The relationship between authentic leadership and a high-performance culture

Abstract

The aim of this quantitative study was to determine the relationship between Authentic Leadership (AL) and a High-Performance Culture (HPC) in an alcohol beverage company in the South African Fast-Moving Consumer Goods (FMCG) business. The study used a random sample of 161 people from a population of 350, which included both management and non-managerial staff at various levels within the company. The Authentic Leadership Questionnaire (ALQ) was used to assess AL, whereas the High-Performance Culture Questionnaire (HPCQ) was used to assess HPC. Internal consistency Cronbach's alpha for the ALQ was .96, while for the HPCQ it was .97, both considered as excellent for data collection in this study. The findings revealed a statistically significant relationship between a Composite AL Score and all four AL constructs and a Composite HPC Score (Composite AL Score = .78; Rational transparency = .74; Internalized moral perspective = .74; Balanced processing = .70; Self-awareness = .75; all at the p < 0.05 level of significance). Results of the study also indicated that a Composite AL Score could explain 60% of the variance in a Composite HPC Score (adjusted R2 = 0.601). This finding was confirmed by the significance of the F-value in the ANOVA calculation (F = 241,593; p < .001). It was thus concluded that a Composite AL Score could statistically significantly predict a Composite HPC Score in a FMCG organisation. Limitations of the study were a scarcity of research on the relationship between AL and a HPC within a South African context, which made it difficult to compare the results of the current study with another research. Secondly, the study was conducted in one FMCG organisation in one region in South Africa, making generalisations to other organisations problematic. Recommendations included that more studies be conducted on the relationship between AL and a HPC, and that the current study be replicated in other industries besides the FMCG industry.

Die doel van hierdie kwantitatiewe studie was om die verhouding tussen outentieke leierskap (OL) en hoëwerkverrigtingkultuur (HWK) in ʼn maatskappy wat alkoholiese drankies vervaardig in die Suid-Afrikaanse vinnig bewegende verbruikersgoedere (VBVG) -industrie te bepaal. Die studie het ʼn ewekansige steekproef van 161 mense uit 'n populasie van 350 gebruik, wat beide bestuurders en nie-bestuurspersoneel op verskeie vlakke van die maatskappy ingesluit het. Die outentieke leierskapvraelys (OLV) is gebruik om OL te assesseer, waar die vraelys vir hoëwerkverrigtingkultuur (VHWK) gebruik is om die HWK te assesseer. Die interne konsekwentheid Cronbach se alfa vir die OVL was .96, terwyl dit .97 vir die VHWK was – beide word as uitstekende dataversameling beskou in hierdie studie. Die bevindings het 'n statisties beduidende verhouding tussen ʼn saamgestelde OL-telling en al vier OL-konstrukte en ʼn saamgestelde HWK-telling getoon (saamgestelde OL-telling = .78; rasionale deursigtigheid = .74; geïnternaliseerde morele perspektief = .74; gebalanseerde verwerking = .70; selfbewussyn = .75; almal teen die p < 0.05-vlak van beduidendheid). Die resultate van die studie het ook aangedui dat ʼn saamgestelde OL-telling 60% van die afwyking in ʼn HWK-telling kan verduidelik (aangepas R2 = 0.601). Hierdie bevinding is bevestig deur die beduidendheid van die F-waarde in die ANOVA-berekening (F = 241,593; p < .001). Daar is dus bevind dat ʼn saamgestelde OL-telling 'n saamgestelde HWK-telling in ʼn VBVG-organisasie statisties beduidend kan voorspel. Beperkings van die studie was 'n gebrek aan navorsing oor die verhouding tussen OL en HWK in 'n Suid-Afrikaanse konteks, wat dit moeilik gemaak het om die studie se resultate met ander navorsing te vergelyk. Tweedens, die studie is in een VBVG-organisasie in een streek in Suid-Afrika gedoen, wat veralgemenings van ander organisasies problematies maak. Aanbevelings sluit in dat meer studies oor die verhouding tussen OL en HWK gedoen moet word en dat die huidige studie in ander industrieë as die VBVG-industrie herhaal moet word.

Inhloso yalolu cwaningo lwe-quantitative bekuwukubheka ubudlelwane phakathi kwe-Authentic Leadership (AL) kanye ne-High-Performance Culture (HPC) kwinkampani yeziphuzo zotshwala kwibhizinisi le-South African Fast-Moving Consumer Goods (FMCG) Ucwaningo lusebenzise isampuli ye-random yabantu abangu 161 kwisibalo sabantu abangu 350, obekubandakanya kubo abaphathi kanye nabasebenzi abangebona abaphathi kwinkampani. I-Authentic Leadership Questionnaire (ALQ) yasetshenziswa ukuhlola i-AL, kanti i-High-Performance Culture Questionnaire (HPCQ) yasetshenziswa ukuhlola i-HPC. I-internal consistency Cronbach’s alpha ye-ALQ bekungu .96, okanti i .97 ye-HPCQ – zombili zibonwa njengezinga elihle kakhulu ekuqoqeni ulwazi kulolu cwaningo. Okutholakele kubonise amanani abalulekile obudlelwane phakathi kwe-composite AL score kanye nemiqondo emine yama-AL kanye ne-composite HPC score (composite AL score = .78; rational transparency = .74; internalised moral perspective = .74; balanced processing = .70; self-awareness = .75; all at the p < 0.05 level of significance). Imiphumela yocwaningo ibuye yakhombisa ukuthi i-composite AL score ingachaza u 60% we-variance in a composite HPC score (adjusted R2 = 0.601). Lokhu okutholakele kuqinisekiswe ukubaluleka kwe-F-value kwi-ANOVA calculation (F =241,593; p < .001). Kuphethwe ngokuthi i-composite AL score ingaba ngebalulekile ngamanani nokuqagela i-composite HPC score kwinhlangano ye-FMCG. Izihibe ngocwaningo kube ukusweleka kocwaningo ngobudlelwane phakathi kwe-AL kanye ne-HPC eNingizimu Afrika, lokhu okwenze ukuthi kubenzima ukuqhathanisa imiphumela yalolu cwaningo lwamanje kanye nolunye ucwaningo. Okwesibili, ucwaningo lwenziwe kwinhlangano ye-FMCG kwirijini eyodwa eNingizimu Afrika okwenza ukuthi kube yinkinga ukunabisela imiphumela kwezinye izinhlangano. Izincomo zibandakanya ukuthi kwenziwe olunye ucwaningo ngobudlelwane phakathi kwe-AL kanye ne-HPC, nokuthi lolu cwaningo lwamanje luphindwe kwezinye izimboni, ngaphandle kwemboni ye-FMCG.