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Leadership style to sustain organisational culture

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dc.contributor.author Brand, Gerhard
dc.date.accessioned 2009-05-27T09:48:36Z
dc.date.available 2009-05-27T09:48:36Z
dc.date.issued 2006
dc.identifier.uri http://hdl.handle.net/10500/213
dc.description.abstract One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture. en_US
dc.language.iso en en_US
dc.subject Human resources en_US
dc.subject Leadership en_US
dc.subject Organisational culture en_US
dc.subject Perfomance management en_US
dc.title Leadership style to sustain organisational culture en_US
dc.type Thesis en_US


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