Towards assessing managerial competencies and leadership styles required for successful game ranch management in the Eastern Cape, South Africa

Abstract

Given the importance of the agricultural sector in the South African economy and the emerging importance of game farming, long term sustainability is critical. One way of achieving long term sustainability of game ranches in South Africa is to ensure the effective and efficient management of these ranches. Effective and efficient management is largely determined by managerial competencies and leadership styles. The problem statement addressed in this research can be stated as follows: “Which management competencies and leadership styles are required to assist game ranch managers/owners in the effective and efficient management of their game ranches in the Eastern Cape, South Africa?” The purpose of this study is to development a framework to assess the management competencies and leadership styles needed by game ranch managers/owners in order to enhance the game ranch’s prospects of survival, continuity and success. To achieve this, the objectives are to identify whether there is a significant relationship between the:  current and ideal (future required) managerial competencies;  current managerial competencies, transactional and transformational leadership styles; and  managerial competencies and selected biographical variables. Data was collected using a five-point Likert scale questionnaire. The data was analyzed using Statistica V.8. Sample T-testing, Cross Tabulations (Chi Square) and Analysis of Variance (ANOVA) tests were used to assess the research objectives. The reliability and validity the research instrument were also tested by using Cronbach Reliability Analysis and Confirmatory Factor Analyses. It was found that there was a significant difference between current and ideal managerial competencies and that teamwork, planning and administration as well as strategic action needed to be improved. Findings suggest that a strategic relationship exist between gender, current teamwork and self management competencies. Another strategic relationship was found between the number of employees and current strategic action.