Results, Discussion and Interpretation of Findings

This chapter presents the results, discussion and interpretation of findings of a study on leadership styles and their impact on organizational performance at the Department of Telecommunications and Postal Services (DTPS). The chapter includes an analysis of demographics, discussion on interview results, thematic analysis of qualitative data, and thematic analysis of research questions. The findings highlight the contributions from the participants as well as take into consideration contributions available from the literature review.

Table of contents
Content Page Number
List of tables.......................................................................................................................ii
List of figures.....................................................................................................................iii
List of acronyms................................................................................................................iv
CHAPTER FOUR: RESULTS, DISCUSSION AND INTERPRETATION OF FINDINGS1
4.1 Introduction..............................................................................................................1
4.2 Analysis of demographics........................................................................................1
4.2.1 Gender of participants.......................................................................................2
4.2.2 Years of service.................................................................................................2
4.2.3 Highest qualification..........................................................................................3
4.3 Discussion on interview results................................................................................4
4.3.1 Rating of leadership styles................................................................................4
4.3.2 Emphasis on transactional and transformational leadership............................5
4.4 Discussion on objective questions...........................................................................5
4.4.1 Thematic analysis of qualitative data................................................................5
4.4.2 Theme identification..........................................................................................6
4.5 Thematic analysis of the research questions..........................................................6
4.6 Conclusion.............................................................................................................12
Bibliography.....................................................................................................................14
i

List of tables
ii

List of figures
Figure 4.1 : Gender of participants
Figure 4.2 : Years of service
Figure 4.3 : Highest qualification
iii

List of acronyms
DTPS : Department of Telecommunications and Postal Services
LS : Leadership style
OC : Organisational culture
OP : Organisational performance
iv

CHAPTER FOUR: RESULTS, DISCUSSION AND INTERPRETATION OF FINDINGS
4.1 Introduction
The previous chapter explored in detail the research methodology used to attain the
objectives and answer the research questions of this study. With the help of this
chapter, a foundation for recommendations can be made and conclusions to be drawn
by analysing the data collected from the interviews and questionnaires, which were
discussed in the previous chapter. As was stated earlier that thematic analysis was
used in identifying the data in order to derive meaning from themes identified by the
researcher. The demographic questions required closed responses as was indicated in
the question construction and therefore the data in the demographic section was
analysed using mixed research methods for the purposes of elaboration and logical
sense but all the questions based entirely on the objectives were qualitative in nature.
The findings will highlight the contributions from the participants as well as take into
consideration contributions available from the literature review.
4.2 Analysis of demographics
The process of data analysis just like in most types of research studies involved the
following three steps as suggested by Berger (2015:33) (1) preparing the data for
analysis, (2) analysing the data, and (3) interpreting the data. The first section of data
analysis involved analysis of the demographics of the participants. The data on
demographics was analysed using mixed research technique which was described by
Bernard (2017:44) as a method where data can be presented , and proportions may be
shown either as absolute numbers or as percentages. Given this agreement, it was
important to utilize pie charts as the most appropriate technique to present demographic
data because demographics deal with absolute numerical values and numbers. Bernard
(2017:44) states that pie charts can be drawn for both qualitative and quantitative data
where variables are measured on a continuous scale but grouped into categories.
4.2.1 Gender of participants
The gender differentials of the participants in this research.
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The data reveals reveals that there is higher ratio of male participants 70% at the DTPS
that the ratio of women which sits 30%. This could suggest a higher ratio of male staff at
DTPS than that of the female counterparts. This may be an indication that the DTPS
may need to do more to adhere to gender equality regulations so that more
opportunities for employment can be offered to women. This should be in alignment with
the Gender Equality Act of 1996, Employment Equity Act of 1998 and Promotion of
Equality and Prevention of Unfair Discrimination Act of 2000 (Department of Labour
2014). These acts support the employment of previously disadvantaged groups like
women as stated in the Department of Labour (2014) of the government gazette.
The participants have vast experience when it comes to working at the organisation and
furthermore would logically have an understanding of leadership styles and trends over
the years at the organisation. About 60% of the staff interviewed have more than 10
years’ experience at the public institution which is quite a considerable number of years.
As stated in the previous chapter the sampling of the participants was purposive and
years of experience were considered while conducting the research. Bryman (2015:10)
stated that when it comes to handling a research study, experience might be crucial in
the gathering and interpretation of data not only the experience of the researcher but
also of the participants.
4.2.3 Highest qualification
The DTPS the staff outlay consists mostly of individuals who have attained a higher
academic qualification. About 60% of the participants have attained a masters’ degree
or higher. This would indicate an in-depth academic knowledge of LS and OP. The
arguments of the participants would therefore be logically deemed as having soundness
and versed in theory. Bryman (2015:10) state that it is important when engaging in
social and human research to involve participants that have higher tertiary qualifications
and education in order to allow more informed and academically acceptable responses.
4.3 Content analysis
4.3.1 Rating of leadership styles
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The results of the interview provide an idea about the leadership dimensions and its
application in an organisational setting. Special focus is on the effects of the autocratic
style of leadership, bureaucratic style of leadership and the transactional style of
leadership on an organisational performance. This implies that autocratic leadership
style (LS), transactional LS, and bureaucratic LS do not induce employees to perform
as expected and therefore may result in a low OP. The respondents stated that, “opting
an unsuitable type of leadership may demoralise employees which in turn may lead to
adverse performance.” At the same time, it was stated that “transformational,
democratic and Laissez-faire leadership styles have a positive effect on the
organisational performance.” This may indicate that the application of a suitable
leadership style may cause employees at DTPS to be moralised and motivated to
perform assigned tasks, which will have a positive impact on OP.
4.3.2 Emphasis on transactional and transformational leadership
The study also revealed that leaders at DTPS regarded transformational leadership as
highly related to OP. This does not divorce other styles from the same conclusions but
there was a general support from the participants who occupy different leadership
positions for transformational leadership. The response to this particular statement was
that “ transformational leadership usually warrant changes that may have a positive
impact on the functioning of the organisations”. Bryman (2015:10) states that it is
important to remember that the transactional – transformational model of leadership is
based on a continuum. In this continuum leaders may reward followers when they
achieved objectives (Bryman 2015:10). Motivation and inspiration of followers leads to
work for transcendental goals where rewards are internal (Bryman 2015:10). The
research though showing a strong aligning towards transformational approach to
leadership acknowledges that both approaches are needed. Transactional and
transformational styles can represent active, passive forms of leadership ((Bryman
2015:10). Transactional leadership behavior is needed for effective department
management, identifying performance, standards and classification of job expectation.
Transformational behavior is provide a vision and to motivate and inspire their followers
during this era of environmental and professional change (Bryman 2015:10).
4.4 Discussion on objective questions
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The interview questions were based on open responses where the respondents were
free to express their opinion on the questions to the fullest degree.
4.4.1 Thematic analysis of qualitative data
Thematic analysis of qualitative data is known as the way towards identifying themes.
Bernard (2017:44) states, that the thematic analysis is a technique that is regularly used
to analyse primary data in qualitative research. Nowell et al. (2017:35) concurs with
Bernard (2017:44) that topics are techniques for recognising, investigating and
revealing patterns (themes) within data. Consequently, thematic analysis can be viewed
as a procedure used for analysing qualitative data. Thematic analysis is comprehended
from two points of views of seeing and seeing as. To see something intends to discover
patterns in information that start with a coding procedure; whereas, to see as focuses
on the understanding of the analysis by bringing parts together.
4.4.2 Theme identification
The primary data was coded and the codes were fitted in the themes suitable for
conducting the research. Bernard (2017:44) states that a few categories are as a
primary concern before the research begins, and can be drawn from the theoretical
orientation for the kind of questions the research is addressing. Now and again these
categories essentially identify with questions asked. While different categories create or
reflect a comprehension of the research participants or document writers, and rise as
the data is being examined. For instance, the codes and categories that are recognised
are as per the following;
 Codes
 Categories emerging from the codes and
 Themes that emerged from the classifications (Bernard 2017:44)
4.5 Thematic analysis of the research questions
The questions were based on the follow assumptions and objective themes. These
themes were used to determine various leadership styles applied at DTPS and how
they could affect the performance of individuals within the organisation and therefore on
the performance of the organisation as a whole. These themes were used to assess or
indicate the prevalence rate of certain leadership styles within a given scenario. The
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responses or points below are based on each theme and are derived from the
discussions by the participants.
 Theme 1: Leadership as a source of empowerment
The first respondent stated that “leaders seem to cultivate an executive mentality within
employees”.
The second respondent also agreed that “Leaders at DTPS continually present new
challenges and opportunities but are careful not to overload employees with tasks that
offer cumbersome and sophisticated elements”.
It was also stated by the third respondent that “sometimes the leaders are not so flexible
and can be rigid even if the employees call for challenging scenarios.”
This was further added by another respondent that “some of the leaders may not
necessarily believe in employee empowerment but rather believe in the leaders
empowering themselves.”
The last participant to this question stated that “occasionally few staff members are
chosen as team leaders on certain tasks.”
Hendricks (2014:26) argued that when leadership is a source of empowerment it
becomes transformational leadership. Hendricks (2014:26) further goes on to outline
sixways that a leader can empower employees which are: encourage in the moment of
feedback, cultivate the executive mentality, present new challenges and opportunities,
respect employee boundaries, give employees room for flexibility and avoid babysitting.
 Theme 2: Leadership’s provision of adequate resources for performance
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The first of the participants stated that “as a public service-based institution there is
adequate support from the state in terms of funding to allow availability of resources”
The second participant stated that “leaders always provide adequate resources for
various tasks to be accomplished.”
The third participant went on to say that “systems and technical aspects of tasks are
frequently upgraded and updated”
Llopis (2013:96) states that successful leadership is a by-product of those resources
that a leader is able to access throughout the course that leader’s career. Llopis
(2013:96) argues that most leaders’ resources are earned as a result of hard work and
sacrifices and therefore must be allocated wisely. Llopis (2013:96) states that
leadership needs to offer support to employees by assigning adequate resources that
allow performance. “Successful leaders are extremely aware of how to detect, enable
and maximize their most critical resources – and they know exactly how and when to
use them” (Llopis, 2013:96).
 Theme 3: Leadership’s level of delegation (assigning of authority and
responsibility)
The first respondents stated that “leaders clearly assign responsibility for tasks and
decisions.”
The second participant stated that “Leaders take time to set clear objectives and
measures as indicated by some of the recipients. Most of the objectives and measures
of performance are documented and employees can easily refer to them”.
The third participant stated that “Leaders at DTPS can occasionally be approached to
clarify on areas which may not be clear on the part of some employees.”
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Other participants indicated that “monitoring of process, progress, and results is a
moderate practice at the DTPS. It has actually become a culture.”
Another participant outlined that “Leaders generally design feedback loops into work
practices as indicated by some participants.”
The last participant echoed the same sentiments but stating that “This therefore means
that participants are acquainted with feedback systems and upward communication
channels are made smoother and easier for employees.”
Tracy (2018:22) states that “Learning how to delegate effectively is the key to
leveraging yourself and multiplying your value to your company (as a leader)”.
Delegation allows a leader to move from what they can do personally to what they can
manage. Tracy (2018:22) argues that delegation is one of the most important and
effective management skills because without the ability to delegate effectively, it is
impossible for a leader to advance in management to higher positions of responsibility.
 Theme 4: Leadership training and development
The first participant indicated that “The DTPS lays emphasis on education as the
department is under the leadership of an educated leader, the Director-General of
DTPS, and therefore academic upgrade is made a prerequisite at the DTPS as agreed
by all participants.”
Another participant said “Training and development on leadership although it’s there but
it may not be adequate enough as indicated by some of the employees.”
Another participant did indicate that “leadership has emphasis on performance and
often assists in on-the-job training where necessary although this is only occasionally.”
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Another participant said that “The DTPS does not offer in-house skill-based training
courses.”
According to the Tracy (2018:22), “Training presents a prime opportunity to expand the
knowledge base of all employees, but many employers in the current climate find
development opportunities expensive.” Training and development has potential
drawbacks for both the individual and organisations as a whole but it has benefits that
make the cost and time a worthwhile investment. The return on investment from training
and development of employees often reaps huge rewards.
 Theme 5: Leadership level of participation in task related problem-solving
“Leadership rarely participates in operational tasks and tactical activities as they are
normally engaged in management matters and conceptual decision making,” outlined
the first participant.
The second participant outlined that “participation is guaranteed from leadership is
certain tasks are behind schedule so participation is normally through intervention is in a
certain sense.”
The third participant was of the opinion that “an overall participation gap exists at DTPS
and frequently staff handles tasks alone.”
Other participants were unanimously of the opinion that leadership need to be made
flexible based on the capability of the team members. It needs to be based on the
situation that arises within the team so that organizational performance can be
improved.
The tenth participant to this question mentioned that “supervision and monitoring is high
at the organisation.”
 Theme 6: Leadership level of decentralization of decision making
The first participant stated that “strategic planning has never involved junior staff
members.”
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“The DTPS is a typical public-sector institution and therefore roles on decision making
are clearly defined and boundaries are not easily crossed,” as mentioned by the second
participant.
The third participant stated that “accountability is often high and nature of decisions is
normally structured in policies that are clearly defined and well documented at the
DTPS.”
Another participant furthermore indicated that “lines of authority are clear and chain of
command is strictly adhered to.”
Another participant though stated that “room is sometimes given for suggestions and
contributions at lower levels which are taken up through line channels.”
For an organisation to achieve growth there is a need to decentralise the current
managemet to allow continued efficiency and effectiveness of operations (Joseph
2014:56). Decentralisation offers several advantages and benefits (Joseph 2018:56).
 Theme 7: Leadership level of counselling, mentorship and coaching
The first participant stated that “Different leaders possess different counselling skills and
most act as directors than coaches as indicated by some participants.”
The second participant mentioned that “Mentorship is given normally for new inductees
within the organisation rather than for senior staff.”
There was further clarity by the third participant who mentioned that “there is generally
more mentorship at induction level and a short while after of an employee’s career at
DTPS than there is mentorship as experience is built”
The last participant stated that “top leaders are known by having coaching skills and are
generally regarded as approachable and charismatic.”
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Briggs (2013:102) argues that “Because coaching and mentoring are powerful
components of developing sustainable leaders, both must be incorporated into the
fabric of our organisations.”Therefore, leaders may also need to develop mentoring and
coaching skills if there are to be effective.
 Theme 8: Leadership impact on organisational culture
The first participant stated that “The top leadership at the DTPS have a great impact of
organisational culture as agreed by all participants.”
The second participant stated that “A greater majority of the leaders have been at the
organisation for a while and therefore are well versed in cultural aspects as agreed by
all participants.”
The last participant to this question stated that “The DTPS has a strong culture and
members generally adhere to the existence culture as stated by most of the
participants.”
According to Yildirim and Birinci (2013:61) leadership and culture are identified as
providing a ground for long-term organisational success during organisational changes.
In various literature OC and LS come up as major factors in success of organisational
transformation process in mergers and acquisitions as they have great influence on
organisational structures, processes and hence performance of companies (Yildirim &
Birinci, 2013:61) .
4.6 Conclusion
The profession of public service and occupying a public leadership role continues to
produce new challenges that also present a wealth of opportunities for initiating
substantive change as interpreted from all the findings above. Today’s public institution
leaders are trained to operate in an ingrained bureaucratic structure. This training
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results in an organisational culture and fixed attitudes present in conditions similar to
those in the traditional leadership structures a few years ago. Many leaders, however,
have seen the need to alter these traditions in favor of becoming more flexible and
adaptive to the world we currently live in and to the people with whom we work. Their
efforts will be the key to preventing systemic failure in offering public service similar to
what has occurred in some segments of the private sector.
Today’s leaders and tomorrow’s visionaries will continue to need a strong foundation
anchored in the values of credibility, truth, high ethical standards and sound morals.
Further, leaders will always be selected for their abilities to make sound, clear and well-
thought-out decisions. Answering the wakeup call to continuously adapt and improve
the profession will be one of those decisions.
The impact of leadership on OPis concluded in this chapter. Data collected was
tabulated and then graphically presented and findings were extracted from the data in
order to find meaning and significance to the study. Tables, charts and diagrams in
chapters 3 and 4 were used in order to explain phenomenon. An explanation about how
different researches prove the impact of LS on OPwas provided in both chapter 2 and
this chapter. Various LS have also been given attention where the leaders also consider
subordinate way of thinking about the performance. Some literature about the impact of
LS on OP has also been discussed in this chapter. Emphasis was also given to
individual perceptions of leadership styles by the participants in the research and by the
researcher in order to offer more arguments based on the topic in this chapter.
Organisational commitment and employee engagement in leadership was also
explained. The next chapter will offer recommendations based on the findings and will
conclude this research.
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