The role of transformational leadership in the elevator industry in Gauteng

Abstract

Modern management of organisational units becomes more complex, so adequate leadership strategies must be provided to achieve success. A case study of Schindler Lifts SA is used to highlight the problems of leadership within South Africa's elevator industry and its effects on employee motivation and performance. This study focuses on transformational leadership impact in the South African context as a gap in studies of such phenomenon is found. The research method consists of qualitative approach within an interpretivist paradigm using interview as source of data, with 25 participants consisting of 10 managerial and 15 non managerial employees. We used convenience and purposive sampling technique and used thematic analysis to mine insights. Transformational leadership has been shown to increase motivation, productivity, and trust, and hence performance. However, a resistance to change and out of alignment leadership are challenges. Schindler Lifts SA has dealt with these through leadership development programmes, organised communication, and engagement. Finally, it is argued that transformational leadership is crucial for performance development in the elevator industry. Leadership training, improved communication, and feedback mechanisms that help execute the recommendations are suggested as strategic ones. Embracing transformational leadership positions Schindler Lifts SA to strengthen market position while driving innovation in South Africa’s competitive elevator sector.