An examination of the role of leadership in fostering employee engagement during times of crises: A case study of the commercial property sector in KwaZulu-Natal.

Abstract

The South African commercial property sector has experienced substantial hardship in the past few years. Significantly, the retail component of the sector is the second largest employer behind the government and is a significant contributor to the country’s gross domestic product (GDP). The impact of the Covid-19 pandemic, subsequent lockdown, and restriction of trade caused financial distress and heightened levels of anxiety and uncertainty in an already turbulent economy. The civil unrest in July 2021 where mass destruction and looting of retail outlets and warehouses added pressure to an industry still attempting to recover from the pandemic. This took place primarily in KwaZulu-Natal, which, despite being the third smallest province, is the second highest contributor to the country’s GDP. Whilst embarking on repair and recovery efforts, the province experienced severe flooding in April 2022, which caused immense damage to infrastructure and buildings. Existing research advocates that employee engagement is a crucial factor of organisational success, with some scholars suggesting that workplace engagement is even more significant during times of crises for the survival of the business. Moreover, leadership is a critical driver of employee engagement. This lends itself to the overarching research question that this study seeks to address – the role of leadership in fostering employee engagement during times of crises in the commercial property sector in KwaZulu-Natal. To this end, a qualitative single case study of eleven leaders comprising of executive, senior and middle managers in a property management company in the province was carried out. Key findings that emanated from the thematic analysis of the data suggest several roles that leaders play in fostering employee engagement during times of crisis. The cornerstone of employee engagement is communication, and the quality of the employer/employee relationship is the foundation for employee engagement. Future research could explore changes needed in areas like leasing policies and office space usage to support the viability of this important industry. The study was limited by only obtaining the perspectives of property management company leaders. Future research could compare leader and subordinate viewpoints for a more holistic understanding. The effects of crises on leaders themselves is another potential area of study, as the participants experienced pressure and inadequate upper-level support. Though leaders must demonstrate resilience in crises, they too need compassion. This study will be of value to leaders in terms of how to better engage with employees in times of crisis.