Abstract
Orientation: The retail industry in South Africa is experiencing significant transformations
due to Industry 4.0 and 5.0, necessitating a focused examination of leadership development
maturity.
Research purpose: To assess the application of the Leadership Development Process Maturity
Index (LDPMI) within the South African retail industry, using transformational leadership as
its underpinning theory.
Motivation for the study: A critical gap exists in understanding leadership development
maturity as retailers navigate technological transformations, particularly in emerging markets
where structured leadership development approaches are crucial.
Research approach/design and method: The study employed a qualitative, exploratory
approach using Interpretative Phenomenological Analysis, involving eight Human Resource
specialists from four major South African retailers representing diverse retail categories.
Main findings: Analysis revealed an overall ‘emerging’ maturity status of 58% across
leadership tiers. Some retailers demonstrated more balanced approaches, with Retailer C
showing maturity levels of 60%, 61%, and 70% across junior, middle, and senior leadership
respectively. A significant industry-wide gap was identified at the middle leadership tier (50%
average), indicating challenges in succession planning.
Practical/managerial implications: The study identified critical transformational leadership
competencies aligned with Bass’s framework: self-leadership (idealised influence), adaptability
(intellectual stimulation), and interpersonal skills (individualised consideration), vital for
fostering knowledge-sharing and driving technological transformation.
Contribution/value-add: The research demonstrates LDPMI’s effectiveness in assessing
leadership development in retail contexts while providing organisations with a framework to
evaluate leadership maturity and identify competencies needed for technological
transformation.