Factors influencing leadership ability to respond and adapt to change during turbulent times: a case study of Swaziland Railway.
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Date
2016
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Abstract
The aim of this study was to investigate both positive and negative factors that influence an organisation’s leadership ability to respond and adapt to change during turbulent times, particularly in a government-owned enterprise. The investigated factors were based on the Complexity Adaptive Systems concepts, derived from complexity theory.
A questionnaire was administered into 13 managers of Swaziland Railway, with varying years of service with the company, and from all the departments within the company. The research was a case study, conducted using the mixed methods approach, which used mainly both the qualitative (interview) and quantitative (questionnaire) method. The qualitative aspect of it was derived from the interview questions and analysis of the responses from the managers of Swaziland Railway with regard to how they perceived each Complex Adaptive System concept and its effect on influencing leadership ability to respond and adapt to change during turbulent times. The quantitative aspect of it was derived from the administered questionnaire.
The results of the study indicated that the positive factors that largely influence leadership ability to respond and adapt to change were mainly artefacts, such as computers, which were viewed as extremely important as business enablers. The study also found that the setting of strategic objectives to guide the implementation of specific functions to ensure business sustainability was a positive factor that influences leadership ability to respond and adapt to change.
One of the main negative factors hindering leadership ability to respond to change was historical legacy, which was used as a panacea to solve emerging problems, by replicating past solutions. Egalitarianism also featured as a strong negative factor, as the culture of the company was one of high respect for hierarchies and authority, leading to the belief that the longer you have served in the company, the more capable you are of making the best decisions for all levels of the company.
The findings of the study were that organisations need a structured Leadership Development programme that focuses on using the Complex Adaptive Systems concepts to equip leaders with knowledge to apply effective leadership to adequately adapt and respond to change during turbulent times or when faced with sporadic organizational changes. The study will benefit stakeholders in leadership positions, which include Trade Union Leaders, the Public Enterprise Unit, and other Parastatal organisation leaders by pointing out that a long length of service and knowledge of the history of the company inhibits leadership ability to respond and adapt to change, leading to a compromised organisational sustainability.
Description
Masters Degree. University of KwaZulu-Natal, Durban.