The intention of this study was theory creation in the field of organisational change, directed towards the creation of a conceptual change framework. A qualitative research approach was followed and a grounded theory methodology adopted. This study involved a theoretical investigation of organisational change and leadership within South African organisations, although insights gained could be transferred across contexts or settings. The primary aim was to create a practical change framework to ensure sustainable organisational change. Secondly, to determine the impact of leadership on successful organisational change. Thirdly, to establish whether any fundamental elements can be identified as essential for inclusion in such a change framework. Fourthly, to identify non-negotiable success factors that can ensure successful change. Fifthly, to determine the human elements that should be included in order to minimise negative outcomes such as resistance and noncompliance. The final aim was to ascertain what meta-insights can be gained from organisational change and leadership. The research findings concluded that the first perception when speaking about change is fear, anxiety and increased stress, resulting in impaired functioning. Organisations struggle to handle increased stress levels during periods of change and require improved methods of dealing with stress to ensure optimal individual functioning. Only through reduced stress levels will individuals be able to engage with organisational change initiatives. Alternative intervention technologies were suggested which could assist the individual change journey through reduced stress and/or increased consciousness. These alternative intervention technologies were suggested because of the paucity of current literature. It practically aids organisations on how to deal with the stress dilemma. This research introduced the concepts of anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increases individual stress levels. Emotions elicited by the anti-leader and/or anti-manager could potentially split, divide and fragment a workforce. The ideal organisational approach should be designed by the people, be inclusive of all, involve, empower and allow individuals to make the required decisions. As organisational change can only be effected through individual change, this thesis places the individual in the centre. Without individual change, vicissitude and sustainable organisational change become highly unlikely. / Business Management / DBL

The purpose of this study was to explore the strategising practices of sustainability champions at Transnet, a South African state-owned enterprise (SOE). The study set out to discover what these micro-strategising practices were and what strategic outcomes they had for the organisation at the corporate level of strategy praxis. The problem that this research sought to address was the need for greater progress towards corporate sustainability and the lack of research into the role, contributions and practices of sustainability champions in formal sustainability roles within relatively large organisations. This exploration was carried out in the form of a qualitative single-case study which drew on serial interviews (two per participant) and case documentation as sources of evidence. The data were analysed using Applied Thematic Analysis (ATA) in the CAQDAS software Atlas.ti. The study answered the research questions and found that sustainability champions engaged in seven sets of strategising practices with seven corresponding strategic outcomes. While it was not the intention of the study to develop a conceptual model, the process of synthesising the main findings resulted in a model termed the web of sustainable strategising. The study concludes that sustainability champions are strategists who aid their organisation in the pursuit of corporate sustainability while influencing the direction of macro-institutional arrangements towards sustainable development. These results cannot be generalised, but they are transferrable to similar contexts. / Business Management / M. Com. (Business Management)

The intention of this study was theory creation in the field of organisational change, directed towards the creation of a conceptual change framework. A qualitative research approach was followed and a grounded theory methodology adopted. This study involved a theoretical investigation of organisational change and leadership within South African organisations, although insights gained could be transferred across contexts or settings. The primary aim was to create a practical change framework to ensure sustainable organisational change. Secondly, to determine the impact of leadership on successful organisational change. Thirdly, to establish whether any fundamental elements can be identified as essential for inclusion in such a change framework. Fourthly, to identify non-negotiable success factors that can ensure successful change. Fifthly, to determine the human elements that should be included in order to minimise negative outcomes such as resistance and noncompliance. The final aim was to ascertain what meta-insights can be gained from organisational change and leadership. The research findings concluded that the first perception when speaking about change is fear, anxiety and increased stress, resulting in impaired functioning. Organisations struggle to handle increased stress levels during periods of change and require improved methods of dealing with stress to ensure optimal individual functioning. Only through reduced stress levels will individuals be able to engage with organisational change initiatives. Alternative intervention technologies were suggested which could assist the individual change journey through reduced stress and/or increased consciousness. These alternative intervention technologies were suggested because of the paucity of current literature. It practically aids organisations on how to deal with the stress dilemma. This research introduced the concepts of anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increases individual stress levels. Emotions elicited by the anti-leader and/or anti-manager could potentially split, divide and fragment a workforce. The ideal organisational approach should be designed by the people, be inclusive of all, involve, empower and allow individuals to make the required decisions. As organisational change can only be effected through individual change, this thesis places the individual in the centre. Without individual change, vicissitude and sustainable organisational change become highly unlikely. / Graduate School of Business Leadership / DBL

Problem statement – The strategic roles and responsibilities of professional middle managers (at a South African university) are not aligned with the accountability and authority required while strategising to effect strategic change. Through an in-depth exploration of practitioners, their practices, behaviour, cognition and emotions during strategising, insights in the development of practical wisdom was gained. Purpose – The purpose of the empirical research study was to investigate how professional middle managers strategise to effect change during strategic change. The study context was a South African higher education institution undergoing internal organisational change. Four main research themes were explored with particular reference to the professional middle manager as a strategic practitioner, namely one who DOES, THINKS, FEELS and REFLECTS. Design, methodology and approach – An explorative and interpretive study was conducted utilising a single case and qualitative research methodology. An interpretative phenomenological analysis (IPA) was conducted, which aimed to explore the rich experiences of the participants and the way they make sense of their personal journeys during the strategic change initiative. Strategy as practice theory was selected as the theoretical foundation for the study. In-depth, semi-structured interviews were conducted, and participants provided self-reflection assessments contributing to a unique data gathering method. Findings – The results suggested the professional middle managers make use of holistic and comprehensive practices to effect change as they strategise during strategic change. Five formal strategic roles were confirmed relevant as enacted by the professional middle managers, i.e. implementing strategies, interpreting and communicating information, facilitating adaptability, downward supporting and upward influencing. In addition, six distinctive practices were identified, namely adapting, effecting change, collaborating, mobilising, peacekeeping and overseeing. v Research limitations and implications – The results of the study cannot be generalised due to the single case methodology; however, key learnings and insights can be utilised. Practical implications – It is recommended that the middle managers’ key performance indicators be aligned with the required accountability and authority required to fulfil their strategic roles while effecting change. In addition, the development of tailor-made training programmes as well as coaching and mentoring is advocated in order to transition adequately into a middle management role. / Graduate School of Business Leadership / D.B.L.

The postmodern organisation and its leaders are faced with relentless turbulence and change and a compelling economic drive for success. The recent exponential rise in the popularity of coaching can be ascribed to the business need for the development of leadership bench-strength. Appreciative inquiry (AI) claims to be a source of untapped strength for organisations in the postmodern world and a source of sustainable solutions and genesis for energy. However, the scarcity of evidence of coaching linked to a postmodern stance, incorporating AI principles, as well as using group-based coaching methods, provided an opportunity for this study to respond to the challenges and contribute to the theory and practice of leadership coaching in the organisational setting by investigating the transformative effects of a postmodern group-based leadership coaching programme (LCP) on leaders’ personal and professional perspectives. The premises suggest that postmodern group-based coaching is a practical and cost-effective methodology in multi-cultural international organisations. Furthermore, postmodern coaching in groups can transform the personal and professional perspectives of leaders, specifically in transforming future plans, goal-directedness, confidence, resilience, hope, subjective well-being and empowerment as a leader, as well as broadening life outlooks. Key transformative themes were identified: self-knowledge, appreciation of others, broader vision, self-control and work-life integration. This applied study has made a valuable contribution to the body of research in the area of postmodern and group-based coaching. Replication of the study in other industries, setting and with different levels of leadership, training of postmodern coaches and robust follow-up coaching were identified as opportunities for further exploration. / Industrial & Organisational Psychology / D.Lit. et Phil. (Industrial Psychology)

The postmodern organisation and its leaders are faced with relentless turbulence and change and a compelling economic drive for success. The recent exponential rise in the popularity of coaching can be ascribed to the business need for the development of leadership bench-strength. Appreciative inquiry (AI) claims to be a source of untapped strength for organisations in the postmodern world and a source of sustainable solutions and genesis for energy. However, the scarcity of evidence of coaching linked to a postmodern stance, incorporating AI principles, as well as using group-based coaching methods, provided an opportunity for this study to respond to the challenges and contribute to the theory and practice of leadership coaching in the organisational setting by investigating the transformative effects of a postmodern group-based leadership coaching programme (LCP) on leaders’ personal and professional perspectives. The premises suggest that postmodern group-based coaching is a practical and cost-effective methodology in multi-cultural international organisations. Furthermore, postmodern coaching in groups can transform the personal and professional perspectives of leaders, specifically in transforming future plans, goal-directedness, confidence, resilience, hope, subjective well-being and empowerment as a leader, as well as broadening life outlooks. Key transformative themes were identified: self-knowledge, appreciation of others, broader vision, self-control and work-life integration. This applied study has made a valuable contribution to the body of research in the area of postmodern and group-based coaching. Replication of the study in other industries, setting and with different levels of leadership, training of postmodern coaches and robust follow-up coaching were identified as opportunities for further exploration. / Industrial and Organisational Psychology / D.Lit. et Phil. (Industrial Psychology)