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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 20, Issue 3, 2011
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 20, Issue 3, 2011
Volume 20, Issue 3, 2011
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 20, pp 2 –24 (2011)More Less
The leadership-for-performance framework designed by Spangenberg and Theron (2004) explains the structural relationships between leader competency potential, leadership competencies, leadership outcomes and the dimensions of organisational unit performance. The Performance Index (PI) and Leadership Behaviour Inventory (LBI) comprise the leadership-for-performance range of measures. The PI was developed as a comprehensive criterion measure of unit performance for which the unit leader could be held responsible. The basic PI structural model has been developed to explain the manner in which the various latent leadership dimensions comprising organisational unit performance are structurally inter-related. Preliminary research suggests that the basic PI structural model may have to be refined. Future research on the PI model can, however, only be justified if the basic PI structural model is shown to be structurally invariant across independent samples from the target population. To test for structural invariance, however, requires that invariance should exist in the measurement models used to operationalise the latent variables comprising the structural model in the two samples from the target population. As a necessary methodological precursor to the structural invariance study, this study investigates the extent to which the PI measurement model cross-validates across two independent samples from the same population, and thus may be considered measurement invariant.
The moderating effect of living standards on the relationship between individual-level culture and life satisfaction : a value segmentation perspectiveSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 20, pp 25 –50 (2011)More Less
Culture is one of the most fundamental determinants of a person's personality or motivational drives. Culture infuses personalities at both collective and individual levels and this influence affects the attitudes and behaviour of consumers and their experiences of life satisfaction. Life satisfaction has been found to be related to the consumption of material goods, making it an aspect of interest to marketers. Satisfaction with life has also been found to be related to income at aggregate cultural and national levels, but at an individual level, the relationship is weaker. Based on a nationally representative sample (n = 2 566) of South African consumers, this study investigated the relationship between their individual-level culture and life satisfaction across different levels of living standards. It was found that living standards have a moderating effect on the relationship between allocentrism and life satisfaction, with the effect gradually changing from a significantly negative effect for low levels of living standards to significantly positive effects with higher levels of living standards. For low levels of living standards, the relationship between idiocentrism and life satisfaction were positive but weak, while the relationship was not significant for higher levels of living standards. Statistical analyses included multi-group second-order confirmatory factor analysis to assess the factorial validity and measurement equivalence of the instrument, while multi-group structural equation modelling was used to test the hypotheses of interest in the study. The results suggest that living standards have a moderating effect on the relationships between higher-order individual cultural values and life satisfaction.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 20, pp 51 –67 (2011)More Less
Several commentators have pointed out that there is a need for research on the attainment of non-financial goals in family businesses and the factors that influence the achievement of these goals. By investigating the influence of several organisational-based factors on the non-financial goals, namely perceived future continuity and family harmony, this study attempts to address this gap in the family business literature. More specifically, the primary objective of this study was to investigate the influence of role clarity, needs alignment, governance, leadership, non-family members and financial performance on the achievement of these non-financial goals. To address the primary objective, a survey was undertaken using a structured questionnaire. The respondents were identified by means of a convenience snowball sampling technique, and the survey yielded 931 usable questionnaires from 173 family businesses. To assess the reliability and validity of the measuring instrument, the data collected were analysed by means of an exploratory factor analysis and Cronbach-alpha coefficients were calculated. The hypothesised relationships were assessed by means of a multiple regression analysis.
The results show that role clarity, needs alignment and leadership, as well as financial performance exert a positive influence on both non-financial outcomes, namely family harmony and perceived future continuity. Conflicting results are reported concerning governance, whereas non-family members have no influence on the non-financial goals investigated in this study.