Asset Details
Do you wish to reserve the book?
Organisational leadership in South Africa: Explored through interactive qualitative analysis
Hey, we have placed the reservation for you!
By the way, why not check out events that you can attend while you pick your title.
Oops! Something went wrong.
Looks like we were not able to place the reservation. Kindly try again later.
Are you sure you want to remove the book from the shelf?
Organisational leadership in South Africa: Explored through interactive qualitative analysis
Do you wish to request the book?
Organisational leadership in South Africa: Explored through interactive qualitative analysis
Please be aware that the book you have requested cannot be checked out. If you would like to checkout this book, you can reserve another copy
We have requested the book for you!
Your request is successful and it will be processed during the Library working hours. Please check the status of your request in My Requests.
Oops! Something went wrong.
Looks like we were not able to place your request. Kindly try again later.
Journal Article
Organisational leadership in South Africa: Explored through interactive qualitative analysis
2025
Overview
BackgroundOrganisational leadership (OL) as a construct faces challenges in being universally defined, especially in South Africa, because of its contextual diverse nature (historically, politically, socially and culturally). This is amplified by the limited availability of contextual (South African) leadership research, and an overreliance on international and universal leadership models.AimThis study aimed to conceptualise OL from an emic perspective.SettingThe study was based on the South African workforce.MethodAn exploratory qualitative design was employed. Interactive qualitative analysis (IQA), a systematic qualitative research methodology, was used. The inductive nature of IQA, combined with deductive analysis techniques (axial and theoretical coding), facilitated the identification of the elements of OL, as well as its inter-relational nature. Based on the participants’ lived experiences, this is established from a pragmatist and social constructivism perspective.ResultsThe outcome of the study is a system influence diagram (SID), indicating the relationship between the various elements of OL. The primary driver was the leader’s emotional awareness, with the secondary drivers including leadership style, characteristics, culture, communication and vision. These drivers resulted in secondary outcomes of leader support and team dynamics, ultimately culminating in the primary outcome of delivering strategy.ConclusionOrganisational leadership has relational, emotional and rational elements that should be navigated to reach the primary outcome, namely organisational success through strategy implementation.ContributionConceptualising OL is valuable as it advances our understanding, highlights the social and cultural dynamics that influence leadership effectiveness, and offers a foundation for future research and leadership development.
Publisher
AOSIS,AOSIS Publishing
