Transformational leadership and employee engagement in the mining industry

Abstract

In the South African mining industry, employee relations are highly complex and often characterised by violence and unrest. The purpose of this article is to determine if there is a relationship between transformational leadership and employee engagement at a mine in the North West Province. The methodology included a quantitative, cross-sectional survey design. The main findings were that a transformational leadership style and employee engagement are related to one another and should be considered holistically. The unique contribution of this research lies in the fact that it provides insight into the complex relationships between leaders and ordinary employees at the mine. The research considered both sides of the problem, namely from the point of view of the leaders as well as that of the ordinary employees who might be experiencing various degrees of engagement with their jobs. Recommendations for future management interventions include that leaders pay individual attention to followers, provide balanced feedback and provide opportunities for growth and development.