Fusing organisational change and leadership into a practical roadmap for South African organisations

摘要

The intention of this study was theory creation in the field of organisational change,directed towards the creation of a conceptual change framework. A qualitativeresearch approach was followed and a grounded theory methodology adopted.This study involved a theoretical investigation of organisational change and leadershipwithin South African organisations, although insights gained could be transferredacross contexts or settings. The primary aim was to create a practical changeframework to ensure sustainable organisational change. Secondly, to determine theimpact of leadership on successful organisational change. Thirdly, to establishwhether any fundamental elements can be identified as essential for inclusion in sucha change framework. Fourthly, to identify non-negotiable success factors that canensure successful change. Fifthly, to determine the human elements that should beincluded in order to minimise negative outcomes such as resistance and noncompliance.The final aim was to ascertain what meta-insights can be gained fromorganisational change and leadership.The research findings concluded that the first perception when speaking about changeis fear, anxiety and increased stress, resulting in impaired functioning. Organisationsstruggle to handle increased stress levels during periods of change and requireimproved methods of dealing with stress to ensure optimal individual functioning. Onlythrough reduced stress levels will individuals be able to engage with organisationalchange initiatives.Alternative intervention technologies were suggested which could assist the individualchange journey through reduced stress and/or increased consciousness. Thesealternative intervention technologies were suggested because of the paucity of currentliterature. It practically aids organisations on how to deal with the stress dilemma.This research introduced the concepts of anti-leader and anti-manager. Theseconcepts depict the negative characteristics of leadership and management whichinvariably increases individual stress levels. Emotions elicited by the anti-leader and/oranti-manager could potentially split, divide and fragment a workforce.The ideal organisational approach should be designed by the people, be inclusive ofall, involve, empower and allow individuals to make the required decisions. Asorganisational change can only be effected through individual change, this thesisplaces the individual in the centre. Without individual change, vicissitude andsustainable organisational change become highly unlikely.