The impact of leadership and organisational culture on service delivery in Kannaland Municipality.
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Date
2019
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Abstract
Service delivery performance of local Government in general is still at unacceptable levels, after twenty years into democracy (van Donk et al., 2015). Local Municipalities like Kannaland are faced with challenges of limited income, which leads slow service delivery to the local communities. Most municipalities have been hit by protest action due to poor service delivery. This has often leads to debates about the abilities of the leadership in these municipalities to effectively resolve these issues. This study examined the impact of leadership and organisational culture on service delivery in a local government institution and how associated variables of leadership and cognate organisational culture influences job satisfaction and employee’ commitment. The study sought to investigate the relationship between leadership and organisational culture and organisational performance that leads to efficient and sustainable service delivery. Over the past decades, several studies examined the relationship between these three concepts. In fact, extant literature suggested a solid correlation between leadership and organisational culture and employee commitment, which leads to the performance of the organisation in different sectors. Accordingly, this study focused on determining the leadership styles and organisational cultures that leaders and managers in the Kannaland Local Municipality must establish to guarantee organisational commitment. The study used the quantitative method. The instrument that was used for collecting quantitative data was developed by the modifying scales utilised by other authorities. It comprised of 36 items plotted on a 5-point Likert scale ranging from not at all, to frequently, if not always. The items focused on leadership and organisational culture. The instrument was e-mailed to participants via Survey Monkey. A total of n=32 questionnaires were completed and returned via Survey Monkey. In analysing the quantitative data, regression analysis was used to analyse the responses of participants. Hypothesis were tested to find the correlation between leader and job satisfaction and organisational culture and job satisfaction. The study found that there is a correlation between leadership and organisational culture and organisational commitment by employees. As such, leadership and organisational culture directly influence the extent to which employees commit to their organisation. The study recommended that management and leadership engage the staff member about their work, that leaders lead by example and incorporate beliefs, values with the organisational goals and mission in order to improve job satisfaction and organisational commitment.
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Masters Degree. University of KwaZulu-Natal, Durban.