4. Electronic Theses and Dissertations (ETDs) - Faculties submissions

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    The Impact of Digital Leadership on Digital Maturity: A South African Case Study
    (University of the Witwatersrand, Johannesburg, 2024) Jaffer, Aasma; Sethibe, Tebogo
    In the rapidly evolving landscape of digital transformation, the role of digital leadership in driving organizational maturity has become increasingly crucial. This study investigates the impact of digital leadership on digital maturity within the South African fintech sector, aiming to provide insights into the mechanisms through which leadership practices influence digital maturity at a factor level. This was broken down into two key areas: identifying the most critical indicators of digital maturity and investigating the impact of digital leadership on five factors of digital maturity based on the digital maturity model used. Drawing upon a conceptual framework rooted in the literature on digital leadership and digital maturity, the study utilises an established digital maturity instrument, the Unified Digital Maturity Model by Armstrong & Lee (2021). The research employed a quantitative approach, utilizing a sample of 150 employees from various fintech companies in South Africa. Data was collected through a structured survey instrument, and statistical analysis, including regression analysis, was conducted to examine the relationship between digital leadership behaviours and organizational digital maturity levels. The findings reveal significant positive correlations between digital leadership and all five factors of digital maturity studied, namely Customer Orientation & Engagement, Digital Product Innovation, Workforce Enablement & Performance, Core Processes Digitisation and New Value Streams & Business Models. The study identifies the top three most critical digital maturity constructs as Organisational Culture, Workforce Enablement & Performance, Customer Orientation and at indicator level, found eight critical variables. These results underscore the importance of cultivating digital leadership capabilities to foster high digital maturity and in turn, streamline digital transformation in the South African fintech context. The study concludes by highlighting the imperative for organizations to prioritize investments in digital leadership development as a strategic imperative for navigating the digital landscape effectively.
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    The Role of Leadership in Driving Digital Transformation in the South African Financial Services Sector
    (University of the Witwatersrand, Johannesburg, 2023) Ngxola, Nomonde; Gobind, Jenika
    The purpose of the research is to provide an all-encompassing definition of Digital Transformation (DT) amid a sea of definitions and propose drivers that leaders operating in the South African Financial Services Sector can use to drive Digital Transformation within their respective organisations, not only as a mere project but also being mindful of the personal influence their role as leaders has on the success of a DT process (Bordeaux, 2019). From a systematic review of 100 peer-reviewed articles, the literature suggests there are seven common and key drivers of the Digital Transformation process. These were identified as digital business strategy, a review or augmentation of the organisations business model, big data-driven processes, process automation, customer centricity, digital competency, and culture (Bhardwaj et al., 2013). The literature also reflects the influential role that leaders play in the DT process through their traits and abilities (Kaidalova, Sandkuhl & Seigerroth, 2018). A close examination was made of the evolution of leadership theories: The Great Man Theory being the starting point, was premised on the leader’s abilities resting solely upon leader themself, believed to be born with a set of traits and behaviour that automatically deemed them leadership worthy (Cherry, 2019). During this era, the notion of leader development and training was not given thought (Hartl & Hess, 2017). The leader was according to this theory born and carried their own innate talents and capabilities to lead devoid any form of development and advancing. The paper seeks to explore the evolution of leadership theories that evolved from the trait and behavioural theories to that of transformational leadership, which looks specifically at leaders in relation to their subordinates to the latest DT theories to test for similarities, plus outliers when considered with respect to the methodological finding Additionally, the research incorporated notable barriers to the digital transformation process as noted by the leaders that were interviewed in the study. Themes of digital denialism, deflation and discomfort surfaced and were explored at length. vi The study adopted an exploratory sequential mixed methods approach compromising of qualitative content analysis and thematic analysis of semi-structured interviews using creative methods of extraction. The population sampled consisted of a group of Chief Information Officers, Chief Technology Officers, and Digital Heads of Business.