Modelling transformational and transactional leadership, innovation and performance in selected South African Universities of Technology: a balanced scorecard perspective.

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dc.contributor.authorMofokeng, G. L.
dc.contributor.co-promoterDhurup, M., Prof.
dc.contributor.promoterMafini, C., Prof.
dc.date.accessioned2022-10-12T04:25:15Z
dc.date.available2022-10-12T04:25:15Z
dc.date.issued2022-09
dc.descriptionPh. D. (Department of Business Administration, Faculty of Management Sciences), Vaal University of Technology.en_US
dc.description.abstractUniversities of Technology are an essential institutional type in South African higher education. However, their performance often lags behind that of traditional and comprehensive universities, which inspires the need to use research to seek ways of improving them. This study focuses on the interconnection between transformational and transactional leadership, organisational innovation and performance in South African universities of technology. Performance was measured based on the balanced scorecard perspective. The study followed a quantitative method, using the views of 387 academic and non-academic professional respondents drawn from three South African universities of technology. Hypotheses were tested using correlations and regression analysis. The study identified three transformational leadership factors, namely idealised influence, intellectual stimulation and inspirational leadership that are relevant to the tested relationship. Six performance dimensions, namely internal growth, financial performance, internal processes, customer satisfaction, learning, and grants and income were also identified and used to measure performance. The three transformational leadership factors, idealised influence, intellectual stimulation and inspirational leadership all correlated with and predicted innovation. In turn, innovation correlated with and predicted the six performance factors (internal growth, financial performance, internal processes, customer satisfaction, learning, and grants and income). The study indicates that the transformational leadership style has a direct positive effect on institutional innovation in universities of technology. Furthermore, innovation is an important driver of performance. Therefore, universities of technology that place an emphasis on transformational leadership and innovation are likely to register superior performance.en_US
dc.identifier.urihttp://hdl.handle.net/10352/513
dc.language.isoenen_US
dc.publisherVaal University of Technologyen_US
dc.subjectTransformational leadershipen_US
dc.subjectTransactional leadershipen_US
dc.subjectInnovationen_US
dc.subjectPerformanceen_US
dc.subjectUniversity of Technologyen_US
dc.subjectHigher Educationen_US
dc.subjectOrganisational innovationen_US
dc.subjectBalance scorecard perspectiveen_US
dc.subject.lcshDissertations, Academic -- South Africa.en_US
dc.subject.lcshManagement -- Study and teaching (Higher).en_US
dc.subject.lcshTransformational leadership.en_US
dc.subject.lcshOrganizational change.en_US
dc.titleModelling transformational and transactional leadership, innovation and performance in selected South African Universities of Technology: a balanced scorecard perspective.en_US
dc.typeThesisen_US
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