Span-of-control’s role at the intersection of transactional leadership and employee commitment

Abstract

Orientation: South African state-owned enterprises (SOEs) are overburdened by excessive top-level management, straining human capital budgets. Reducing this may increase the span of control, affecting the relationship between leadership style and employee commitment.

Research purpose: This study examines the role of span of control in the relationship between the transactional leadership behaviours of Black top managers and employee commitment in South African SOEs.

Motivation for the study: Aligning leadership behaviours with employee expectations is crucial for fostering commitment and retaining talent, especially in South African SOEs facing performance issues.

Research design, approach and method: A positivist approach and quantitative method were employed. Data were gathered through self-administered questionnaires from a purposive sample of employees of SOEs. The study’s constructs were assessed using validated instruments, including the multifactor leadership scale and the three-component employee commitment model. Descriptive and inferential statistical tools were employed for data analysis.

Main findings: The study reveals that span of control does not moderate the relationship between contingent reward behaviour or management by exception (Passive) and employee commitment. However, span of control moderates the relationship between management by exception (Active) and affective commitment, but not with normative commitment or continuance commitment.

Practical/Managerial implication: The findings highlight specific leadership behaviours that can enhance employee commitment in South African SOEs with increased span of control.

Contribution/value-add: This study contributes to leadership theory by identifying how span of control influences the relationship between leadership behaviour and employee commitment in South African SOEs.