Prevalence of transformational leadership on employee’s self-efficacy and self-esteem
Nieuwenhuizen and Rossouw (2008:62) defines leadership as the ability which leaders have to influence employees to attain the organizational goals. Transformational leadership is all about leading the change, creating a vision for the organization and to lead the employees to strive for that vision. Business leaders in South Africa fall under transformational leaders which is explained by McShane and Glinow (2010:371) as leaders who direct employees to a new set of corporate values and behaviors for a better fit of their surrounding environment. Cummings and Worley (2008:507) also explains that transformational change involves the reshaping of the organisations design elements and culture. Over the last 20 years business managers had to change their own business culture by promoting self-efficacy and to boost the individuals self-esteem to address transformation and change management issues in South Africa. Employees with higher self-efficacy are more likely to accept organisational goals and values.
Transformational leadership plays a vital role in motivating employees to direct their efforts to achieve organisational goals. Motivated employees are usually committed in achieving the organisational goals and direct their efforts positively in achieving these goals. It is important for transformational leaders to give recognition to employees who directs their effort in achieving the common goals of the organisation which will give them more confidence in setting new goals and staying positive trying to achieve these goals. By developing career path plans for employee’s forms part of employees drive for self-esteem as it always gives direction and motivation towards developing their careers.
Dissatisfied employees tend to have a low morale, work inefficient, produces poor quality of work output and are actively seeking opportunities to exit or voice their dissatisfaction...