Title page for ETD etd-08022006-164118


Document Type Master's Dissertation
Author Sham, Brenda
URN etd-08022006-164118
Document Title The contemporary role of leadership in organizational transformation : a qualitative approach
Degree DPhil (Industrial Sociology)
Department Sociology
Supervisor
Advisor Name Title
Prof C J van Aardt
Keywords
  • management
  • leadership
  • organizational change
  • industrial law and legislation South Africa
Date 2000-04-01
Availability unrestricted
Abstract
Leadership in South Africa have been gIven the major responsibility of having to transform and renew their organisation in order that they may now compete in the global economy and that they are furthermore aligned to the socio-political dynamics and imperatives of the country.

Ensuring organisational renewal and survival and meeting the requirements of labour legislation places extraordinary pressure on company leaders. Most South African leaders obtained their managerial experience and expertise during a period characterised by environmental stability and predictability and are now faced with unfamiliar conditions and environmental stressors for which most of them are dismally prepared.

This study demonstrates that given the turbulent environment in which leadership had to operate, there were few leaders who were able to meet these new challenges within their organisations.

The way in which these leaders were able to shift their organisation from its present state to the desired state was examined in this study. The study showed that despite the use of transformational leadership to effect many aspects of the transformation process, all leaders tended to resort at some stage of the transformation process, to a dictatorial and overtly 'quasi-military' style of leadership. Once the organisation had been renewed and stabilised, leaders were more likely to incorporate traditional elements of transformational leadership. Leaders therefore only tended to become more democratic, participative and person centred once their organisations had become sufficiently stable to cope with new and threatening conditions.

1999, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria.

Please cite as follows:

Sham, B 1999, The contemporary role of leadership in organizational transformation : a qualitative approach, DPhil thesis, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-08022006-164118/ >

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