The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe
The study examined the role of leadership in the performance of the National Social Security Authority (NSSA) in Zimbabwe. The study employed mixed methods research, which triangulated qualitative and quantitative techniques. Respondents for the questionnaires were selected using simple ra...
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| Format: | research article |
| Language: | English |
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Center for Strategic Studies in Business and Finance
2023
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| Online Access: | https://cris.library.msu.ac.zw//handle/11408/5674 https://doi.org/10.20525/ijrbs.v12i2.2399 |
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| author | Alouis Chilunjika Dominique E. Uwizeyimana Sharon, R.T. Chilunjika |
| author2 | PDRF, School of Public Management, Governance and Public Policy, University of Johannesburg, Johannesburg, South Africa/ National University of Lesotho, Department of Political and Administrative Studies, Maseru, Lesotho |
| author_facet | PDRF, School of Public Management, Governance and Public Policy, University of Johannesburg, Johannesburg, South Africa/ National University of Lesotho, Department of Political and Administrative Studies, Maseru, Lesotho Alouis Chilunjika Dominique E. Uwizeyimana Sharon, R.T. Chilunjika |
| author_sort | Alouis Chilunjika |
| collection | DSpace |
| description | The study examined the role of leadership in the performance of the National Social Security Authority (NSSA) in Zimbabwe. The study employed mixed methods research, which triangulated qualitative and quantitative techniques. Respondents for the questionnaires were selected using simple random sampling. Participants for interviews were purposively selected. Written records were also used to collect data. Data from questionnaires were analyzed using Statistical Package for Social Scientists (SPSS), and qualitative data were analyzed using thematic and content analysis. The study established leadership as a crucial component for NSSA’s satisfactory performance, with investment activities, service delivery, and corporate social responsibility used to gauge NSSA’s performance. The study recommended the intricate interaction of the leadership and the employees and the creation of a robust corporate governance framework to do away with political prying and enhance efficiency and effectiveness in the running of NSSA. |
| format | research article |
| id | ir-11408-5674 |
| institution | My University |
| language | English |
| publishDate | 2023 |
| publisher | Center for Strategic Studies in Business and Finance |
| record_format | dspace |
| spelling | ir-11408-56742023-05-30T08:32:34Z The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe Alouis Chilunjika Dominique E. Uwizeyimana Sharon, R.T. Chilunjika PDRF, School of Public Management, Governance and Public Policy, University of Johannesburg, Johannesburg, South Africa/ National University of Lesotho, Department of Political and Administrative Studies, Maseru, Lesotho Professor, School of Public Management, Governance and Public Policy, University of Johannesburg, Johannesburg, South Africa School of Public Management, Governance and Public Policy, University of Johannesburg, Johannesburg, South Africa/ Midlands State University, Department of Governance and Public Management, Gweru, Zimbabwe Leadership Organisational Performance Transformational Leadership Transactional Leadership National Social Security Authority Zimbabwe The study examined the role of leadership in the performance of the National Social Security Authority (NSSA) in Zimbabwe. The study employed mixed methods research, which triangulated qualitative and quantitative techniques. Respondents for the questionnaires were selected using simple random sampling. Participants for interviews were purposively selected. Written records were also used to collect data. Data from questionnaires were analyzed using Statistical Package for Social Scientists (SPSS), and qualitative data were analyzed using thematic and content analysis. The study established leadership as a crucial component for NSSA’s satisfactory performance, with investment activities, service delivery, and corporate social responsibility used to gauge NSSA’s performance. The study recommended the intricate interaction of the leadership and the employees and the creation of a robust corporate governance framework to do away with political prying and enhance efficiency and effectiveness in the running of NSSA. 12 2 320 329 2023-05-30T08:32:33Z 2023-05-30T08:32:33Z 2023 research article https://cris.library.msu.ac.zw//handle/11408/5674 https://doi.org/10.20525/ijrbs.v12i2.2399 en International Journal of Research in Business and Social Science 2147-4478 open Center for Strategic Studies in Business and Finance |
| spellingShingle | Leadership Organisational Performance Transformational Leadership Transactional Leadership National Social Security Authority Zimbabwe Alouis Chilunjika Dominique E. Uwizeyimana Sharon, R.T. Chilunjika The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title | The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title_full | The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title_fullStr | The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title_full_unstemmed | The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title_short | The nexus between leadership and the performance of the National Social Security Authority (NSSA) in Zimbabwe |
| title_sort | nexus between leadership and the performance of the national social security authority (nssa) in zimbabwe |
| topic | Leadership Organisational Performance Transformational Leadership Transactional Leadership National Social Security Authority Zimbabwe |
| url | https://cris.library.msu.ac.zw//handle/11408/5674 https://doi.org/10.20525/ijrbs.v12i2.2399 |
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