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THE RELATIONSHIP BETWEEN LEADERSHIP AND EMPLOYEE ENGAGEMENT IN A SOUTH AFRICAN AUTOMOTIVE DEALERSHIP NETWORK
Ms C Page RHODES UNIVERSITY 32 ABSTRACT
The primary aim of this study was to investigate the influence of different leadership behaviours based on the full range leadership model, on employee engagement. In order to achieve this aim, a survey was conducted within a motor vehicle dealership network in the Eastern Cape consisting of a population of seven dealerships. The research data was collected through the use of the Multifactor Leadership Questionnaire and the Utrecht Work Engagement Scale. The main findings of this study indicate that all the leadership behaviours, namely transformational, transactional and non-transactional were displayed. There was a trend towards transformational leadership being practised in the motor vehicle dealership network. Secondly employees at the motor vehicle dealership network experienced all three employee engagement dimensions, namely vigour, dedication and absorption with absorption scoring the lowest. Lastly it was found that there is a significant linear relationship between transformational leadership and employee engagement; and between transactional leadership and employee engagement.
KEYWORDS Leadership, Employee engagement, South Africa