How the leaders of an Eastern Cape development agency experienced a transition from specialist roles to the leadership roles and how this shaped their leadership identity
- Authors: Mbokoma, Noxolo Patricia
- Date: 2021
- Subjects: Economic development projects -- Managemenat -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Organizational behavior -- South Africa -- Case studies , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171997 , vital:42147
- Description: This study sought to investigate the experiences of leaders involved in a transition from specialist role to leadership role at the Eastern Cape Development Agency, South Africa. A qualitative case study within a constructivist paradigm was adopted. Bridges’ (1991) theory of transition was used in this study to understand and analyse the process of transition in this study. The study used purposive sampling technique, where six leaders were selected and interviewed. The data was analysed through inductive and content analysis techniques. The findings are presented thematically and supported with participants verbatim. The study established that as specialists transition to leadership roles they experience lack of role clarity, stress (role strain), resistance, inadequate support, shock, increased work load (role strain) and role conflict. These experiences influence on their role identity, expertise, peer relationships and financial status. The study also established that for smooth and successful transition, consultation, participation, proper succession planning, and training is vitally important. This was necessary to ease the tension between management, leadership, specialist responsibilities, and resistance from specialists. The study recommends adequate support and preparation in all stages of transition to ensure that the organization benefits from the transition.
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- Authors: Mbokoma, Noxolo Patricia
- Date: 2021
- Subjects: Economic development projects -- Managemenat -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Organizational behavior -- South Africa -- Case studies , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/171997 , vital:42147
- Description: This study sought to investigate the experiences of leaders involved in a transition from specialist role to leadership role at the Eastern Cape Development Agency, South Africa. A qualitative case study within a constructivist paradigm was adopted. Bridges’ (1991) theory of transition was used in this study to understand and analyse the process of transition in this study. The study used purposive sampling technique, where six leaders were selected and interviewed. The data was analysed through inductive and content analysis techniques. The findings are presented thematically and supported with participants verbatim. The study established that as specialists transition to leadership roles they experience lack of role clarity, stress (role strain), resistance, inadequate support, shock, increased work load (role strain) and role conflict. These experiences influence on their role identity, expertise, peer relationships and financial status. The study also established that for smooth and successful transition, consultation, participation, proper succession planning, and training is vitally important. This was necessary to ease the tension between management, leadership, specialist responsibilities, and resistance from specialists. The study recommends adequate support and preparation in all stages of transition to ensure that the organization benefits from the transition.
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The leadership characteristics and development of Doctor Trudy Thomas : a case study in servant-leadership
- Authors: Fietze, Jennifer Anne
- Date: 2016
- Subjects: Servant leadership , Thomas, Trudi , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:860 , http://hdl.handle.net/10962/d1020184
- Description: Doctor Trudy Thomas is a leader that served; as a medical doctor and as a public servant over five decades during and after the apartheid era in South Africa. The aim of this qualitative study was to identify the leadership characteristics that are evident in Doctor Thomas, the former MEC for Health for the Province of the Eastern Cape; as a leader and to explore how they developed over five decades, given her role within healthcare in South Africa. The first requirement of a servant-leader according to Robert Greenleaf (the contemporary pioneer of servant-leadership) (Greenleaf, 1977), is that the leader is a servant first and starts with a desire to serve. Doctor Thomas started her professional life as a medical missionary doctor, a profession that by its nature is serving and ultimately healing, in the poor rural communities of the Eastern Cape. Her leadership grew out of her initial concern for her patients and their communities and by the opportunities that she was presented with to apply her skills to serve. She was able to identify the deeper needs within these communities and was able to envision practical solutions to these problems, enlisting the assistance of others. Throughout her leadership journey she exhibited humility, and many other trademarks of a servant-leader. She did not see herself as a leader, believing rather that it was a privilege to serve and help people. This study was therefore able to conclude that the leadership that Doctor Thomas has exhibited is that of a servant-leader and that her leadership journey was unintentional and grew out of her desire and ability to serve. This thesis consists of three separate yet interrelated sections. Section One, The Academic Case Study is a holistic, biographical academic case study on an individual. The outcomes of this research are presented as an academic paper, which includes a condensed literature review, results and discussion, as well as recommendations for future research. It also presents recommendations regarding the application of servant-leadership in service industries like Healthcare in South Africa. The presentation of the results is predominantly qualitative with some quantitative aspects. Section Two, The Literature Review presents an extensive review of literature that relates to the phenomena of leadership; servant-leadership; leader and leadership development; servant-leadership development through service and finally servant-leadership in South Africa. Other aspects like Ubuntu and Unintentional leadership are examined. The literature review conducted serves as a broad foundation for understanding servant-leadership but does not purely focus on the issues of this individual study. Section Three, The Research Methodology is an outline of the research aim and objectives, and the research paradigm that has been adopted. The discussion also details the research methodology; the case study method; an inductive approach; an intersubjective position; the individual researched; data collection techniques and analysis; objectivity; issues of quality; ethics; and the limitations of this research.
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- Authors: Fietze, Jennifer Anne
- Date: 2016
- Subjects: Servant leadership , Thomas, Trudi , Leadership -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:860 , http://hdl.handle.net/10962/d1020184
- Description: Doctor Trudy Thomas is a leader that served; as a medical doctor and as a public servant over five decades during and after the apartheid era in South Africa. The aim of this qualitative study was to identify the leadership characteristics that are evident in Doctor Thomas, the former MEC for Health for the Province of the Eastern Cape; as a leader and to explore how they developed over five decades, given her role within healthcare in South Africa. The first requirement of a servant-leader according to Robert Greenleaf (the contemporary pioneer of servant-leadership) (Greenleaf, 1977), is that the leader is a servant first and starts with a desire to serve. Doctor Thomas started her professional life as a medical missionary doctor, a profession that by its nature is serving and ultimately healing, in the poor rural communities of the Eastern Cape. Her leadership grew out of her initial concern for her patients and their communities and by the opportunities that she was presented with to apply her skills to serve. She was able to identify the deeper needs within these communities and was able to envision practical solutions to these problems, enlisting the assistance of others. Throughout her leadership journey she exhibited humility, and many other trademarks of a servant-leader. She did not see herself as a leader, believing rather that it was a privilege to serve and help people. This study was therefore able to conclude that the leadership that Doctor Thomas has exhibited is that of a servant-leader and that her leadership journey was unintentional and grew out of her desire and ability to serve. This thesis consists of three separate yet interrelated sections. Section One, The Academic Case Study is a holistic, biographical academic case study on an individual. The outcomes of this research are presented as an academic paper, which includes a condensed literature review, results and discussion, as well as recommendations for future research. It also presents recommendations regarding the application of servant-leadership in service industries like Healthcare in South Africa. The presentation of the results is predominantly qualitative with some quantitative aspects. Section Two, The Literature Review presents an extensive review of literature that relates to the phenomena of leadership; servant-leadership; leader and leadership development; servant-leadership development through service and finally servant-leadership in South Africa. Other aspects like Ubuntu and Unintentional leadership are examined. The literature review conducted serves as a broad foundation for understanding servant-leadership but does not purely focus on the issues of this individual study. Section Three, The Research Methodology is an outline of the research aim and objectives, and the research paradigm that has been adopted. The discussion also details the research methodology; the case study method; an inductive approach; an intersubjective position; the individual researched; data collection techniques and analysis; objectivity; issues of quality; ethics; and the limitations of this research.
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A teaching case study on the effect of growth on organisational leadership and culture at hardware warehouse as the organisation grew from one store to 18 stores
- Authors: Mfabane, Masiwakhe
- Date: 2014
- Subjects: Corporate culture -- South Africa -- Case studies , Leadership -- South Africa -- Case studies , Management -- South Africa -- Case studies , Hardware stores -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:829 , http://hdl.handle.net/10962/d1013008
- Description: From summary:The main objective of this research study was to write up a teaching case study, based on Greiner’s (1998) model of organisational development, outlining what effect the growth of Hardware Warehouse had on the leadership and culture of the organisation. The study is a teaching case study in the form of “a descriptive case focusing on presenting a description of past events and decisions” (Cappel and Schwager, 2002: 289).
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- Authors: Mfabane, Masiwakhe
- Date: 2014
- Subjects: Corporate culture -- South Africa -- Case studies , Leadership -- South Africa -- Case studies , Management -- South Africa -- Case studies , Hardware stores -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:829 , http://hdl.handle.net/10962/d1013008
- Description: From summary:The main objective of this research study was to write up a teaching case study, based on Greiner’s (1998) model of organisational development, outlining what effect the growth of Hardware Warehouse had on the leadership and culture of the organisation. The study is a teaching case study in the form of “a descriptive case focusing on presenting a description of past events and decisions” (Cappel and Schwager, 2002: 289).
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