Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations
- Authors: Grobler, Corlé , Van Wyk, René , Magau, Mpho D.
- Date: 2019
- Subjects: B-BBEE , Kotter’s eight-step change model , Transformational change
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/397901 , uj:33097 , Citation: Grobler, C., Van Wyk, R. & Magau, M.D., 2019, ‘Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations’, Acta Commercii 19(1), a686. https://doi.org/10.4102/ ac.v19i1.686 , ISSN: (Online) 1684-1999
- Description: Abstract: Orientation: This multiple qualitative case study provides a change leadership framework through augmentation of Kotter’s eight-step change leadership model. This framework provides practical guidelines for the implementation of Broad-Based Black Economic Empowerment (B-BBEE). Research purpose: To establish a transformational change leadership framework for B-BBEE implementation, applying Kotter’s eight-step change leadership model. Motivation for the study: It is not clear to what extent a transformational change leadership framework can be applied for the improved implementation of B-BBEE in South African organisations. Research design, approach and method: This is a multiple qualitative case study with a constructivist philosophy. Sixteen organisations were purposively selected from the Top 100 rated Most Empowered Companies. Five B-BBEE transformation experts were selected for interviewing. The five participants were executives aged between 35 and 50 years: female (4), male (1), black people (2) and white people (3). Deductive thematic analysis was done using pre-defined themes and Kotter’s change leadership steps. Inductive perspectives were applied when new insights were gained. Main findings: The transformational change leadership framework for the implementation of B-BBEE incorporated Kotter’s steps and additional essential elements. Practical/managerial implications: The study proposes that a transformational change leadership framework could be used for implementing successful, sustainable B-BBEE in South Africa. Contribution/value-add: Different elements contributed the B-BBEE transformational change leadership framework, namely: the role of leadership; leaders’ personal commitment, values and beliefs; and support in driving effective transformation. A willing culture seems essential for sustainable climate of change that leads to transformation maturity.
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Exploring the elements and dynamics of transformational change
- Authors: Mdletye, Mbongeni Andile
- Date: 2013-05-01
- Subjects: Transformational change , Industrial management , Problem solving , Theory of constraints (Management) , Decision trees - Computer programs
- Type: Thesis
- Identifier: uj:7501 , http://hdl.handle.net/10210/8359
- Description: D.Phil. (Leadership in Performance and Change) , The desire for organisational competitiveness as a result of factors such as the changing and increasing needs of customers, deregulation, the globalisation of the economy and work, the increasing competition due to globalisation, the need to control costs and increase efficiency, as well as the fast pace of technological advancement, has compelled organisations to embark on changes that take place at a fast and ever-increasing rate. However, it was noted that organisations are not at all succeeding in implementing and institutionalising change initiatives effectively. There is a high failure rate in the implementation of transformational change efforts, and this is attributed to the fact that managers are not well-equipped to deal with challenges associated with the implementation of transformational changes in organisations. As a result of the high failure rate in change implementation, there had been a number of empirical studies conducted, which investigated reasons behind this low success rate. Unfortunately very few studies have focused on the human side of transformational change. Most of the researches have dwelt more on the technical side of change. This quantitative study was then conducted in order to identify and explore the elements and dynamics of transformational change, which can be regarded as constituting the human dimension of transformational change. Specifically, the main objective of this study was to determine the extent to which the elements and dynamics of transformational change (that is, perceptions, reactions, experiences, personal impact, and organisational impact) relate to the status of the change process. This research adopted a two-pronged approach, which incorporated a literature study first, and thereafter an empirical study. The literature study contextualised the elements and dynamics of transformational change within the Correctional Services environment. An overview of transformational change in the Department of Correctional Services was also provided. Based on the results of the literature study, a theoretical model, which hypothesised the relationships between perceptions and experience on one side, and the status of change on the other, was developed and empirically tested. The empirical data was collected by means of two survey questionnaires – one for correctional officials and the other for offenders, which were administered to 1000 correctional officials and 500 offenders. Methodologically, the study was guided by an exploratory, survey, descriptive, correlational and explanatory research designs, which were underpinned by ontological and epistemological perspectives. All completed and returned questionnaires were computed to analyse the responses of the respondents. The results of the analysis of data showed that the DCS change was characterised by positive perceptions; positive, negative and introspective-anxious experiences; negative responses in terms of emotional reactions and resistance; negative personal impact at intrapersonal and interpersonal levels; and positive organisational impact as the key aspects of the elements and dynamics of transformational change. The discussion in this thesis revolves around the above-named elements and dynamics of transformational change. Through performing exploratory and confirmatory factor analyses, a three-factor measurement model which encompassed perception, experience and the status of change, was identified and confirmed. The structural equation modelling found that both perceptions and experiences were the predictors of the status of change.
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