Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations
Acta Commercii
| Field | Value | |
| Title | Transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African organisations | |
| Creator | Grobler, Corlé van Wyk, René Magau, Mpho D. | |
| Description | Orientation: This multiple qualitative case study provides a change leadership framework through augmentation of Kotter’s eight-step change leadership model. This framework provides practical guidelines for the implementation of Broad-Based Black Economic Empowerment (B-BBEE).Research purpose: To establish a transformational change leadership framework for B-BBEE implementation, applying Kotter’s eight-step change leadership model.Motivation for the study: It is not clear to what extent a transformational change leadership framework can be applied for the improved implementation of B-BBEE in South African organisations.Research design, approach and method: This is a multiple qualitative case study with a constructivist philosophy. Sixteen organisations were purposively selected from the Top 100 rated Most Empowered Companies. Five B-BBEE transformation experts were selected for interviewing. The five participants were executives aged between 35 and 50 years: female (4), male (1), black people (2) and white people (3). Deductive thematic analysis was done using pre-defined themes and Kotter’s change leadership steps. Inductive perspectives were applied when new insights were gained.Main findings: The transformational change leadership framework for the implementation of B-BBEE incorporated Kotter’s steps and additional essential elements.Practical/managerial implications: The study proposes that a transformational change leadership framework could be used for implementing successful, sustainable B-BBEE in South Africa.Contribution/value-add: Different elements contributed the B-BBEE transformational change leadership framework, namely: the role of leadership; leaders’ personal commitment, values and beliefs; and support in driving effective transformation. A willing culture seems essential for sustainable climate of change that leads to transformation maturity. | |
| Publisher | AOSIS | |
| Date | 2019-04-30 | |
| Identifier | 10.4102/ac.v19i1.686 | |
| Source | Acta Commercii; Vol 19, No 1 (2019); 12 pages 1684-1999 2413-1903 | |
| Language | eng | |
| Relation |
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https://actacommercii.co.za/index.php/acta/article/view/686/1154
https://actacommercii.co.za/index.php/acta/article/view/686/1153
https://actacommercii.co.za/index.php/acta/article/view/686/1155
https://actacommercii.co.za/index.php/acta/article/view/686/1152
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