Collective leadership practices in plural organisations : an autoethnographic social constructionist investigation of South African state-owned entities

Abstract

Literature has revealed that little is known regarding the social dynamics, communication patterns, and power structures in plural organizations because current leadership research often concentrates on singular social entities. This necessitates studies that explore how multiple intersecting social entities influence and shape the social construction of collective leadership in plural organizations. This study explored and described the social construction of collective leadership in plural organizations with South African SOEs as its setting. The study adopted an analytical autoethnography approach using both convenience and purposive sampling techniques. The primary data sources were reflexive journals, self-interviews and media reports. Secondary data was obtained from interviews with individuals who have also served in leadership roles in SA SOEs. Data analysis was conducted using Atlas.ti software, employing thematic analysis. The results showed that meticulous appointment processes are vital for building trust and legitimacy. There is a need for effective conflict resolution, consensus-building, transparent meeting protocols and information flow. They are crucial for organizational alignment and impact the external political dynamics of leadership. An outcome of the study was the development of frameworks for continuous improvement through thorough assessment, stakeholder engagement, detailed planning, training, ongoing evaluation, and the assurance of adaptable and practical leadership structures. Several factors, such as the appointment processes, leadership interactions, meetings and information flow, team formation, and the meaning of collective leadership, appear to influence the social construction of collective leadership in plural organizations. It was recommended that structured frameworks on the biographical aspects of collective leadership be adopted to improve the quality and effectiveness of collective leadership in plural organizations.