A thesis submitted to the faculty of Humanities, University of the Witwatersrand, Johannesburg, in fulfilment of the requirements for the Doctor of Philosophy Degree in Interdisciplinary Studies, 2017 / Despite slow pace of transformation in post-apartheid South Africa’s corporate sector, the department of labour recently showcased some Johannesburg Stock Exchange listed corporations for executing effective diversity strategies. The strategies and discourses of diversity in these appraised corporations had not been studied scholarly, particularly from a critical perspective. This inquiry adopted a multiple case study design and the framework of critical diversity literacy to study the nature, texture, and the depth of strategies and discourses of diversity in three of these appraised corporations in the financial, retail, and private healthcare sectors. Research entailed analysis of 35 published documents to examine conceptual framing of diversity; indepth semi-structured interviews with 6 transformation managers to explore prevailing organisational diversity culture and the designed strategies to transform such dynamics; and focus groups with 32 employees from dominant and subordinated groups to gauge the efficacy of executed strategies in promoting equality and social justice. The findings suggest that appraised corporations mainly complied with prescripts of employment equity law and executed managerial instrumentalism oriented diversity initiatives. Diversity conceptual frameworks regarded inequality, oppression and dominance as historical legacies, rather than present day phenomena that are tied to coloniality of power and being and reproduced through neoliberalism. Diversity initiatives were minimalistic and impelled identity siloism, race and gender blindness, medicalization and hyper-individualisation of disability, nurturing of white fragility, and reproduction of gender binaries. Blacks, women, queer persons and persons with disabilities were barely visible in positions of power, strategic influence and high income. These subjugated groups constantly performed whiteness, normative masculinity, ablebodiedness and heteronormativity in order to fit in. This performance is systematised under the guise of merit without recognising its dehumanising effects. The findings suggest the inadequacy of employment equity legislation driven reform to produce real equality as this law is a product of ILO’s neoliberal “Decent Work” rhetoric. The study contributes to the closure of lacunae concerning paucity of agentic critical diversity studies that examine effective organisational diversity discourses. The study accentuates the importance of situating effective diversity discourses being evaluated in the broader context of contemporary global system of power and related hegemonic ideologies that re-produce inequality. By so doing scholars will be able to analyse the studied diversity discourses holistically and make informed decisions on their efficacy to yield social justice for the marginalised across various intersections of power, inequality and identity differences. / XL2018

South Africa is a society of diverse cultures, and the workplace is one of the few places that serve as a melting pot for these varied cultures. If managed well, cultural diversity has numerous benefits that can help an organisation gain a competitive advantage. However, failure to manage it can pose challenges that can have serious consequences for an organisation. The purpose of this study was to analyse the leadership of cultural diversity at Volkswagen South Africa (VWSA) and identify leadership guidelines to both enhance team performance and reduce the challenges faced by the organisation as a result of this cultural diversity. For the purpose of this study, a culturally diverse team was defined as a team of diverse individuals from different cultures or societies working together to achieve organisational success. The research was conducted by the use of questionnaire using a sample of 200 employees of the VWSA Paint Shop. The sample represents 42 percent of the total population of the Paint Shop. The study discusses the relationship of four leadership styles (Classical Leadership, Transactional Leadership, Transformational Leadership, and Visionary Leadership) with Cultural Diversity. Whilst strong cases were made for Transformational and Transactional Leadership style being the most suitable styles for leading culturally diverse teams, the researcher concluded that no single leadership style would be ideal for effectively leading culturally diverse teams at VWSA. The appropriate leadership style will instead be a hybrid of all leadership styles, thus being a leadership approach that works as a sort of “best practices” of various leadership styles.

D.Tech. Business Administration. Business School.

Thesis (Ph.D.)--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits Business School, 2016 / The market research industry prides itself on providing accurate and reliable information and solutions to varying business problems. However, the industry has been faced with the challenge of racial transformation at senior decision-making positions of the organisations. The pace of upward mobility of black researchers is slow and this is a threat for the industry because the senior level positions are often tasked with the analysis of research data and formulation of the strategic insights and business solutions to communicate to clients and stakeholders to meet their business needs. Therefore, it is difficult to be confident that the data about the black market does not get lost in translation and interpretation due to cultural nuances that may not be accessed. What is unique about the market research industry is that promotions to senior level positions are based on training on the job and the mastering of relevant skills on the job rather than specific prior training at college or university level. This opened theoretical and practical questions about the individual and organisational qualities that made it difficult for black researchers to progress to senior level positions. A phenomenological research approach was implemented to explore the lived experiences of the black researchers and the organisations, which could explain the slow upward mobility pace. In-depth semi-structured individual interviews were conducted with four CEOs of prominent organisations in the industry and 14 black researchers at various levels in these organisations. These interviews identified the organisational identity espoused by the leadership and the organisational identity lived by the black researchers. Narrative identity research approach and Erikson’s (1956) stage developmental model guided the process of understanding the individual identity of the black researchers at the point of the interview. The results suggest that there are three categories of black researchers in the industry. It is those who are not promoted within a specified timeframe promised by the leadership who leave the organisations, those who are not promoted but stay in the organisations for longer periods than would have been expected and those researchers who are promoted to senior level positions. Each of these categories shows unique individual qualities that potentially shape their experience in the organisations. A framework for understanding the interplay between the various lived experiences and outcomes has been developed. The slow pace of racial transformation at senior levels of the organisations can be traced to the responses of organisational management to change and the types of social exchange relationships between the black researchers and management. Future research may quantify the findings and validate the framework developed in this study to establish generalisability in the industry and in contexts outside the market research industry. A case study research methodology focusing on all the demographics of the organisations could also enrich the framework. / MT 2018

A Researoh report submitted to the Faculty of Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management. / A product of the dynamic changes undergone by industry over the past number of years has been the diversification of the workforce. This is placing a formidable challenge before management, not only to maintain, but under the new conditions of globalisation, to improve Levels of productivity. The purpose of this exploratory study was to establish what actions management of the motor industry could take to manage this diverse workforce in order to ensure maximum productivity and motivation. The findings highlighted personal attributes of managers manager integrity, communication, equality and as being of overriding importance. In particular, upgrading of employee skills were the main requirements. In order to address those behavioural aspects, it is recognised that a fundamental change in corporate culture is required. In conclusion, and in line with the literature reviewed, to become effective in diversity management, an organisation must be prepared to undergo a long-term transition. / Andrew Chakane 2018

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management (Business and Executive Coaching) Wits Business School, Johannesburg February 2017 / The objective of this research is to explore the perceptions and experiences of coaching across cultures among white and black leaders in South Africa. The research thus aims to contribute towards an understanding of the role and the impact of cross-cultural executive coaching, both its implications for the coaching intervention and relationship and its application in the wider South African context. Cross-cultural coaching is a contracted coaching engagement between two people from different race groups. Black people refers to people who are citizens of the Republic of South Africa by birth or descent and are African, Coloured or Indian. The research used a qualitative methodology. 16 semi-structured interviews were conducted with executives and managers who had recently experienced cross-cultural executive coaching. The transcripts of the interviews were analysed, resulting in 12 broad themes. The findings revealed that cross-cultural executive coaching pushed personal boundaries on two levels. Not only did female executives push gender boundaries in their selection process, but both male and female executives pushed the boundaries in experiencing different perspective on issues. The executives who had been exposed to diversity early in their lives appear to have successfully embraced cross-cultural coaching. Furthermore, the greater the exposure to international work or life experience early in the executive’s career development, the more welcoming and enhancing the cross-cultural coaching experience was. Most executives acknowledged the importance of exploiting South Africa’s cultural diversity as a business advantage, so the outstanding results in the performance and development of leaders already brought about by executive coaching can be extended further. The findings on what influenced the cross-cultural relationship pointed to the importance of coaches and clients connecting authentically and personally. When coaches listened well and displayed good questioning skills, the relationship flourished. The levels of understanding between coach and executives were critical for the development of the coaching relationship. These findings provide key insights into what makes a good cross-cultural coaching experience. The broader implications for cross-cultural coaching in South Africa include both benefits and challenges to professional, executive development. They show how an absence of cultural awareness and cultural intelligence in cross-cultural coaching can limit benefits, and reveal the opportunities possible in helping heal the wounds of an historically divided nation. The study recommends a fresh look at how we train and prepare cross-cultural coaches for the South African context. As the coaching intervention experience expands, the goal is to adjust and include the development of cross-cultural competency for effective cross-cultural coaching. / MT2017

Dissertation submitted in fulfilment of the requirements for the Degree: Masters in Psychology by Research, University of the Witwatersrand, Faculty of Humanities / This study explored the personal goals and motivation behind employment equity implementers working within this field and one or more of three broad areas namely: 1) Transformation, 2) Empowerment, and 3) Diversity. The study aimed to explore what it is (ultimately) that these individuals are working for and towards in their day to day lives and professional roles. Were they working towards bigger goals than just compliance with the Employment Equity Act and if so- what were these? Further, the study looked to explore the results of operating in an environment where there are very often competing goals and visions of success, with a final view to understanding what personal tactics and methods implementers deploy to cope and succeed in this context- should an environment of conflicting, competing or contradictory goals exist. The research methodology was a content analysis of in depth semi structured individual interviews. The analysis highlighted the varied views, end goals and conceptual understandings on part of implementers. In every case however a sense of duty or calling emerged which seemed to serve as the key motivator and source of resilience in trying and complex situations. The role constructions that participants undertook also varied and seemed to be linked to the initiatives they busied themselves with as well as their personal motivations in terms of their work. All interviewees experienced some degree of dissonance and or tension between their ultimate goals and views of the subject area from the organisations in which they worked, with different personal responses manifesting / MT2017

M.Tech. Business Administration. Business School. / In 1994 with the new democratic Government, South Africa initiated a plethora of changes and transformation in business. South Africa’s management, which was mostly made up of White managers, was joined by a Black, African group of managers. Businesses saw vast differences in the management styles of the White/Westernised leaders in comparison to that of the Black/Africanised leaders. Leaders have the ability to shape South African organisations with regards to how businesses/organisations are managed and the style of leadership adopted, which in turn influences the organisations’ culture. South African organisations not only had White and Black managers to contend with, but the workforce also consisted of very diverse work groups made up of distinguishing factors such as race, gender, age and ethnicity. Furthermore, managers had to change from pre-apartheid management styles to post-apartheid leadership styles, to facilitate the management of a changing political, social and economic environment. The task of management for leaders became extremely complex. The study as a result, focuses on the very Western leadership of White managers, in comparison to the Africanised leadership of Black, African managers.

In recent times, African drumming organisations in South Africa and worldwide have adopted group drumming as an experiential learning mechanism for facilitating interactive teambuilding within organisations so as to enhance group dynamics and build team spirit. Research conducted on drumming circles indicates that group drumming fosters a sense of community by breaking down barriers between participants and creating a space where respect and tolerance for others are valued. In light of South Africa‟s recent history of apartheid, various issues discussed as part of diversity training workshops (e.g. prejudice and negative stereotyping) remain “emotionally charged” topics which are “handled with care” by trainers in the corporate training environment. In light of this, the study aims to investigate the role of African drumming in creating an environment that encourages open and honest communication around sensitive issues in the context of diversity training. In addition, the study assesses the impact of group drumming on staff motivation, levels of participation and building a sense of community amongst participants in the context of diversity training. Primary research was conducted on a purposely-selected sample group of staff at a private Durban-based hospital scheduled to attend an innovative diversity training initiative, comprising of a short group drumming component followed by a conventional diversity training workshop. Questionnaires, semi-structured interviews, participant observation and focus group discussion were implemented in compiling a case study of diversity training workshops conducted at the hospital. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2009.

This research is a primary exploration of the relationship amongst culture, ethnicity and practises of leadership development in South African organisations. The need and significance of this research stems from the fact that in a diverse South African workforce a poor leadership style may have undesirable consequences for an organisation. Amongst these consequences could be a loss of market share and competitive advantage. In order to determine the approach South African organisations are taking towards leadership development, the researcher first sought the opinions of potential future leaders (ie. First Year MBA and MBL students) by means of a questionnaire survey and then interviewed a number of persons responsible for the leadership development programmes in a number of organisations regarding their leadership development initiatives. The primary contribution this study makes to the body of knowledge is that the relationship amongst culture, ethnicity and practises of leadership development in South African organisations has not been explored previously in any depth. This study has delved into these relationships. The conclusion of this study is that culture and ethnicity do not play a major role or have a major influence on the approach organisations take to leadership development, nor to the selection of candidates, or in the formulation of leadership development programme content. / Business Management / DBL