Electronic Theses and Dissertations (Masters/MBA)

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

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Subject: search.filters.subject.Organisational performance

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    Evaluating the impact of a leader’s emotional intelligence on organisational performance within a South African telecoms firm
    (University of the Witwatersrand, Johannesburg, 2021) Shongwe, Mfanafuthi Andrias; Heynes, Portia
    The ability of leaders to understand their own emotions as well as the emotions of those with whom they work is a key indicator of improved business performance and long-term growth (Ferrar, 2009). According to Ferrar (2009), as service-oriented businesses grow, leaders are expected to not only manage, but also lead with sensitivity. Companies are realising that in order to succeed, they need leaders who have an innate ability to improve group cohesion and morale through shared emotional experiences (Augusty and Mathew 2020). According to Goleman (1998), this ability is assumed to be based on emotional intelligence (EI), which is consistent with the current research aim. The aim of the current study was to develop a conceptual framework towards a sustainable organisation design that could address the impact of EI of the leader on organisational performance and sustainability. The study examined the link between EI and effective leadership and the impact it may have on organisational performance and sustainability. To investigate the relationship between EI and organisational performance and sustainability, a survey research design was used. According to the current study, EI has a strong positive relationship with organisational performance
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    Executive coaching as a vehicle to enhance organisational performance and culture in a Mining Company in the Northern Cape
    (2021) Nkomombini, Sipho
    This qualitative study explored executive coaching as a vehicle to enhance organisational performance and culture. The study was undertaken in an open cast mine in the Northern Cape, the mine is part of a bigger multinational mining group. The mine experienced a few leadership challenges when it came to holding leaders to account in driving high performance and to shape the requisite organisational culture. The key motivation of the study was that the study will help better understand the role of executive coaching and its impact on organisational performance and culture in a mining context. The main purpose of the study was to examine executive coaching as a vehicle to enhance organisational performance and culture within a mining company. The data was collected by means of face-to-face semi-structured open-ended interviews. The sample consists of 20 senior managers who have all undergone executive coaching within the company. The key findings of the study were that executive coaching plays a significant role in driving high performance and culture in organisations. The study contributes to an existing body of knowledge and positions executive coaching as key driver of high performance and culture in an organisation. In conclusion the study found that it is beneficial for companies deploy executive coaching as a leadership development tool. The results show that organisations that implement executive coaching have a high-performance culture and this will ultimately positively impact the organisations culture and strategy. the study has practical and theoretical implications for the leadership of the organisation, coaching practitioners, and coaching bodies because it outlines the role executive coaching played in leadership development. The study makes detailed recommendations for future research in the field of executive coaching.
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    Digital transformation’s role in improving the organisational performance of an Information Technology (IT) company
    (2022) Stofile, Anati
    The potential of digital transformation to improve operational efficiencies and stimulate growth has become a critical path for organisations towards improving their competitive advantage. However, digital transformation requires a significant investment before any real financial benefits can be realised. Due to its focus on optimising business operations, an organisation’s operating model must be realigned to enable efficiency improvements of its core business activities through investments in digital technologies. The benefits of digital transformation are extensively covered in business and academic research, but few mention digital transformation costs. Hence, this study evaluates the positive impact that digital transformation has on an organisation's operational performance and financial performance. In addition to improved operational performance, digital transformation has the potential to bring about higher profitability in the long run by lowering operating costs. However, rising operational and integration costs reduce profits in the short to medium term, taking time before positive net benefits are generated. This study contributes to the literature relating to the impact that digital transformation has on the performance of an organisation by exploring the influence of digital maturity factors on operational and financial performance. Furthermore, the analysis reveals that digital transformation has a much more immediate impact on operational performance (operating margin growth) than on financial performance (gross margin growth).