Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Change is a way of life in organisations today. The challenge is to improve an
organisation's ability to cope with change and its problem-solving and renewal process
through effective management of the organisation's culture.
Organisations in South Africa are experiencing major changes in a variety of areas which
impacts severely on organisational perronnance. The ability of organisations to adjust to
the changing environment will ultimately predict their future success. These changes have
emphasised the urgent need for effective leadership.
South African chief executive officers (CEOs) are under immense pressure as the affairs
of the organisations are being called into question. This study attempts to answer the
question of why there was a high leadership change in the Land Bank of South Africa, with
emphasis on the CEOs between 1998-2008.
Today, there are indications that corporate leadership styles are changing, particularly in
countries undergoing rapid political change and socio-economic change. One of the
challenges facing state owned organisations like the Land Bank is the clarification of the
role of government as a shareholder and the role of the board. This in turn needs to
cascade down into the organisation in order to achieve greater clarity with regard to the
roles of the board in relation to the role of management.
In any organisation, good corporate governance is ultimately about effective leadership.
Much depends on the appropriate demarcation of the respective roles of the shareholder,
the board and management. It is critical that there is an understanding by government, in
its capacity as a shareholder, of its leadership role in directing and guiding the Land Bank.
The solution starts with a proper understanding of what leadership means. What then are
the qualities of effective leadership? Are there different leadership styles and if so, what
are the fundamental qualities that they have in common?
Organisations can bring turnaround consultants into the organisation to assess its
situation, create and implement a plan of corporate renewal, assuming the organisation is
worth the effort. Business turnarounds usually involve drastic changes in an organisation.
Changes involve people. Central to change stands a leadership team without which
mediocre efforts will prevail.
The Land Bank needs to be aware of the themes that emerged in this research. The
results alert CEOs, board and government to the need to adopting leadership practices to
the unique challenges which exist in the socio-economic and political environment. To
cope effectively with South Africa's socio-economic changing environment, the Land Bank
needs to redefine the role of its leaders for the future, on the basis of which it needs to
nurture future leaders starting at the top. Failure to develop appropriate future leaders
could damage performance, employee mobilisation, policy coherence, good governance
and competitive capability. / AFRIKAANSE OPSOMMING: Verandering is vandag 'n leefwyse in organisasies. Die uitdaging is om 'n organisasie se
vermoe om verandering, probleemoplossing en die hernuwingsproses te hanteer, deur
doeltreffende bestuur van die organisasie se kultuur te verbeter.
Organisasies in Suid-Afrika ondervind groot veranderinge op 'n verskeidenheid gebiede en
dit het 'n ernstige impak op die prestasie van die organisasie. Die vermoe van
organisasies om by 'n veranderende omgewing aan te pas, sal uiteindelik hul toekomstige
sukses bepaal. Hierdie veranderinge het die dringende behoefte aan doeltreffende
leierskap beklemtoon.
Suid-Afrikaanse uitvoerende hoofde is onder enorme druk soos wat die sake van die
organisasies bevraagteken word. Hierdie studie poog om 'n antwoord te gee op die vraag
waarom daar van 1998-2008 'n hoe leierskapsverandering in die Suid-Afrikaanse
Landbank was, met die klem op die uitvoerende hoofde tussen 1998 en 2008.
Daar is vandag aanduidings dat korporatiewe leierskapstyle besig is om te verander, veral
in lande waar daar vinnige politieke en sosio-ekonomiese verandering plaasvind. Een van
die uitdagings vir organisasies wat aan die staat behoort, soos die Landbank, is die
uitklaring van die rol van die regering as 'n aandeelhouer en die rol van die direksie. Dit
moet op sy beurt afwaarts deur die organisasie voortgesit word met betrekking tot die rolle
van die direksie vergeleke met die rol van bestuur.
In enige organisasie gaan goeie korporatiewe bestuur uiteindelik oor doeltreffende
leierskap. Baie hang af van die toepaslike uitstippeling van die onderskeie rolle van die
aandeelhouer, die direksie en bestuur. Dit is van kritieke belang dat daar 'n begrip is by die
regering, in sy hoedanigheid as 'n aandeelhouer, van sy leierskapsrol in die bestuur en
beheer van die Landbank.
Die oplossing begin met 'n goeie begrip van wat leierskap beteken. Wat is dan die
kwaliteite van doeltreffende leierskap? Is daar verskillende leierskapstyle en indien wel,
wat is die fundamentele kwaliteite wat hulle in gemeen het?
Organisasies kan van ommekeer-konsultante gebruik maak om die situasie te beoordeel
en 'n plan vir 'n korporatiewe hernuwing te skep en te implementeer, mits die organisasie
die moeite werd is. So 'n ommekeer beteken gewoonlik drastiese veranderinge in 'n
organisasie. Veranderinge betrek mense. Sentraal tot verandering staan 'n leierskapspan,
want daarsonder sal die pogings bloot middelmatig bly.
Die Landbank moet bewus raak van die temas wat in hierdie navorsing na vore gekom
het. Die resultate maak uitvoerende hoofde, die direksie en die regering bewus van die
behoefte om leierskapspraktyke aan te pas by die unieke uitdagings wat in die sosioekonomiese
en politieke omgewing bestaan. Om Suid-Afrika se veranderende sosioekonomiese
omgewing doeltreffend te hanteer, moet die Landbank die rol van sy leiers vir
die toekoms herdefinieer, op grond waarvan dit toekomstige leiers moet kweek en dit moet
van bo af begin. As toepaslike toekomstige leiers nie ontwikkel word nie, sal dit tot nadeel
van prestasie, werknemermobilisering, beleidsamehang, goeie bestuur en mededingende
vermoens strek.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/8444 |
| Date | 12 1900 |
| Creators | Kelobonye, G. K. |
| Contributors | Van Dyk, L. A., Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Rights | Stellenbosch University |
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