The Relationship Between Owner-Managers’ Transformational Leadership Behaviours And Human Resource Strategies Within Small Fast-Food Restaurants In Mangaung Metro Area

Abstract

Managing employee performance, commitment and involvement deals with among others an organisation's human resource strategy with respect to establishing sustainable competitive advantage. HR strategies, on the other side, may serve as a medium through which the basic elements of transformational leadership, idealised influences, inspirational motivation, intellectual stimulation and individualised consideration, can be made observable in the workplace. In an endeavour to rescue a sinking small fast-food restaurant sector, the present study investigated the relationship between owner-managers’ transformational leadership behaviours and human resource strategies within small fast-food restaurants in Mangaung Metro area. The main objective of this study was to determine the extent to which owner-managers’ transformational leadership behaviours and human resource strategies correlate. Conceptual framework model was developed and latent variables measured using confirmatory factor analysis (CFA). It was a descriptive survey in terms of methodology. For data collection, a questionnaire was self-administered to 102 participants via census method of data collection. The results showed that there is a relationship between owner-managers’ transformational leadership behaviours and HR strategies though the relationship is not so strong