Electronic Theses and Dissertations (Masters/MBA)

Permanent URI for this collectionhttps://hdl.handle.net/10539/37942

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    Accelerating the advancement of black women leaders in corporate South Africa
    (University of the Witwatersrand, Johannesburg, 2024) Letsoalo, Shamiela; Mazonde, Nomusa
    As of 2022, the disparity in corporate South Africa's top management positions were evident, with only 11% of Black women holding such roles, contrasting starkly with the 53.1% representation of white males in similar positions. Examining the progression over the preceding four years, the data from 2017 reveals that Black women occupied 14.2% of board positions, indicating a modest 6% increase during that period. This information substantiates the observation that Black women face substantial underrepresentation in high-ranking corporate roles within South Africa and that their advancement to these positions has been notably sluggish. The study's theoretical framework employed a comprehensive approach by integrating three interconnected perspectives: Intersectionality Theory, Organisational Leadership Theories, and Marxist Feminist Theory. This triangulation offered a nuanced exploration of the factors influencing the acceleration of Black women leaders to top positions. A deliberate selection process involved choosing 8 Black women leaders from 7 companies and 1 state-owned entity for participation in this study. The selected individuals participated in either face-to-face interviews or virtual open-ended question sessions through video conferencing platforms, Zoom or Microsoft Teams. During these interactions, the participants candidly discussed their career paths to executive positions, highlighted obstacles faced during their journeys, and reflected on the strategies that enabled them to overcome challenges in their pursuit of leadership roles. The participants described the challenges they encountered which in their view impeded their progress in pursuit of career advancement to senior and top management positions. The study delved into the professional journeys of these accomplished Black women leaders through semi-structured interviews. Targeting c-suite and senior-level professionals, including CEOs, CFOs, COOs, and group executives, the research explored their experiences across diverse sectors such as financial services, professional consulting, technology, government entities, and mining. All participants, who were situated in Cape Town and Johannesburg in South Africa, were deliberately selected from the researcher's professional and personal network. Purposive sampling ensured representation from various leadership roles. This qualitative exploration, rooted in the participants' lived experiences, uncovered insights into systemic barriers, and organisational initiatives affecting the accelerated progress of Black women leaders to senior and executive positions, and the strategies which supported them in their advancement to leadership roles. The study's approach provided more information on the lived experiences of the participants, urging further research and interventions to enhance and accelerate the representation of Black women in senior corporate positions in South Africa. The study addressed a pressing issue of transformation and diversity in corporate South Africa by offering practical solutions for Black women leaders and companies. It emphasised the significance of actively building and nurturing professional networks, mentorship, and continuous learning as pivotal strategies for Black women navigating corporate landscapes. Additionally, for companies aiming to foster diversity and inclusion, the study underscored the importance of clear communication of policies, effective mentorship and sponsorship programmes, and the promotion of an inclusive organisational culture. Providing flexible work arrangements to support work-life balance and addressing specific challenges faced by Black women leaders were identified as key contributors to a supportive environment. The study concludes by recognising its role as a foundational exploration, shedding light on the challenges faced by Black women leaders in corporate South Africa, offering solutions, and serving as a baseline for further in-depth investigation
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    The effectiveness of coaching leaders’ emotional intelligence in corporate South Africa
    (University of the Witwatersrand, Johannesburg, 2023) Mbili, Siphokazi; Anandlal, Pranesh
    Leadership coaching has become a tool for developing emotional intelligence amongst leaders in in corporate organisations. Many corporate organisations in South Africa have started to practice leadership coaching with the intention to improve culture in organisations and to appropriately align their objectives of the entities with the humanistic perspective of people that work in the organisation. Emotional intelligence is a skill that is perceived as important to be able to create an environment where both the corporate organisations and the people thrive. The purpose of the study is to explore the perceptions of coaching leaders’ emotional intelligence and to further explore the role that coaching has on the emotional intelligence of leaders. A qualitative research study was conducted, through semi-structured interviews conducted. The interviewees gave the interviewee to share their views and experiences allowed for a deeper understanding of the effect of coaching on the leader’s emotional intelligence. The population was specifically determined to be of leaders in organisations who had experienced coaching and were able to share their experience, their views, and their effect on their emotional intelligence. A total of 16 leaders were interviewed. A thematic approach to data analysis was used and a total of four themes were formulated. The key findings showed that emotional intelligence enhances leadership effectiveness, and that coaching plays a critical role in the emotional intelligence of leaders. This study contributes to the knowledge and awareness of using coaching to enhance emotional intelligence of leaders. In most cases, emotional intelligence does not occur spontaneously, with the assistance of a coach, the emotional intelligence of leaders may be developed, and this may contribute positively to people and to the organisation
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    The role of leadership in digital transformation in the financial services sector
    (2021) Gcelu, Nikitha Gita
    The financial services sector falls within the top three industries that are most susceptible to digital disruption globally. The rise in new digital technologies has transformed business models and how organisations operate – making digital transformation and leadership a key imperative for financial services organisations. Additionally, the recent global pandemic (COVID-19) has accelerated the pace of digital transformation for many organisations and has resulted in virtual work environments; where leaders and subordinates must use digital technologies to achieve business objectives. The role of leadership is crucial to digital transformation in financial services organisations. Leaders, both globally and in South Africa, are experiencing similar challenges – and are tasked with the responsibility of finding effective leadership strategies that will ensure that their businesses successfully navigate the complexities brought about by new digital technologies. However, most financial service organisations have struggled to build up the necessary leadership capabilities to aid their organisations effectively in the digital transformation process. This study conducts a detailed literature review on traditional leadership types and introduces the concepts of e-leadership (which considers traditional leadership types and digital factors on leadership). Additionally, the literature review provides a brief overview of digital transformation factors. The study provides insights on factors accounting for the shortage in leadership trends in financial services, the different technology trends in financial services, and leadership strategies for digital transformation in financial services. Both primary and secondary data were analysed to gain these insights – with the analysis based on the thematic approach. The insights show that technology factors have changed work-life, communication, talent management, and the organisation culture. Furthermore, leaders in financial services organisations have to deploy new leadership strategies to effectively lead digital transformation – with a key focus being on building digital capabilities, digital leadership, embracing flexibility, and creating a diverse workforce
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    Guidelines for coaching leaders to manage their emotional contagion effect on employee engagement
    (2020) Potgieter, Linda
    Employee engagement is a driver of organisational performance, with leaders’ emotional states considered to have an influence on their employees’ engagement levels. The purpose of this study was to explore the perceptions of the effect of emotional contagion of leaders on employee engagement, toward informing the development of guidelines for coaching leaders to better manage their emotional contagion effect on employee engagement. This study selected a qualitative research approach, utilising semi-structured interviews to explore the perceptions of employees, leaders and coaches in relation to leaders’ emotional contagion and the effect thereof on employee engagement. The coaches were also interviewed for information on their coaching approach in working with leaders’ emotional contagion effect on their employees. Thematic analysis was applied to the interview data to identify the key themes. Key findings of the research included that leaders are perceived to have an emotional contagion effect on employees and their engagement levels. Also, leaders sought coaching based on triggers of their negative emotional contagion effect, and finally that the development of emotional intelligence through coaching was key to helping leaders better manage their emotional contagion effect on employee engagement. A coaching framework and guidelines were developed based on the research findings, which focuses on a coaching approach for helping leaders to understand their triggers, emotional states and behaviours, the impact thereof on their employees’ and their engagement, towards assisting them to better manage their emotional contagion effect on employee engagement. While the development of leaders’ emotional intelligence is addressed in the literature, the key contribution of this study is a recommended leadership coaching framework aimed at leadership coaches for specifically assisting leaders to manage their emotional contagion effect on employee engagement.