means that leaders have to relinquish some
of their control to obtain results. Empowerment is a corollary to having a sense of
influence and choice, Thomas and Velthouse, (1990) and the empowered person
ultimately acts like one who is self-employed, with responsibility for both results and
career, Bridges, (1994). This is achieved by giving others the belief that they can
make meaningful contributions to the organisation, Cook and Hunsaker, (1994)
because mutual accountability dissipates boundaries and they assume responsibility
beyond their job specifications, Smith and Hickman, (1994).
2.8.2.1.7 Vulnerability and Maturity Modern organisations, as has already been alluded to, are increasingly being
characterised by diversity. This means that today’s workplace is a melting pot of
different orientations, styles, and experiences. “There is a diverse range of people
that we learn from at work, very few of whom are recognised by the employing
organisation as people with a role in promoting learning that is, people designated as
supervisors or trainers”, Boud and Middleton, (2003). Therefore, contemporary
leaders must strive at all times to maintain a level of maturity and authenticity that
allows them to engender an organisational atmosphere that promotes learning in the
organisation at all levels of the organisation. Stewardship, from an organisational
perspective, implies teamwork and unity of purpose. It implies an all for one, one for
all mentality so that the organisation, group or community is driven forward for the
general good of all. However, for this to happen, people in the organisation,
especially the leaders, have to be open to the concept of learning from the
experiences and knowledge of each other. Leaders must be mature enough to
actively seek help and counsel from others, unlearn some of their old notions, April
and Wabbels, (2006) especially if it means crossing traditional hierarchical
boundaries or even social categories/ castes.
In order to be able to respond to changes, constant learning is needed, learning
principles are realised through knowledge sharing with colleagues, clients, and
others, Hong and Kuo, (1999). This level of maturity, the one that allows a person to
be humble enough to submit to a learning experience from others in the organisation
leads to individual empowerment because as you open up yourself to learn from
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others, they too get an opportunity to learn from you. The end result is that a bond of
camaraderie, based on mutual respect and shared purpose, is developed and there
is a greater level of trust within the organisation as people become more aware of
each other’s capabilities. These outcomes trust, mutual respect, humility, and
oneness of purpose are unique features of the stewardship concept, underlying the
importance of maturity and vulnerability to the Stewardship Framework.
2.8.2.1.8 Delivering Results The stewardship concept advocates service over self-interest and community over
self. In order to practicalize stewardship, therefore, it is very crucial that the leader in
the organisation is at the forefront of activities, making sure that s/he practices what
s/he preaches. The leader has to be seen as being involved personally in seeking to
broaden stewardship throughout the organisation. The leader must be committed to
delivering concrete results so that others in the organisation can be led by practical
example. Unless contemporary leaders are thoroughly committed to delivering
results through their stewardship actions, the concept of stewardship stands no
chance of being anything more than a concept/ theory.
The ability to deliver result is, therefore, the ultimate measurement and determinant
of a leader’s commitment to making the organisation achieve its goals. Having a
personal vision, selling and sharing this vision with others in the organisation, being
a master of one’s abilities, and engendering learning and empowered organisation
through mentoring, risk-taking, and vulnerability and maturity, would all amount to
nothing if these were not directed at achieving concrete results to uplift the
organisation. Stewardship emphasises service, but this service has to be directed at
achieving results which include rewarding people for achieving results through the
‘lens of stewardship’ (so it does not result at all costs, but rather, results through
stewardship).
When the leader is committed to delivering results, others in the organisation are
also driven towards producing results, and the implication is that the organisation is
characterised by individuals who are result-focused and united in trying to
accomplish the goals of the organisation. Everything else that has been discussed
so far about stewardship and the other dimensions of stewardship would be
considered meaningless, and without substance, without the ability to transform
them into action through the delivery of concrete and measurable results. The ability
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to deliver results is the ultimate measure of performance. Therefore, delivering
results is paramount to the success of any concept, stewardship being no exception.
2.8.2.1.9 Raising Awareness ‘Raising Awareness’, as it has been used in the Stewardship Framework, relates to
one’s ability to champion and herald stewardship and the growth of a sustainable
civil society. This dimension of stewardship is similar in importance to the delivering
results dimension. Unless a leader can be seen to be actively seeking to promote
governance and a sustainable society, i.e., practising what s/he preaches, the
concept of stewardship is defeated from the very beginning. As a leadership
alternative, stewardship is relatively new and has been around (in business) for only
about four decades. However, it was only in the last couple of decades that the
concept began to gather momentum as a legitimate form of leadership. Even at that,
stewardship has not yet attained a pre-eminent status and is still a long way from
doing so. Spears (2002) postulates that the number of practitioners of servant
leadership has increased from a trickle to a river on the global scale, but it is not yet
a mighty river.
Therefore, proponents of the stewardship concept have a responsibility to herald and
raise awareness of what the following part of leading, as advocated by stewardship,
entails. Leaders must take an active interest in attracting more disciples to
stewardship through active and constant awareness. This has to be achieved by
accomplishing organisational results through stewardship behaviour, also
encouraging, and sometimes demanding, responsible behaviour from all
stakeholders. People must be made aware of the benefits of ethical behaviour and
behaving responsibly, as this is one sure way of promoting the sustainable society
and organisations that stewardship advocates. It is, therefore, incumbent upon
contemporary leaders to sound the trumpet of good corporate governance through
constantly raising awareness about a sustainable civil society, characterised by
service to society rather than self-advancement.
2.9 CONCLUSION As correctly illustrated by Bhatia, (1993) as he defines the concept of a literature
review by saying: A literature review is an evaluative report of information found in
the literature related to a selected area of study. He further guides that such a report
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should describe, summarise, evaluate and clarify the topic at hand with an aim of
giving a theoretical base for research and help the researcher to determine the
nature of results. In this chapter various topics were discussed; leadership, service
delivery, governance, transformational leadership and two theories’ stewardship
leadership theory and theory of change. Each of these topics has been supported by
the relevant literature around it.
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CHAPTER THREE
RESEARCH METHODOLOGY AND DESIGN
3.1 INTRODUCTION Wilkie & Wood, (2000) define the word “‘research’ as a study and investigation
especially to uncover new facts”. They define the word as referring to the fact that
research may be directed towards the confirmation of existing facts. This chapter
presents a summary of the research design and methods which were used. The
research design presents the methodology and research methods that were
implemented in the study. The methodological part outlined the research approach,
instruments and techniques that were vital in data collection. The research design
enabled the researcher to use data collection techniques that are suitable for the
research problem. The envisaged ethical considerations of the research are also
subsumed in this chapter.
This study aims at an exploration of the use of transformational leadership style to
improve service delivery in the local government sector; the case of Buffalo City
Metropolitan Municipality, (East London, Mdantsane, Zwelitsha, King Williams Town
and Dimbaza) “in the Eastern Cape Province of South Africa”, and it is intended to
provide recommendations to enhance solutions to some of the these mentioned
problems effectively and efficiently. The researcher also introduces the most
important reason for selecting a specific research method. Data collection used by
the researcher to obtain information for the purpose of the analysis was as well
identified, which was through desktop and review of documents. In addition, data
analysis was also used by the researcher to describe data handling and other
relevant information.
For the purpose of this study, this section deals with research design and
methodology followed in conducting the study. It starts with the focus and scope of
the research. It then describes the design, data collection, research instruments, as
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well as sources of data which are primary and secondary data. In addition, the
limitations of the study are also discussed.
3.2 FOCUS OF THE RESEARCH STUDY The study explores the impediments or variables faced by implementing the
transformational leadership style in enhancing the service delivery in BCMM, in the
Eastern Cape Province of South Africa. These variables can either be motivations or
impediments faced by both political and administration leadership in order to improve
the service delivery within the municipality.
3.2 SCOPE OF THE RESEARCH The study was delineated in scope to effectively and efficiently meet the research
objectives and to report on the investigated problem.
3.2.1 Study Area The study was carried out in East London and King Williams Town in the BCMM in
the Eastern Cape Province. Buffalo City Metropolitan Municipality covers the major
towns like King Williams Town and East London with Mdantsane and Zwelitsha as
big townships.
3.2.1.1 Brief Background of the Study Area Buffalo City Metropolitan Municipality (BCMM) is located in the Eastern Cape
Province and is one of 8 metropolitan municipalities in South Africa. It is surrounded
by the Amathole District Municipality, and the Great Kei, Amahlathi, Nkonkobe and
Ngqushwa Local Municipalities. The metropolitan area is approximately 2,515km2 in
size and includes some 82km of coastline (Buffalo City Metropolitan Municipality,
2011). It includes the towns of East London, Bhisho and King William's Town, as well
as the large townships of Mdantsane and Zwelitsha. The BCMM falls across seven
river catchments: the Kwelera, Gqunube, Nation, Buffalo, Gxulu, Tylomnqa and
Keiskamma River Catchments. The entire municipal area falls within the Mzimvubu
to Keiskamma Water Management Area as defined by the National Department of
Water Affairs.
The study was done in these towns because the researcher lives around King
Williams Town. King Williams Town is a little bit far away from East London which
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makes the study easier for the task of visiting the offices in order to obtain some
necessary and valuable information that is useful for the study such as hard copies
of Buffalo City Metropolitan Municipality et cetera. The researcher was well aware of
the boundaries of the two towns and this helped to reduce excessive cost of
travelling.
Figure 3.1 Analysis of Total Population of the household in the study Area from 2001 to 2008 The municipal area reportedly contains 223,568 households (total population of
755,200 people), with an average household size of 3.2 persons per household
(Statistics South Africa, 2011). This represents 11.5% of the total population of the
Eastern Cape, contained within an area some 1.5% of the province. The average
population density if 300 people per square kilometre. The 2001 census revealed a
municipal population of 701,890. The annual rate of population growth in the
municipal area averaged 0.6% between 1996 and 2001, and 0.7% between 2001
and 2011. This is slightly higher than the provincial average annual population
growth rate, reported as being 0.4% for these periods (Stats SA, 2011).
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3.2.1.3 Population Distribution by Race in the study Area In 2013 there were an estimated 785 330 people in the Buffalo City metro. This is a
little more than a tenth (11.4%) of the Eastern Cape’s population and represents
1.5% of South Africa’s population.
The racial composition of the Buffalo City metro is as follows:
• Black 92.9%
• Coloured 2.4%
• Asian 0.2%
• White 4.5%
Figure 3.2 Population Distributed by Race The annual rate of population growth since 2005 has been about 0.8%. This is lower
than the 1.2% growth rate for South Africa, but higher than the Eastern Cape whose
population has grown at 0.5% pa since 2005.
The annual average growth rates of the various population groups from 2005 to 2013
are as follows:
• Black 1.0%
• Coloured 2.3%
• Asian ‐6.7%
• White ‐2.9%
92.4 %
2.4 % 0.2 %4.5 %
Black
Coloured
Asian
White
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The Buffalo City metro is densely populated with 2.511 people per km2 compared to
South Africa (42 people per km2) and the Eastern Cape (41 people per km2).
3.2.3 The study Unit The study concentrates on the field of Public Administration, covering King
Williams’s town to East London in the Buffalo City Metropolitan Municipality. An
exploration for the use of transformational leadership style to improve the effective
public service delivery in municipalities or governmental parastatals in South Africa
were omitted to reduce variability of units under study. The section discusses the
research design;
3.4 RESEARCH DESIGN
Brewer & Miller, (2003) defines a research design as a ‘blueprint’ on how a person
intends conducting the research. The researcher utilised qualitative research design
and document analysis. “Qualitative research is concerned with attempting to
accurately describe, decode and interpret the meanings of phenomena occurring in
their normal context”, Fryer, (1991) cited in Cornelius (2010). The researcher, by
using qualitative research design, focused on assessing the intricacy, the
genuineness and conceptualization of the role of transformational leadership style in
BCM Municipality in the Eastern Cape Province of South Africa”. The researcher
used qualitative research design because it is descriptive and explanatory in nature.
It is also used for the purpose of collecting an in-depth understanding of the research
work. In addition, Cornelius, (2010) also reveals from his study conducted that
“qualitative research has the following advantages:
• Obtain a more realistic feel of the world.
• Provide a holistic view of the phenomena under investigation, Bogdan and
Taylor, (1984).
• Descriptive capability based on primary and unstructured data”.
It is on this note that the qualitative research design that is used in this study is a
desktop research. A desktop research simply referred to the reviewing of different
documents such as several publications, research literature, articles, books,
conference reports, journals, dissertations and internet sources as secondary
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sources of data is used in this study. Document analysis was designed to collect the
necessary data.
3.5 DATA COLLECTION The process of gathering and measuring information on targeted variables in an
established systematic fashion, which then enables one to answer relevant
questions and evaluate outcomes, Bless, (2002).
3.5.1 Primary data
When the researcher collects “data for the purpose of a particular study”, this data is
known as “primary data”, Bless & Higson-Smith, (2000). The researcher employed
primary data sources. Primary data is the data that is collected with a primary aim of
answering the research question and is the first-hand information written on account
of a direct witness, Roberts-Lombard, (2002). The researcher in this study
requested for valuable documents as a source of collecting primary data to support
the study from the municipality as a way of gathering information for a review.
3.5.2 Secondary data
It is accepted that secondary sources broaden the understanding of the key
concepts, definitions, theories and empirical results of any study, Bryman, & Bell,
(2000). The researcher used several publications, research literature, articles, books,
conference reports, journals and dissertations as secondary sources of data in this
study. Internet sources were also used as a secondary source. Bless & Higson-
Smith, (2000) believe that data collected from other investigators in connection with
the problem should be used by every researcher in relation to other “problems or as
part of the more frequent method of gathering social data as in the case of
population census, such data is known as secondary data”.
The information sourced for this High Level Feasibility Assessment is a desktop
research, with specific reference to:
• Previous reports generated for the King Williams town and east London
regeneration programme: the status quo
• Reports and the business case study;
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• BCMM strategic planning documents – the BCMM development agency;
• BCMM integrated improvement plan (2011-2015) and spatial development
framework;
• Amathole district municipality (ADM) integrated development plan (2013-
2015);
• BCMM integrated development plan (2014-2015)
• COGTA reports (2014-2015).
3.6 METHODOLOGICAL APPROACH TO THE STUDY The aim of the study conducted was to explore the use of transformational
leadership style to improve public service delivery. The objectivities in conducting
this research was to find out , to what extent could transformational leadership style ,
important in order to enhance, promote and improve the leadership as well as
delivering effective and efficient qualitative service delivery within the municipalities,
to analyse the challenges that are affecting the political and administrative leaders
performance, to
3.6.1 The Setting The study was carried out within Buffalo City Metropolitan Municipality in the Eastern
Cape Province of South Africa where data was collected from the King Williams
Town and East London municipalities. Buffalo City is situated relatively central in the
Eastern Cape Province, and is bounded to the south‐east by the long coastline along
the Indian Ocean. Buffalo City is the key urban centre of the eastern part of the
Eastern Cape and consists of a corridor of urban areas, stretching from the port city
of East London to the east, through Mdantsane to Dimbaza in the west. East London
is the primary node, whilst the King Williams Town area is the secondary node. This
region also contains a wide band of rural areas on either side of the urban corridor
BCMM Socio-Economic Profile Report, (2014).
The Buffalo City Metropolitan Municipality has undergone a transition from a
category B to a category A municipality; this transition took effect immediately after
the 2011 local government elections, BCMM Integrated Development Plan (2011).
Although the economy of the Buffalo City Metropolitan Municipality is relatively small,
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it is the second largest metropolitan municipality in the Eastern Cape. It contributes
1.7% to the South African economy and 21.2% to the Eastern Cape’s economy.
Figure 3.3 Demographic map of BCMM
3.6.2 Demographic Profile of Amathole District Municipality
According to Integrated Development Plan (IDP, 2014-2015:15), "the Amathole
District Municipality is situated within the Eastern Cape Province, between Port
Alfred and Port St John’s. The district stretches from the Indian Ocean coastline in
the south to the Amathole Mountains in the north. The District includes the large
parts of the former Ciskei and Transkei homeland areas, which means the district
has large disparities within its borders. It is bordered by the Cacadu, Chris Hani, and
OR Tambo municipalities. The District covers a land area of roughly 21 229km²".
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Figure 3.4 Map of Amathole District Municipality
Source: “Urban-Econ Eastern Cape 2011”, cited in ADM IDP (2014-2015:15)
With reference to ADM IDP (2014-2015:15-16), it was revealed that "the Amathole
District Municipality’s area of jurisdiction is made up of 7 local municipalities, as
follows”:
• “Amahlathi Municipality, comprising the towns of Stutterheim, Cathcart,
Keiskammahoek and Kei Road, numerous peri-urban and rural settlements;
• Nxuba Municipality, comprising the towns of Bedford and Adelaide and
surrounding rural areas;
• Nkonkobe Municipality, comprising the towns of Alice, Fort Beaufort and
Middledrift, the smaller towns of Hogsback and Seymour, numerous peri-
urban and rural settlements;
• Ngqushwa Municipality, comprising the town of Peddie, the coastal town of
Hamburg, numerous peri-urban and rural settlements;
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• Great Kei Municipality, comprising the town of Komga, the small coastal
towns of Kei Mouth, Haga, Morgan Bay and Cintsa, and a number of rural
settlements;
• Mnquma Municipality, comprising the main town of Butterworth, the small
towns of Ngqamakwe and Centani, numerous peri-urban and rural
settlements; and
• Mbhashe Municipality, comprising the towns of Idutywa, Elliotdale and
Willowvale, and numerous peri-urban and rural settlements”.
3.7 POPULATION The review of IDP on the population distribution of the Amathole District Municipality
in 2001 census revealed a municipal population of 701,890. The annual rate of
population growth in the municipal area averaged 0.6% between 1996 and 2001,
and 0.7% between 2001 and 2011. This is slightly higher than the provincial average
annual population growth rate, reported as being 0.4% for these periods (Stats SA,
2011).
3.8 THE LOCALITY AND GEOGRAPHICAL CONTEXT OF THE STUDY AREA BCMM Buffalo City Metropolitan Municipality is situated relatively centrally in the Eastern
Cape Province, and is surrounded by the Great Kei Local Municipality, Amahlati
Local Municipality, Nkonkobe Local Municipality and Ngqushwa Local Municipality. It
is bounded to the south-east by the long coastline along the Indian Ocean. The
Buffalo City Metropolitan is made up of significant portion of two Magisterial Districts,
as follows:
• East London, including the previous Ciskei Magisterial District(s) of
Mdantsane.
• King Williams Town, including the previous Ciskei Magisterial District of
Zwelitsha.
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In line with the local government dispensation in South Africa, the Buffalo City
Metropolitan Municipality is categorized as a Category “A” Municipality. The area is
characterised by a composite settlement and land use pattern, incorporating urban,
peri-urban and rural components, which were previously administered as separate
local government entities. Buffalo City is the key urban centre of the eastern part of
the Eastern Cape. It consists of a corridor of urban areas, stretching from the “port
city” of East London to the east, through to Mdantsane and reaching Dimbaza in the
west. Buffalo City’s land area is approximately 2,515km², with 68km of coastline.
The existing urban areas and settlements in Buffalo City are spatially fragmented,
which is a feature of the entire municipality. The spatial fragmentation creates a
negative urban dimension. In Buffalo City, the following three main identifiable land
use and land need patterns are identified:
• A general appraisal of land use and settlement patterns within the Buffalo
City Municipality indicates clearly that the urban settlement pattern is
dominated by the East London, Mdantsane, KWT, Dimbaza urban
development axis. It dominates the industrial and service sector centres and
attracts people from throughout the greater Amathole region in search of
work and better access to urban services and facilities. On the urban fringes
there are smaller urban components like Gonubie, Berlin and Potsdam. The
eastern boundary is restricted by the Indian Ocean. East London serves as
the primary node and is the dominant economic hub in the region. The King
William’s Town (KWT) area and surrounds is a spatially fragmented area
with King William’s Town being the main urban area.
The other urban areas were situated on the outlying areas and included
Bhisho, Ginsberg, Zwelitsha, Phakamisa, Breidbach, Ilitha and Dimbaza.
King William’s Town serves as a secondary node in the Buffalo City region.
King William’s Town functions as a Regional Service Centre and together
with Bhisho, is the Provincial Administrative Hub and contains the seat of the
Provincial Government of the Eastern Cape Province. In view of the
dominance of the East London Core Area the KWT/Bhisho Regeneration
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process requires budgetary emphasis for implementing the projects that the
KWT/Bhisho LSDF identifies.
• The second is the area comprising of non-urban land within the Municipal
area and is characterised by distinctive enclaves (mainly within the areas of
the former Ciskei but also notable on the outskirts of East London in the form
of Newlands) where rural and peri-urban settlements accommodate some
20% of the Municipal population or by land used for intensive and extensive
agricultural purposes. The rural settlements are mainly situated to the
western and southern parts of Buffalo City.
• Thirdly, the commercial farming areas form a distinctive type of area. These
areas are dominant in the north-eastern and south-western (coastal) sectors
of the Municipality and are characterised by extensive land uses, with certain
areas making use of intensive farming (irrigation-based).
3.9 LIMITATION OF THE STUDY Firstly, the study is limited to the qualitative impediments faced by both political and
administrative leadership in king Williams town and in East London in the Buffalo
City Metropolitan Municipality in utilisation of transformational leadership style in
improving the public service delivery and does not focus on qualitative barriers by
use of numerical and statistical method. It is also limited to the evaluation of various
leaders within the municipalities both in King Williams’s town and East London in the
BCMM, in the Eastern Cape Province of South Africa and thus, cannot be
generalised to include the whole municipalities operating under Amathole District
Municipality (ADM). Secondly, this study is to the qualitative research where desktop
research approach is used and cannot be generalised to include the whole South
Africa. Lastly, time limitations and finance had a hampering effect on the study as
well.
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3.10 CONCLUSION The main purpose of this chapter is to describe the methodology used by the
researcher in order to enable him make right decision about the nature of the study,
the approach introduced by the study, sources of data as well as the document
analysis procedures.
The next chapter presents an overview of the analysis of documents obtained and
the researcher makes use of the next chapter to interpret and analyse the observed
findings on “the assessment of the role of transformational leadership style in
improving service delivery in BCM Municipality in Eastern Cape Province of South
Africa” hence, activities were based on the data collected through a desktop
research and documents obtained from the two municipalities. The following section
reveals the findings and discussions.
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CHAPTER FOUR
FINDINGS AND DISCUSSION
4.1 INTRODUCTION The previous chapter represented the focus of the research, the scope of the
research, study area, the study unit, the research design, the study also discussed
document analysis procedures to provide ways of looking at determining the
relationship between dependent and independent variables, it also give an idea
about the qualitative research technique where a desktop research was used to
collect all the important information that are relevant to the study. In addition, locality
and geographical context of the study area: Buffalo City Metropolitan Municipality as
well as the limitation of the study were also discussed.
The primary purpose of this chapter is to discuss the major findings, interpretations,
analyses and discussions of this study. The main aim of the study was to explore the
use of transformational leadership style to improve public service delivery in the local
government sector: the case of Buffalo City Metropolitan Municipality. The key
issues investigated or explored were the impact of political and administrative
leadership on improving the public service delivery on the municipality. Hence the
central argument emanating from the study is that transformational leadership plays
a fundamental role in employees’ performance particularly in the Buffalo City
Metropolitan Municipality.
The theoretical framework underpinning this study was adapted from the theory of
change. It advances that the tactics and strategies, like working in partnership or
teams and networks are necessary to achieve the desired change in the target
municipality or programme. Thus the theory of change provides a model of how
projects, the municipality should work. In simple terms, it provides a roadmap of
where the municipality is heading. Therefore transformational leadership tests and
refines the roadmap whilst policies help to get to the desired destination by bringing
about change within the municipality. The effectiveness of transformational
leadership is that it challenges or shakes preconceptions and reflection, and helps
the employees to regularly focus on the change they want to achieve. All in all
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transformational leadership is essential because it keeps the target municipality on
the right track. In this chapter, the researcher presents the data, analyses and
interprets it. The data collected from the official documents were analysed using the
content analysis.
4.2 THE NEED FOR CHANGING OF GOVERNANCE STYLE IN BUFFALO CITY METROPOLITAN MUNICIPALITY The BCMM council is the ultimate political decision-making body of the municipality.
The Executive Mayor, takes overall strategic and political responsibility for the city,
whereas the Municipal Manager heads the City’s administration, and provides the
link between the political and administrative arm of City Government. The heads of
departments and officials are responsible for the actual policy implementation. Ward
councillors are Municipality’s key link between the municipal government and the
residents, BCCM Annual Report (2014/15). There are 100 seats which include 50
PR Councillors and 50 Ward Councilors.
With that number of leaders in the municipality, excluding the number of
administrative staff, the municipality is facing a lot of challenges that hinders the
municipality in servicing its residents. The quarterly reports from 2012/3 to 2014/5
are showing evidence that the municipality needs to change its leadership style so
as to meet the needs of its residents. The following are the few of the challenges that
were found:
• Political instability and interference
• Lack of alignment between political and administrative leadership
• Inappropriate alignment of administration with political factions, mostly in
instances of political interference, leading to malicious compliance
• Ineffective performance management
• Culture of non-performance, malicious compliance and leadership’s lack of
action
• Poor planning or inadequate planning.
The municipal leadership often does not look at long-term solutions, but rather at
quick fixes during the audit process. As a result, the internal control environment
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does not continuously detect and correct anomalies and errors. The lack of proactive
and decisive action by councils plays a significant role in this matter. The ultimate
oversight responsibility rests with the councils, but it is clear that they do not take this
responsibility seriously to improve the situation and, ultimately, maintain a
sustainable and transparent administrative environment, forming the foundation for
enhanced service delivery, AG Report 2013/4. Until such time as the leadership
takes full ownership of the fundamental key controls around political factions, the
relationships with administrative leaders or personnel, there will be no movement in
outcomes. The situation is further hampered by a culture lacking daily accountability,
supervision and monitoring.
A lack of in-year monitoring and reporting played a significant role in the deterioration
of the outcomes the municipality that had regressed to a disclaimer. In addition,
Ikwezi relied on consultants in the past to prepare financial statements and compiled
its own financial statements for the first time in 2011-12. It is evident in the poor
quality of the financial statements and the audit outcome that the consultants had not
transferred skills to staff in previous years.
4.2.1 Formal planning for service delivery and reporting Integrated development plans and service delivery and budget implementation plans
form the basis of service delivery to be performed and reported on. The leadership
did not pay sufficient attention to the development of objectives, indicators and
targets and the evidence required to prove performance as contained in these plans,
AG Report 2014/5.
As a result, objectives, indicators and targets were excluded from the service
delivery reports or not reported on adequately because actual performance could not
be measured or adequately substantiated by supporting evidence. The municipal
leadership (namely the mayor, municipal manager and senior management) and the
oversight structure (in other words, the council) should ensure that processes for the
development of planning documents include sufficient time for robust review and
testing by the leadership and the governance structures (namely the audit committee
and internal audit unit). The council, the Department of Local Government and
Traditional Affairs, as well as Provincial Planning and Treasury (referred to in the rest
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of the report as the Provincial Treasury), should also perform rigorous reviews of the
planning documents to ensure that service delivery is aligned to government
priorities and can be measured and reported on. Planning documents may be
changed during the year should the need arise or priorities change, but any changes
should be approved and properly disclosed in the annual performance report.
4.2.2 The impact of critical vacancies
The municipality experienced various difficulties, such as losing locally produced
talent to other provinces, being unable to attract technical and financial expertise to
the more rural and remote municipalities, the filling of vacant positions being placed
on hold due to insufficient funds, and municipalities not being the employer of choice.
However, the municipal leadership in the municipality did not pay sufficient attention
to the management of vacancies and the retention of staff. Recruitment processes
were also not proactive, resulting in situations where adverts were only placed for
positions more than six months after they had become vacant. The lack of a
professional environment at audits resulted in professionals with the necessary and
critical skills not being eager to join the local government.
In addition, interference and nepotism by councillors in the recruitment processes
often resulted in potential candidates with the required competencies not being
shortlisted, resulting in unnecessary delays in the appointment of key personnel,
Mid-Term reports 2014/5.
Vacancies had a negative impact on the delivery of services and the supervision of
day-to-day municipal activities, including the recording and reporting of service
delivery, financial disciplines and compliance with laws and regulations. In addition,
vacancies at the municipal manager and chief financial officer level had a negative
impact on governance issues, including risk management and the preparation of
credible and accurate service delivery reports, financial statements and compliance
reports at all the affected audits. Vacant positions were often filled in an acting
capacity, where staff members were expected to carry out the duties of the acting
position as well as those of their normal position. This resulted in the duties of either
one or both of the positions not being adequately performed. The lack of
accountability of those staff members in acting positions meant that there were no
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consequences if they did not perform as expected, as they merely resumed their
normal duties.
4.2.3 Competencies of key officials The complexities of local government, the challenges experienced and the high
expectations of the public demand that key personnel at municipalities have the
skills, experience and capacity to fulfil their responsibilities and exercise their
functions and powers. The reforms in financial and performance management have
also resulted in a higher level of competency required from municipal managers,
chief financial officers, senior managers, SCM officials and other financial officials
than in the past. However, poor audit outcomes, failures in service delivery, a high
demand for consultants and dependence on support from national and provincial
governments point to an environment where the persons appointed to these posts do
not have the required competencies. The root cause of this is two-pronged people
that do not have the required competencies are appointed in key positions, and
current employees do not keep up with the changing local government environment
through on-going training and development.
However, the implementation of the municipal regulations on minimum competency
levels and the amendments to the Municipal Systems Act of 2000 provide an
opportunity to improve the situation. The regulations define the minimum
competency levels of accounting officers, chief financial officers, senior managers,
SCM officials and other financial officials, taking into account the differences in size
and scope of the municipalities. It provides for a phasing-in period for staff currently
in those positions to obtain the minimum competency level through academic
studies, experience and addressing any gaps in competencies through training and
development. The phasing-in period ended on 1 January 2013 and, as per the
regulations, the affected positions may not continue to be filled by persons who do
not meet the minimum competency levels. This will thus influence the continued
employment of these officials.
The National Treasury gave municipalities the opportunity to apply by September
2012 for an 18-month extension (until 1 July 2014) to enforce the regulations as a
special merit case, based on the particular circumstances of the municipality. Twenty
(44%) municipalities in the province applied for special merit case exemptions. The
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amendments to the Municipal Systems Act of 2000 (effective from July 2011) declare
the appointment of a municipal manager without the minimum competency levels as
invalid. It also provides for a defined appointment process of municipal managers,
which includes monitoring and intervention by the MEC for local government and
traditional affairs in the province. In terms of these amendments, the MEC must
agree with the appointment of municipal managers. Where the MEC does not agree,
he or she must inform the relevant municipality in writing of this. There were a
number of instances during the year under review where the MEC did not agree with
the appointment of proposed candidates, and where the municipalities then reversed
these appointments AG Report 2014/5.
4.2.4 Leadership compliance The accounting officer and management did not exercise adequate oversight
responsibility regarding financial and performance reporting and compliance as well
as related internal controls. Management did not properly develop and adequately
monitor the implementation of appropriate action plans to address internal control
deficiencies identified and communicated to management in the prior year. Contracts
were awarded to bidders based on points given for criteria that differed from those in
the original invitation for bidding, in contravention of Treasury Regulations 16A6.3 (a)
and Preferential Procurement Regulations COGTA Report 2014/5. Management did
not implement proper record keeping in a timely manner to ensure that complete,
relevant and accurate information is accessible and available to support performance
reporting.
A forensic investigation by an external service provider was initiated by the BCMM
into fraud committed on services procured through a central service provider. The
investigation was still ongoing at the date of this report. An investigation into the
following allegations was proclaimed on 23 January 2014 by the Mayor:
• The appointment of a service provider to provide technical support and
administrative services in respect of the Ward Based Co-operative
Programme of BCMM.
• Payments that were made by the Department in a manner that was
allegedly not fair, competitive, transparent, equitable or cost-effective;
contrary to, among other things, legislation and policies.
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4.3 ACCESS THE EFFECTIVENESS OF THE TRANSFORMATIONAL LEADERSHIP STYLE IN IMPROVING SERVICE DELIVERY
Transformational leadership theory was first described by Burns (1978). Burns
distinguished between transactional and transformational leadership. He defines
transformational leadership as a process in which leaders and followers each day
are led to higher levels of motivation and morality. Transformational leadership
raises needs and motives of followers and highlights the changes in individuals,
groups and organisations. Transformational leaders can stimulate followers, have
the ability to inspire, learn commitment of followers and can change beliefs, attitudes,
emotions and goals of individuals and organisations. Transformational leaders are
capable of uniting the followers based on their abilities to change the objectives and
beliefs. Transformational leaders create the feeling in subordinates that they are
respected human beings and help them see things in a new way. Meanwhile, the
transactional leaders address the current needs of their subordinates and have a
great attention to purchase, Najjar, (2012).
Burns (1978) indicated that transformational leaders are those who possess vision
and challenge others to do exceptional things and make efforts. Only
transformational leaders are able to show essential courses for new organisations.
Because they are the sources of changes and master the changes, Muhammad
Alinejad, (2012). Following Burns’ researches (1978), in the field of transformational
leadership, Bass (1985) provided a model of leadership that prescribed transactional
and transformational leadership models for stable and transformational situations of
an organisation respectively. Bass believed that a transformational leader is the one
that strengthens the organisation's performance and establishes a positive
relationship with subordinates, encourages employees to exceed the individual
needs and work in a way that guarantees the desires of groups and organisations.
Transformational leaders provoke their subordinates to do what they can, Yaqoubi et
al., (2010). In this study, the dimensions of transformational leadership are regarded
from Bass’ perspectives (1985) as a conceptual framework of transformational
leadership. These dimensions are:
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• Idealised influence: a spiritual impression in the eyes of followers is the main
step in the transformational leadership. Unquestioned loyalty and respect of
the followers towards the leader create an idealised feeling. It makes people
consider the leader as a model for their own behaviour. These components
make the transformational leaders be admired and respected.
• Inspirational motivation: Implies motivations and inspirations of followers by
appealing to their inner feelings and motives. This is done by showing
empathy and optimism, engaging followers in providing future prospects and
having high expectations of them.
• Intellectual stimulation: it is a form of an open dialogue regarding the process
of formation and implementation of the landscapes. In fact, transformational
leaders stimulate the followers to explore serious ways, rethink about visions
and the problems in achieving the goals. They use Intellectual stimulation to
challenge thoughts, imagination and creativity of their followers. This requires
that leaders while encouraging followers, provide a new and creative
approach to getting things done and make the followers re-examine the
traditional ways of solving problems.
• Individual considerations mean understanding and respecting individual
differences of followers, association with each one of them and the stimulation
of them by delegating responsibilities to them to make them learn more.
The transformational leader communicates separately with each of followers to find
out the needs, skills and ambitions of them. The leaders act as a mentor and teacher
and develop the followers to achieve higher levels of their capacity, Zarei, (2014).
Transformational leadership style can bring about change in the way of doing things
in the BCMM especially if it is employed by people who are competent enough. It is
also important for the municipality under study to fill the vacant position so that
everyone can play his/her role in the development of the municipality leadership.
There is, and will always, be a tension between politics and administration. These
are caused, in part, by the fact that politicians are elected by the voters and will only
be re-elected if they are seen to have delivered on the promises made during the
preceding elections. However, for politicians to realise those promises, they depend
on the administrators. Sluggish administrators mean one thing to politicians, namely
a diminished chance for re-election.
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This causes tensions and one often hears accusations such as „this or that manager
is sabotaging me‟, being thrown to whoever is deemed to act or omitting to act in a
particular way. There are, however, instances where politicians want to meddle in
the administration for mischievous reasons. It is not uncommon to hear, for example,
of instances in municipalities where councillors want to determine who gets which
tender or who gets employed in what position. When the municipal manager points
to the law to help discourage these actions, he/she is accused of the same sabotage
and calls for his/her head abound. This is, however, a normal tension which was
widely written about by the American Professor, Woodrow Wilson, (2000) who
coined it; politics and administration dichotomy. As defined by many scholars,
transformational leadership style is there to mend such unhealthy working
environment for the betterment of services to the citizens of that particular
municipality.
4.4 STRATEGIES THAT CAN BE USED TO IMPLEMENT TRANSFORMATIONAL LEADERSHIP STYLE Transformational leadership is one of the best leadership styles that have brought
change in many organisations. This style of leadership is all a conducive or a healthy
workplace relationship within the organisation, the municipality in this study.
According to Anderson (1992), transformational leadership means the exertion of a
transforming and developmental impact on individuals, groups and organisations
with the desired outcome being the enhancement of quality of life and the
effectiveness of one’s own and others’ performance in various environments.
Therefore, leadership plays a very important role on all three levels of organisational
behaviour: organisational level, group level and individual level. The role of
transformational leadership on these levels is discussed below.
4.4.1 Organisational level Whether it is political, economic or social, superior leadership has been proven to be
critical to the growth and well-being of an organisation, Bennis & Nanus, (1990). The
power of good leadership leads to the establishment of organisational missions, the
attainment of goals, addressing problems through innovation and creativity, reaching
decisions, the execution of tasks, the development of trust and cooperation, forging
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close relationships, and the growth and development of individuals, Robbins &
Judge, (2011).
4.4.2 Group level As teams become more prominent in the work environment, the role of the leader in
supporting and guiding team members becomes more critical, Robbins & Judge,
(2011). According to Robbins et al. (2009), the challenge for most managers is to
learn how to become an effective team leader. They have to develop skills such as
patience in sharing information, learning to trust others, giving up authority and
learning the art of knowing when to intervene. Robbins and Judge (2011) explain
that team leaders have four main priorities, namely: liaising with external
constituencies, troubleshooting, managing conflict and coaching.
4.4.3 Individual level Redmond, Mumford and Teach (1993) point out that leadership defines goals,
controls critical resources and provides rewards through an interactive leadership
process. In other words, leaders create an environment in which followers can
engage in creative efforts to accomplish their goals. Kinsman (1986) aptly states that
instead of being addicted to power and control in management, future leaders should
empower individuals to be their own leaders. Adams and Spencer (1986) echo the
definitions that are set out above by saying that leadership entails focusing on a
vision and inspiring individuals to work towards this vision in ways that positively
impact their own sense of purpose while upholding a commitment to integrity and
truth. This means that leadership should not only result in a positive impact on
individuals but also includes empowering individuals.
Leadership is a critical element in the success of an organisation. Dynamic and
effective leadership involves creating and following a vision and plan of action,
guaranteeing that organisations are focused on the client, and establishing an
environment that is conducive to employees optimising productivity and innovation
Bemowski, (1996).
According to Conger (1992), there is a lack of leadership in many organisations. The
ability and will to lead are often non-existent due to a lack of opportunity and
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investment in the process. Instead of unleashing, harnessing and motivating latent
leadership abilities, many organisations discourage leadership skills in order to
preserve the status quo. These organisations bear the cost of lost leadership and
ultimately organisational effectiveness. Leadership does not only involve a leader
but embraces the empowerment of followers and empowered followers ultimately
optimise productivity. The marketplace is changing and the ripple effect of this is felt
throughout organisations. As a result, increased attention and resources are being
invested in the leadership arena.
Transformational leadership is becoming increasingly important and more apparent
at all levels of organisations. Because of this, leaders should learn how to empower
individuals in order to have empowered teams, which will result in increased
productivity for the organisation. For BCMM municipality to implement this style of
leadership, the municipality must first look at the skills, competencies and creativity
that their personnel possess. The organisational, individual and group creativity will
be discussed below; starting with the definition of creativity:
A variety of research has been done on the concept of creativity, Greeno &
Sternberg (1999). According to Chand and Runco (1992), most contemporary views
on creativity infer that creative performance requires problem finding, divergent
thinking and the evaluation of possible solutions. Couger (1995) defines divergent
thinking as thinking in various ways or searching for different answers to a question
that can have many correct answers. Couger (1995) views evaluation as making
decisions about the accuracy, quality or suitability of the information. Ansburg and
Hill (2002) build on these definitions and state that creativity involves linking ideas
that can be viewed as being unrelated. Therefore, it can be assumed that the
creative thinker must focus on factors that are relevant to the current problem, while
still attending to apparently irrelevant information that might prove insightful.
As stated previously, according to Hall (1996), creativity is part of the competence
process. The primary argument of the competence process in understanding
organisational culture is that individuals are capable of accomplishing what has to be
accomplished and that they strive to be competent. They need to do their best and in
demonstrating their capacity to do well, they realise their potential. A leader,
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therefore, acts as a catalyst for creating a favourable work environment that permits
the expression of capability and potential. This is achieved through managing
conditions for collaboration and commitment, which ultimately culminates in
creativity. The abovementioned definitions imply that what one does is creative if it
is new, different, helpful and understandable. For the purpose of this study, creativity
is defined as the identification of problems and finding new and different solutions to
the problems by questioning norms in order to achieve innovative and useful
outcomes. Similar to leadership, creativity can be viewed at various levels, namely
the organisational, team and individual levels.
4.3.4.1 Organisational creativity Ever-increasing competition necessitates organisations to continuously reinvent
themselves. Ray (1987) states that there is an immense focus on structural solutions
to ensure organisational creativity, innovation and efficiency. In a similar vein,
Handzic and Chaimungkalanont (2004) state that organisations are compelled to go
further than acquiring, gathering and using current knowledge; they also have to
focus on new knowledge creation for innovation because creativity and innovation
are viewed as the primary enablers of long-term organisational economic success.
These authors argue that by driving creativity and modifying personal creativity into
organisational creativity, organisations will secure their long-term business success.
According to Nonaka, Toyama and Konno (2000), generating novel ideas is
imperative for the survival of organisations in an ever-changing global context. Within
this environment, creativity is viewed as a replacement of customary practices to
enhance organisational efficiency. In addition, it is believed that creativity paves the
way for innovation; it is increasingly viewed as the primary element which will set
apart organisations that will survive into the 21st century, Koehler, (1989). According
to Pringle and Kirkland, (2002), creativity can be developed, enhanced and managed
by organisations. Research has found that organisational elements such as job
complexity and supervision style aid creative performance, Amabile, (1988). Mott
(1972) suggests that effective organisations are both efficient and creative and that
the results of enhancing creativity can be seen in terms of new products and
processes, increased efficiency, higher levels of motivation, job satisfaction,
teamwork and strategic thinking across the organisation. Creativity should be applied
in all organisational procedures because it plays a significant role in overcoming
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challenges that can prevent the accomplishment of individual, team and
organisational goals, Koehler, (1989). According to Ray (1987), creativity can flourish
at all organisational levels and can be seen in all stages of business; personal
creativity leads to organisational creativity.
4.3.4.2 Team creativity Although creativity is considered an organisational characteristic, it can also be
viewed as a team characteristic. Many organisations have increased their focus
towards team-based work processes to heighten their responsiveness and their
ability to promote innovation, Cohen & Mohrman, (1995). According to Pirola-Merlo
and Mann (2004), organisations should not only be concerned with promoting
creativity among individual employees but also with developing creative teams. In a
study on Swedish engineers that was conducted by Ekvall (2000), it was found that
project teamwork and creative methods support creativity. According to Shalley et
al. (2004) and Amabile (1996), team creativity is defined as the production of new
and useful ideas about products, services, processes and procedures by a team of
employees. According to Pirola-Merlo and Mann (2004), creativity can occur as team
members interact with each other by sharing, building on and filtering ideas together.
Pirola-Merlo and Mann (2004) also say that group interaction can have an effect on
individual creativity and that there is a relationship between individual/personal
creativity and group creativity. On the one hand, team creativity can be viewed as an
added task where each individual’s creativity adds to the creativity of the group
Pirola-Merlo & Mann, (2004) and on the other hand, team creativity can be seen as a
disjunctive task where the most creative ideas (which can stem from individual
creativity) are accepted by the team and determine the team’s creativity, Steiner,
(1972). Taggar (2002) says that individual creativity can provide the building blocks
of novel and useful ideas, but the interaction of team members and team processes
play a vital role in determining how these building blocks are developed into team
creativity. It can, therefore, be said that there is a definite relationship between
individual creativity and team creativity. While team creativity might not necessarily
be completely dependent on individual creativity, individual creativity can play a
crucial role in team creativity.
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4.3.4.3 Individual creativity Rubin (1968) observes that because everyone has the potential to be creative, most
individuals have more creativity than they use. He says further that varying situations
unleash creativity in different individuals. An overview of the literature suggests that
a set of personal characteristics exits that are linked to creative achievement, Barron
& Harrington, (1989). These personal characteristics range from biographical
elements to assessments of cognitive styles and intelligence, Amabile & Davis,
(1989). Thus research has shown that a core set of personal characteristics
(including wide interests, attraction to complex tasks, intuition, tolerance of ambiguity
and self-confidence) correlate positively with measures of creativity.
According to Ray (1987), individuals have to develop their own vision and creativity
before they are able to align themselves with the organisation’s vision. He explains
that creativity is vital to well-being and effectiveness in any career; creativity
resounds through all individuals, although it is often repressed due to obstacles such
as fear and judgement. However, despite these obstacles, individual creativity can
be unleashed by allowing it to be steadily experienced. According to Amabile (1997),
employees who share a common vision and show empathy towards each other are
usually intrinsically motivated and have a passion for what they do. These
employees ultimately display more creativity.
Jung (2001) states that an individual cannot achieve a high level of creativity if he or
she lacks the motivation to use his or her creative ability. Certain individual
characteristics enhance levels of creativity for the individual, the team and ultimately
for the organisation, including the level of comfort to disagree and the ability to think
and speak objectively, Amabile, (1998).
Creativity on an individual level is critical for organisations to be effective, Oldham &
Cummings, (1996). Herbig and Jacobs (1996) are of the opinion that creativity is
possibly the most important instrument that a manager possesses because it can
lead to the enhancement of business and customer goals. Creativity can, therefore,
be pivotal in ensuring market success and process efficiency. We can deduce from
the above that creativity is vital to the longevity of organisations, it should span all
aspects of an organisation and it is linked to organisational culture. Creativity is
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innate (a characteristic that is within every individual) and certain conditions or
situations allow for creativity and its potential to be realised. As a result, it can be
regarded as an organisational, team and individual characteristic.
4.4 THE USE OF GROUPS AND TEAMS IN IMPLEMENTING TRANSFORMATIONAL LEADERSHIP Classifying the general types of teams can be a perplexing task because of the
diversity of which teams and groups are composed. Sundstrom et al. (2000)
categorise the general types of teams into six different groups:
• production groups;
• service groups;
• management teams;
• project teams;
• advisory groups;
• action and performing groups
According to Sundstrom et al. (2000), production groups are responsible for
consistent output; service groups focus on customer transactions; management
teams coordinate employees, make policies, track the budget and work on logistics;
project teams are set-up for a specific task and disband when they complete it;
advisory groups solve problems; and action and performing groups work in time-
limited complex situations. There is a gradual increase in the use of plurality
leadership to emphasise more cooperation, collaboration and input among team
members. In a qualitative analysis, Denis et al. (2012) provided a framework for
leadership in teams that have a plurality-style of leadership. Plurality leadership
occurs when there is combined the influence of multiple people leading a specific
organisation. Four streams of plurality leadership were identified:
• sharing leadership for team effectiveness;
• pooling leadership at the top to lead others;
• spreading leadership across levels over time; and
• Producing leadership through interactions.
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According to Denis et al. (2012), sharing leadership for team effectiveness occurs
when there is mutual leadership in the groups and the team members are leading
each other. Pooling leadership at the top involves dyads, triads and constellations of
individuals leading an organisation. Spreading leadership across levels over time
occurs when leadership is dispersed between people or organisations to achieve an
outcome, like in inter-organizational collaboration. In producing leadership through
interaction, leadership emerges organically among members, and the members
themselves determine what and who leadership should be.
4.4.1 Effective leaders in teams Team building involves the process of mentoring and enhancing the performance of
team members, Darling and Leffel, (2010). Team leaders can affect other team
members’ behaviours by encouraging and facilitating competencies, DeChurch et al.,
(2010). Morgeson et al. (2010) described four different sources of team leadership
based on various leadership processes. Leadership can be based on the “locus of
leadership”, which can be either internal or external and the “formality of leadership”,
which can be either formal or informal. The locus of leadership is internal if the
leader is part of the team, and external if a leader is not part of the team’s everyday
tasks. Formal leadership processes give the leader stipulated responsibilities for
team performance; informal leadership imbues no direct responsibility for a team or
group’s performance. Darling and Leffel (2010) created a framework for leadership
styles and divided the framework into four different styles found in industrialised
nations, based on the leader’s assertiveness and responsiveness. The four styles
are as follows:
• analyser;
• director;
• creator;
• And connector.
The horizontal line consists of the leader’s assertiveness, whereas the vertical line is
the leader’s responsiveness. Many researchers stress that assertiveness and
responsiveness are the two most important dimensions in determining an individual’s
leadership style, Darling and Leffel, (2010). Assertiveness is when the leader is
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direct or indirect in communicating with team members, and the leader’s
responsiveness is how the leader is able to express him or herself emotionally while
leading the team or group. The analyser is inflexible because they are less assertive
and less responsive. Instead, the analyser is logical, thorough and precise. The
director is more assertive and less responsive but has the strengths of being
decisive and determined. The connector is less assertive and more responsive and
has the strengths of bringing support and diplomacy to the team. The creator is more
responsive and more assertive and has the strengths of being friendly and
imaginative.
The leadership style used when leading a team or group may affect cohesion,
interaction, reaction and learning outcomes of the members. Bucic et al. (2010)
identified the most common leadership styles in teams (transactional,
transformational and ambidextrous) and how leadership styles influence team
member learning. Team learning refers to the process of how individuals in a team
reflect on feedback and implement changes for improvement (Bucic et al., 2010).
Burns (1978) characterised leadership in an organisation as transactional or
transformational. Bucic et al. (2010) go further still and include the ambidextrous
style of leadership in their research. Transactional leadership focuses on reward,
compliance and punishment, Bass and Riggio, (2006). On the other hand, charisma,
inspiration, individual employee consideration, intellectually stimulating the team and
motivational encouragement characterises transformational leadership, Bass and
Riggio, (2006).
A number of researchers identify the strengths of ambidextrous leadership, in which
leaders use diverse courses of action, Bucic et al., (2010). In today’s competitive
organisational environment, leaders in teams need to have the ability to adapt to
changing situations. The research by Bucic et al. (2010) determined that an
ambidextrous leadership approach is the ideal leadership style to promote positive
interaction, reaction and learning from team members in an organisation.
In a study conducted by the Hay Group, a consulting firm, 3,871 executives were
randomly sampled, and the researchers found that there are six distinct leadership
styles conducive to an effective team atmosphere. Their research determined that all
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of the styles have short and momentary effectiveness for a team, but that any single
particular style of leadership should not be relied on completely. The six leadership
styles are coercive, authoritative, affiliative, democratic, pacesetting and coaching
Goleman, (2000):
• Coercive: This leader requires immediate compliance and works best in a
crisis situation or with problem employees.
• Authoritative: This leadership style assembles people toward a similar
vision and is most effective when changes are required or when there is a
need for a clear direction.
• Affiliative: This style promotes harmony and emotional bond in the work
environment and is adequate in motivating people during stressful times.
• Democratic: This leader achieves consensus in the team through direct
participation and is used to gather input from employees.
• Pacesetting: This style expects excellence and sets high standards for the
team. This leadership method is most effective when there is a need to
receive quick results and to have a highly motivated team.
• Coaching: This style assists in cultivating people for the future and could
help employees improve their performance.
Hay Group found that the coercive and pacesetting styles of leadership have an
overall negative impact on the working climate in an organisation, whereas the
authoritative, affiliative, democratic and coaching styles have an overall positive
impact. Another common leadership style is known as shared leadership. In this
style, leadership is distributed, divided and administered among multiple leaders of a
team or organisation. The purpose of rotating and transferring the leadership position
among different members is to achieve maximum outcomes and to reach the goals
of the team, Carson et al., (2007). Shared leadership relies on members’ expertise
and knowledge to lead one another to reach their objectives; the “serial emergence”
of multiple leaders over the life of the team also develops naturally under this
leadership style Pearce and Conger, (2002).
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4.4.2 The Association between Transformational Leadership and Team Performance Transformational leaders create an attractive perspective of the organisation’s
mission and future and stimulate and facilitate their followers to work toward that
vision. Transformational leaders operate as a role model and create employee trust
and pride in the organisation, intellectually encourage followers to challenge old
presumptions about organisational problems and practices, Nica, (2013), and modify
employee perceptions of goal significance and transparency. Organisational aims set
up a perspective of a desired future state, which supplies both a reason for the
organisation’s existence and standards by which performance can be evaluated.
Wright et al., (2012). Direct supervisors have a notable influence on someone’s
work-related identity, being relevant as socialising agents as executive leaders do in
indicating a set of institutionalised values. Institutions should transfer public service
values from the institution in which they are incorporated to the individual’s identity
Mărășescu, (2014) as a member of the institution.
Public service incentive is an autonomous kind of identity regulation which relies on
internalised values that are the basis of an institution and its related identity (people
will be public service stimulated because they have internalised public service
values), Vandenabeele, (2014). Organisational culture moderates the connection
between leadership behaviour and followers’ affective and normative commitment
(leadership is a relevant element in the commitment process). Transformational
leaders highlight intrinsic rewards, identify the significance of collaboration in
accomplishing collective tasks, and promote assessment of group achievements
creating collective efficacy. Both transformational leadership and contingent reward
are positively associated with affective and normative commitment. Transformational
leadership does not clarify how continuance commitment advances, Simosi and
Xenikou, (2010).
In the public sector, it is not sufficient to concentrate only on leadership as a medium
for carrying out the change in the most successful way possible: transformational
leadership should aim at democratic norms and the role of citizens, Peters, (2014) in
both defining and accomplishing shared aims. Transformational leadership requires
the leader to comprehend and support the necessities of followers. Leaders must
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show integrity and trustworthiness to accomplish organisational transformation and
change. Democratic values, citizenship, and service in the public interest are the
normative basis of public administration. The leaders and followers must incorporate
citizens and public servants at all levels of the organisational chart, Denhardt and
Campbell, (2006). Virtual communication determines a sense of uncertainty and
ambiguity in virtual followers. Transformational leaders may supply a sense of social
context, structure the work (Dan, 2014), and bring about a sense of predictability and
certainty, may create a sense of common mission, team cohesion and team identity,
and can establish certain aims and improve agendas for goal achievement. There is
an outstanding interplay between transformational leadership and team type in
forecasting team task performance. The most successful leaders enhance their
transformational leadership behaviour when they lead a virtual team, Purvanova and
Bono, (2009).
4.5 CONCLUSION This chapter provides detailed findings on the demographics areas of the BCM
Municipalities on an exploration of the use of transformational leadership style in
enhancing public service delivery. It further provides findings on the benefits as well
as drawbacks of transformational leadership style in an attempt to improve the public
service delivery within the municipalities. The preliminary aim of this section was to
analyse the role of the transformational leadership style in the BCM Municipalities in
enhancing, promoting and improving their performance as well as providing
qualitative public service delivery within their municipalities.
The ultimate objective of this chapter is to determine the significant benefits as well
as the drawbacks or setbacks for the use of the transformational leadership style in
enhancing public service delivery in the municipalities under study. The findings
show that there is a lack of vision within the municipality leadership that leads to a
poor service delivery to the citizens within the municipalities. The findings reveal that
some of the obstacles confronting the leaders are a lack of information training skills,
lack of knowledge on leading an organisation and lack of communication within the
municipality leadership. Accordingly, the findings show that the most significant
variables in the Buffalo City Metropolitan Municipality in the Eastern Cape Province
are the needy, “to serve the niche” or actual leadership, training and government
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support. It is, therefore, a glaring that transformational leadership style could play a
crucial role in providing and enhancing effective and efficient public service delivery
within these municipalities if necessary measures to improve the ugly situation are
put in place.
This, therefore, shows that leadership or leaders in the Buffalo City Metropolitan
Municipalities in this province require assistance to ensure that successful
performances are adequately enhanced. It is on this note that this assistance are
therefore expected to come from the government, local government Performance
Management System whose aim is to develop a performance management system
that could enhance the municipality leadership capacity and organise adequate
trainings and workshops that would facilitate effective leadership skills in order to
provide qualitative public service delivery within the municipalities.
Realistically, the ultimate use of the transformational leadership style in enhancing
public service delivery within the municipalities in local government in South Africa
needs to be duly and strictly put into consideration in order to improve qualitative
public service delivery not only in African countries but also in the rest of the world.
The government and his policy makers, as well as the Local Government
Administrators or Managers, need to facilitate and ensure that maximum use of the
transformational leadership style are extremely and thoroughly enhanced in order to
ensure that the leader's enrichment is adequately maintained.
In spite of the presence of crucial use of leadership styles enhancement and the
panacea the municipalities’ leaders have achieved in the Local Government
Administrators (LGA), it's saddening to note that the leadership poor performance in
using the transformational leadership style effectively within the municipalities. The
government and the policy makers and the LGA or managers need to accept these
hazardous, harmful and glitches confronting the leaders in ultimately using effectively
and efficiently in enhancing their performance and therefore also accept to undergo
a paradigm shift of policies, ideologies and practises that would assist and support
the leadership in using the recommended style of leadership to a greater extent in
order to provide a qualitative public service delivery within municipalities in South
Africa. This would be a pivotal way to the LGA in the Eastern Cape Province of
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South Africa progressively achieving success, development and enhancement in
promoting and maintaining socio-economic growth in the country.
Finally, the study findings are expected to inform the government to provide
necessary assistance to the municipalities in South Africa to capacitate leaders,
especially in local government because it is where the grass roots of governance
are. It is evident that the study used qualitative research design where a desktop
research approach were used to source information and documents analysis in the
presentation of information that is related or relevant to the findings and discussions
that are based on the exploration of the use of transformational leadership style in
enhancing public service delivery in the Buffalo City Metropolitan Municipality in the
Eastern Cape Province of South Africa. The following section discusses the
conclusion and recommendations.
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CHAPTER FIVE
RECOMMENDATIONS AND CONCLUSIONS
5.1 INTRODUCTION
South Africa is now 22 years into democracy and 15 years into a formalised Local
Government Sector. A lot of lessons have been learning over this period. We owe it
to no one else but to ourselves for having taught ourselves all these various lessons.
There have been a number of challenges along the way. As indicated in Service
Delivery Protest Barometer, the country has lately been characterised by sporadic
service delivery projects which reflect a somewhat failure by government to deliver
basic services to communities.
Contrary to the above-painted picture, there is an indication of a sharp increase in
the South African Human Development Index. Analysts believe that this is attributed
to the decent housing developments seen over the past years in rural communities,
the grant allocation and basic care and support programmes particularly to the
elderly and the youth. Leadership at all levels with therefore have to be cautious of
all these developmental trends as they dictate the agenda of any developing country.
If there was a time to conscientize communities on the role they can play in directing
the development in their localities, surely that time will be now than ever before. Civic
Society structures have the power to lobby and advance community needs. Our
constitution promotes participatory democracy, particularly on socio-economic and
political issues. If this notion can be advanced, a lot can be achieved. The previous
chapter provides the empirical findings and analysis from information collected from
the review of various municipalities’ documents. However, the previous chapter
begins with the presentation of the findings and discussions in an attempt to explain
in details the rudiments and outcomes of the research findings. This chapter
concludes this study. It recommences by giving a bird’s eye view to all the previous
chapters of the study.
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The primary objectives of this study were related to inter alia; to explore the use of
transformational leadership style as a strategy to enhance public service delivery
and find out whether transformational leadership style promotes good working
relationships, transparency and accountability in local governance.
5.2 CONCLUSION TO THE STUDY
The first chapter of the study introduces the introduction and the background of the
study, the term of the Transformation Leadership Style in the local government in
order to improve the provision of public services. The research topic is also
discussed a bit so as to give a light of what the study is about and how will the study
be carried. An exploration of the use of the transformational leadership style in
enhancing public service delivery: the case study of Buffalo City Metropolitan
Municipality. Also in the same chapter, the research problem is articulated with some
empirical evidence being presented so as to support the problem statement. The
objectives of the study and the research questions are also included in the first
chapter so as to pave a clear direction for the study and guide the focus of the
researcher or the one conducting the study.
The first chapter also talks about the significance of the study, why is the study so
important? And what contribution will the study have in the research world and what
contribution will the study make in the country we are living in, in terms of
knowledge. There is also a foretaste of the literature review in the first chapter name
preliminary literature review when terms and theories to support the study are
introduced. The study is about the transformational leadership style impact on public
service delivery on local government. Transformational leadership is a theory, and
there two theories that are supporting the study which is introduced in the first
chapter namely:
• Change Theory: The importance of leadership to the change management
process is underscored by the fact that change, by definition, requires
creating a new system and then institutionalising the new approaches,
Kotter, (1995).
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• Stewardship Theory: Burns (1978) asserts that: “The essence of leadership
in any policy is the recognition of real need, the uncovering and exploiting of
contradictions among values and between values and practice, the
realigning of values, the reorganisation of institutions where necessary, and
the governance of change.”
These two theories are discussed deep in the second chapter including the
transformational leadership theory. The chapter also speaks of the research design
and research method that will be used in conducting the study. The chapter also
justifies the study and the conclusion of the chapter.
Chapter two of the study provides the evaluation of relevant literature and theories.
The evaluation of this literature and theories is accomplished according to sections
that are aligned to the research objectives and questions. In the first instance, the
chapter examines the notion of governance, and it was construed that governance is
perceived as the application of a set of responsibilities and practices, policies and
procedures that are used by the executives to enhance the effective management of
the organisation’s activities and its people. The chapter also notes that through the
accomplishment of these objectives, the leaders in local government are able to
provide strategic direction, manage risks and use resources responsibly and with
accountability in order to ensure that the prescribed objectives are achieved. Later
discussions in the chapter centred around; factors determining the effectiveness of
transformational leadership approach; the effect of leadership on improving service
delivery and the strategies in implementing the transformational leadership
approach. The second chapter of the study is very critical to the study; the terms
used in the study are discussed in a broad manner so that the study should have a
meaning. Terms such as leadership, governance are discussed deep and are linked
to the study for a purpose. The study is a certain leadership style in the local
government, now giving an explanation about leadership and governance in the
makes sense in the public administration perspective.
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The term service delivery is also clarified using legislations that govern it and some
literature from other documents and reports. The White Paper on the Transformation
of Public Service and White Paper on Service Delivery are giving a clear view on
what needs to be done to achieve high public service delivery.
The second chapter of the study also gives an explanation of the objectives of the
study, when the objectives fully discussed and debated. There are two theories that
are supporting the study namely; Change Theory and Stewardship Theory which are
discussed and explained on how the link to the study. Transformational leadership
theory is also explained so as to give the philosophy behind it. There is legislation
that is consulted in conducting the second chapter that is also part of the second
chapter which is National Development Plan, Back to Basics, Municipal Structures
Act and the Constitution of the Republic of South Africa. These legislations were
consulted for the purpose of the chapter and giving a direction on the discussions in
the second chapter.
The main purpose of the third chapter is to describe the methodology used by the
researcher in order to enable him to make the right decision about the nature of the
study, the approach introduced by the study, sources of data as well as the
document analysis procedures. The third chapter represented the focus of the
research, the scope of the research, study area, the study unit, the research design,
the study also discussed document analysis procedures to provide ways of looking
at determining the relationship between dependent and independent variables, it
also give an idea about the qualitative research technique where a desktop research
was used to collect all the important information that are relevant to the study. In
addition, locality and geographical context of the study area: Buffalo City
Metropolitan Municipality as well as the limitation of the study were also discussed.
The fourth chapter provides detailed findings on the demographics areas of the BCM
Municipalities on an exploration of the use of transformational leadership style in
enhancing public service delivery. It further provides findings on the benefits as well
as drawbacks of transformational leadership style in an attempt to improve the public
service delivery within the municipalities.
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The preliminary aim of this section was to analyse the role of the transformational
leadership style in the BCM Municipalities in enhancing, promoting and improving
their performance as well as providing qualitative public service delivery within their
municipalities. The ultimate objective of the fourth chapter is to determine the
significant benefits as well as the drawbacks or setbacks for the use of the
transformational leadership style in enhancing public service delivery in the
municipalities under study. The findings show that there is a lack of vision within the
municipality leadership that leads to a poor service delivery to the citizens within the
municipalities. The findings reveal that some of the obstacles confronting the leaders
are a lack of information training skills, lack of knowledge on leading an organisation
and lack of communication within the municipality leadership. Accordingly, the
findings show that the most significant variables in the Buffalo City Metropolitan
Municipality in the Eastern Cape Province are the needy, “to serve the niche” or
actual leadership, training and government support. It is, therefore, a glaring that
transformational leadership style could play a crucial role in providing and enhancing
effective and efficient public service delivery within these municipalities if necessary
measures to improve the ugly situation are put in place.
The main significance findings of this study premise on the notion that
transformational leadership style has an important role to play in enhancing or
combining the skills and competencies with the municipality (BCMM), to promote
public service delivery. It is perceptible that the BCMM have included both political
and administrative leadership development in their own strategic plan programme
but the fact remains that the municipality does not a clear document or policy that
speaks to the empowerment and development of its leadership and personnel.
Having the means or tools to capacitate the municipality leadership and personnel
could facilitate effective and efficient utilisation of municipal resources in order to
enhance the skill and competencies of the leadership and personnel. The findings
show that the municipality under study depends on certain individuals and political
influence or interference that makes decisions about the municipal facilities.
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This study thus provides an effective and efficient solution to identified challenges
and impact as well as strategies to be adopted in order to reduce the failure rate of
service delivery in the Local Government Leadership and Administration (LGLA) in
South Africa perhaps through various Integrated Development Plan (IDP). This
implies, in turn, that it is necessary to improve the level of human skills and
leadership skills in the country. In addition, the study could also be seen as a
valuable source of information to policymakers in the government sector. This
research, therefore, contributes to the empirical literature on the impact of
transformational leadership style supports, the promotion of public service delivery in
LGLA in South Africa.
Furthermore, the overall purpose of the research has been to an exploration of the
use of transformational leadership in improving public service delivery in BCMM in
the Eastern Cape Province of South Africa. The research targeted the political and
administrative leadership in King Williams Town and East London municipalities in
order to explore the use and role of transformational leadership style. It is anticipated
that the study could provide practical solutions to the government, policy makers and
the both political and administrative leadership of the municipality.
The study used qualitative research design which includes a desktop research and
document analysis method of data collection. A desktop research simply referred to
the reviewing of different documents such as several publications, research
literature, articles, books, conference reports, journals, dissertations and internet
sources as secondary sources of data were used in this study to collect data or
information related to an exploration of the use of transformational leadership style in
enhancing public service delivery in local government; the case of BCMM, in the
Eastern Cape Province of South Africa. It must also be noted that for the purpose of
analysis and presentation of the findings, all the necessary data or information were
obtained from documents reviewed.
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The findings of this study confirmed that the leadership of the BCMM have
insufficient knowledge in running a successful municipality, lack of vision, skills,
illiteracy or lack of knowledge about the policies governing the municipality and lack
of coordination of ideas so as to improve the communication and information
amongst themselves so as to improve public service delivery in the local
government. Though it was viewed from some of the document reviewed that a
number of motivations and hurdles were highlighted, the study realised that not all
variables established in other previous studies done elsewhere we relevant to the
obstacles faced by the leadership in BCMM. Variables like gender, vacant post,
knowledge or experience and uncertainty about the role to play in running the
municipality were found to irrelevant.
Conclusively, it was highlighted from some reviewed documents such AG Report
and Quarterly Reports that variables which actually serve as hurdles to leadership in
the” BCMM in the eastern cape Province of South Africa” lack of vision, lack of skills,
corruption, lack of leadership style, lack of motivation to excel and inappropriate
policies. The general intention of the study has been to understand an exploration of
the use of transformational leadership style in enhancing public service delivery in
Buffalo City Metropolitan Municipality (focused on King Williams Town, Bhisho, East
London, Zwelitsha and Dimbaza) which is under the Amathole District Municipality in
the Eastern Cape Province of South Africa. The study targeted the leadership of the
municipality both political and administrative leaders, in order to explore the reasons
for assessing the role of leadership in improving public service delivery within the
municipalities. It is anticipated that the study could provide practical solutions to the
government and policy makers as well as the municipality leadership in enhancing,
promoting, improving leadership qualities to ensure that qualitative public service
delivery is rendered by municipality leaders within the municipalities.
5.3 RECOMMENDATIONS
The following recommendations are derived from the findings of the study:
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• The municipality leadership in BCMM should first revisit the municipality
vision and find ways to implement it correctly.
• The leadership of the BCMM in the Eastern Cape Province of South Africa
must put a clear leadership strategy in place
• The study recommends a personal screening of the leadership candidates
before allowing them to access the municipalities’ system. It is important for
the municipality to know what kind of personnel they are employing (his /her)
reputation, where is the person coming from (his /her) background.
The study also recommends that the municipality leadership in BCMM in the
Eastern Cape Province of South Africa, the leaders who lack skills should seek help
from those who have knowledge. There is a funding from COGTA for municipality
personnel to go and improve their skills for an example registering at an institution of
higher learning to acquire skill and knowledge. The South African Local Government
Association (SALGA) has funds also put aside to develop the personnel in local
government. The study recommends that the BCMM leadership in Eastern Cape
Province of South Africa should put in place measures that will see the municipal
personnel (leadership) should comply with the policies governing the municipality
and local government.
Amatole District Municipality Annual Report, (2014/15) suggests that one of the key
principles of good governance is the establishment of ethical leadership within an
institution. In a municipal setting, this translates into:
• The need to clearly define the roles and responsibilities of the leadership and
individual leaders in a municipality;
• The embedding within the leadership of an ethical culture based on the vision
and values of the institution and constitutional principles, both to guide and to
measure against, the actions of leaders and;
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• The entrenchment of the principles of holding leaders accountable for their
actions.
• Capacitate middle managers on transformational leadership style; so that
they can be able to manage projects well. This will resolve issues such as
documents management, project management through the systems
development life cycle;
• Set up a performance test system that will able the municipality to see whose
productive within;
• Establish the monitoring and evaluation unit;
• Employ of fill the vacancies within the municipality, the municipality cannot
function well with the municipal manager;
• The human resources of the municipality must have a clear and good
recruitment plan in place.
This study further suggests that the cadre deployment of political leaders and the
recruitment and selection for administrative leaders must do on merit, in order to
ensure effective public service delivery within municipalities, therefore, the following
suggestions below should be adhered to: Policy makers should create a
methodology for monitoring and evaluate the leader’s performance in implementing
the policies that are guiding efficiency within the municipality. The creation and
enforcement of effective of good and efficient leadership that ensure all
municipalities are meeting their targets on service delivery. Government policies can
incentivise the municipalities’ management to adopt effective leadership policies in
order to enhance public service delivery within the municipalities.
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Policy makers should also highlight best practices within municipality’s areas and
encourage other municipalities’ management to voluntarily adopt these practices. In
order to improve the high level of public service delivery effectively and efficiently,
there is a need for government to allow the municipalities integrated development
plan to recognise the need for creating cohesive and self-reliant leadership style.
The municipality should also strengthen the working committees that are of
assistance in the municipalities.
This is established as a mechanism to assist Council to fulfil its mandate of
overseeing the Executive and the Administration. It is a multi-party Committee
representative of all the parties in the Council and also includes members of the
public drawn from the strategic stakeholders in the society. As much as councillors
are deployed by political organisations, it is important for them to carry the
municipality and the municipal accounts committee is there to champion the working
relations between the municipality councillors and managers;
• To create a better understanding of the work among the political and
administrative office bearers in the council.
• To develop programs, intended to ensure continuous and complementary
oversight over Executive and Administration
• Workshopping members of the council in understanding their roles
• Ensure regular meetings and submission of reports are submitted on time
• Ensure that the municipal leadership participate in the National Association
of Public Accounts Committee Conferences
• Ensure networking with leaders from other spheres of government
• Conduct of over sighting with local municipalities around the municipality
126
• Facilitate engagements with scholars on new developments on policies
developed
• Visit projects implemented by the municipality to assess outcomes and
gauge community satisfaction with public service delivery
• Undertake learning and sharing visits to benchmark and learn best practice
on the municipality development or growth
This study, therefore, recommends that South African government should provide
sufficient strategies in developing municipal leaders to the maximum level in order to
enhance public service delivery within the municipalities. This is pivotal in ensuring
that municipal leadership have enough skills to serve the communities that they are
leading. The government should also endeavour to organise leadership training,
workshops, and seminars for all the municipalities’ leaders in order to enhance their
performance and improve their skills in rendering qualitative public service delivery
within their municipality.
This study is also advocating for strong cohesiveness or interconnectivity between
the government and municipalities leadership by ensuring that the manager's
performance in relation to public service delivery within the municipalities is
effectively and efficiently enhanced in order to continue strengthening the skills and
as well as ensure proper administration performance in evaluation and monitoring. In
addition, the South African government should provide funding for training both
political and administrative leadership, or at least engage universities to provide a
curriculum on municipal leadership and administration, so that municipal personnel
should be equipped for the roles and jobs. The author of this perhaps, also suggests
that the government should make a policy that all municipalities leadership both
administrative and political should at least acquired a diploma or certificate in
municipal leadership or municipal management, by so doing, apart from the fact that
the government is making an immense efforts by contributing heavily, immensely
and tremendously to improve all municipalities performance in public service
delivery.
127
Then, this also calls for the municipality leadership to also wake up and prepare
them in acquiring the knowledge without waiting for the government to provide the
basic training skills for them.
Considering the municipality inability to fulfil its mandate to its citizens resulting in a
low service delivery and poor leadership or poor administration, it is therefore
recommended that the municipality should consider soliciting external assistance ie
get all stakeholders in the municipality to work together. The author of the study,
emphasises the capacity building, particularly to political leadership that can
enhance good governance through the promotion of community involvement in every
decision taken by the municipality. There is an urgent need for the municipality to
consider filing in of critical vacant positions to enhance performance. Such has been
a weakness identified by the AG in 2014/15 report.
There is a need for the municipalities to begin to invest on Township Economy. A
number of Local Economic Development Programme can help in reducing the
unemployment rate and create a self-reliant community as opposed to the grant
dependency syndrome currently characterising our communities. A lot of these
initiatives can easily find space for funding through such programmes. There is a
need to invest in strategies of development. These strategies can be acquired
through the development of a strong community characterised by vision, a purpose
and a direction. Considering the technological aspects of the era we are in,
municipalities should, as an alternative means begin to participate in social media
campaigns or slacktivism to advance their development objectives. Such has been a
valuable lesson learnt from South African Higher Education students when they
started #FeesMustFall campaign. The #RhodesMustFall Campaign is another one
and a lot of such campaigns can be designed to push a particular agenda on any
societal issue. The author of the study also believes that there is a need to promote
Civic Education in the BCMM. Civic Society Structures are better placed to advance
developmental issues in a society. Such campaign strategies can be used to lobby
and advocate for governments involvement in the fight against Crime, HIV/AIDS and
poor service delivery. Such silent voices can assist society in achieving its desired
goals without breaking a sweat.
128
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