The conceptualisation, development and validation of a South African organisational leadership scale

Abstract

This study conceptualised and developed a South African leadership scale by exploring the nature of organisational leadership. Emic organisational leadership behaviours were identified and defined, theoretically and practically, through a mixedmethod study. A structured literature review of bibliographic databases of African leadership literature published from 1960 to 2019 explored how organisational leadership manifested itself in Africa. Categorisation for the structured review was tabulated through coding tables and answered several questions relating to leadership in Africa. Of the 515 reviewed articles, 133 were retained as part of this study. An exploratory sequential design was chosen as the appropriate procedure for the study. First, qualitative exploration of organisational leadership behaviours was conducted by collecting participant data using Northcutt and McCoy’s (2004) Interactive Qualitative Analysis (IQA) methodology. IQA participants induced meaning, and defined, refined, and investigated the relationship of influence between organisational leadership categories. The IQA participants discovered eight leadership affinities: Leadership Culture, Engaging Communication, Support, Delivering Strategy, Emotional Awareness of Leader, Team Dynamics, Vision, Leadership Style, and Characteristics. They were presented in a System Influence Diagram as a visual representation of organisational leadership. A 32-item organisational leadership instrument and scale with good psychometric properties was developed and administered to a sample of 5305 public and private sector employees. Various statistical tests were performed during the quantitative phase to ensure appropriate scale development. Initial CFA tests (AVE and HTMT analysis) revealed that the OL scale is a one-construct model, suggesting difficulty in separating the nuances of organisational leadership in the South African context using this measuring instrument. Several EFA tests were performed, and 21 items from the initial 32 were retained. A three-step invariance analysis (configural, metric & scalar) suggested that another two items be dropped off, leaving a one-factor 19-item scale. Various CFA tests (t-tests and ANOVA) established convergent and discriminant validity using correlations and testing for common method bias. Quantitative hypotheses were verified during the statistical phase and exposed insights into organisational leadership. The statistical results revealed the inability of respondents to distinguish meaningfully between the IQA affinities, which could stem from underlying beliefs about current organisational leadership practices. This study revealed a uniquely singular emic view of organisational leadership with nuances. Identifying a one-factor organisational leadership model implies that respondents perceived task and relationship leadership behaviours as one category. This study revealed a remarkably unique, emic perspective on leadership in South African organisations, overflowing with intricate nuances. This research has the potential to modernise our understanding of organisational leadership in South Africa by shedding light on the subtle social and cultural dynamics that influence leadership practice. This improved understanding can enhance organisational leadership practices by allowing organisations to modify their leadership techniques, strategies, and development programmes. This research contributes empirically and practically to the South African field of organisational leadership. This includes developing and validating an emic measurement instrument that may prove useful in future organisational leadership research and as a practical aid for South African organisations seeking to assess and develop their leadership. Overall, this research's contributions are extensive and profound, with implications for academia and organisations.