(2001) reported managerial behaviour, neither explicitly examined leader behaviour preferences of the different race gender groups in South Africa.
Cross-cultural leadership theory and research on gender and leadership in South Africa suggests there should be significant differences in perceptions of ideal leader behaviour across racial and gender groups (House and Aditya, 1997; House, Aditya, & Wright, 1997; Booysen, 2001).
Stogdill (1974, pp. 128-141) discussed the Ohio State Leadership Studies from 1945 through 1970. Several factor analytic studies produced two factors identified as Consideration and Initiation of Structure in Interaction.
Stogdill (1959, 1963, 1974 pp. 142-155) noted that it was not reasonable to believe that the two factors of Initiating Structure and Consideration were sufficient to account for all the observable variance in leader behaviour relating to group achievement and the variety of social roles. Stodgill’s theory suggested the following patterns of behaviour are involved in leadership, though not equally important in all situations.
Representation measures to what degree the leader speaks as the representative of the group.
Demand Reconciliation reflects how well the leader reconciles conflicting demands and reduces disorder to system.
Tolerance of Uncertainty depicts to what extent the leader is able to tolerate uncertainty and postponement without anxiety or getting upset.