Leadership styles and their impact on organizational culture at Rand Mutual Assurance in South Africa

Abstract

The issue of leadership styles, perceptions of employees, and culture within the organization of RMA was investigated. The study employed qualitative research with an interview of 15 participants at different levels of leadership. The results indicated the prevalence of transformational and servant leaders who increased engagement levels, trust, and feelings of ownership but made employees more responsible with fewer creative and morale levels at the transactions and autocratic levels. Quantitatively, the results showed an increase in employee engagement levels from 2022 (82%) to 2023 (85%), an increase in the perception of trust of employees with leadership levels (70% to 73.3%), and an increase in the perception of development of employees’ careers (65% to 70%). Finally, the study recommends that the development of employees’ leadership should take place in an organized manner with an official program of development of employees’ careers and that the standard of the leaders should remain consistent. Additionally, the study recommends that decision-making should take place with the participation of employees. Future research should involve bigger samples of the study.

Keywords: {'name': 'Leadership styles, organisational culture, employee engagement, trust, career development'}

Authors & affiliations

Denise Linda Lee-Ann Michaelson
Regent Business School

Prathana Amrithlal
Regent Business School

Muhammad Hoque
Sefako Makgatho Health Sciences University

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