Mediating effect of perceived organisational support on authentic leadership and work engagement

ORIENTATION : High levels of employee engagement are critical in the current globally competitive landscape. Scholarly research suggests that authentic leadership (AL) increases trust and ultimately work engagement. Several recent studies called for more research into the moderating and mediating variables influencing this relationship. RESEARCH PURPOSE : Employee perceptions about the support offered by their organisations have been associated with engagement. This study explores the mediating effect of this variable on the relationship between AL and work engagement. MOTIVATION FOR THE STUDY : This study focuses on the interaction between perceptions of support from the organisation, AL and engagement of employees. RESEARCH APPROACH/DESIGN AND METHOD : The data was collected from 202 employees from an international information technology organisation. Regression analysis was employed to test for mediation impact. The model fit was analysed to know whether the suggested model was a good fit. MAIN FINDINGS : The study established that the mediated model was partially significant, which indicates that the relationship between AL and engagement is, in part, contextually dependent on whether employees perceive organisational support. PRACTICAL/MANAGERIAL IMPLICATIONS : The presence of perceived organisational support (POS) provides space for an interaction between organisational processes and employee engagement, or, in the absence of an existing POS, an authentic leader transforms organisational resources into positive POS. CONTRIBUTION/VALUE-ADD : This study contributes to the literature through specifically examinating the interaction between the variables of employee engagement, POS and AL. Engagement does not rely on the ‘right’ leadership theory or model to address problems with performance or motivation, but rather on developing an organisational climate that could enable individuals and organisations to thrive.T.V. conducted this study as part of her Master of Business Administration (MBA) research and Prof. C.B. Scheepers was her research supervisor. (http://hdl.handle.net/2263/59796)http://www.sajhrm.co.zaam2021Gordon Institute of Business Science (GIBS

Dramatic social change (COVID-19) moderating complexity leadership and organisational adaptability in Zimbabwean SMEs

PURPOSE : Major social changes, such as those induced by the COVID-19 pandemic, intensify the need for organisations in Africa to accelerate adaptation. Leadership plays an important role in their organisations’ adaptation. This study focuses on how leaders can build adaptive organisations through appropriate complexity leadership practices by establishing which of these most predict organisational adaptation. The study aims to contribute to dramatic social change (DSC) theory and to empirically confirm conceptual relationships between complexity leadership theory and perceptions of organisational adaptability (OA). DESIGN/METHODOLOGY/APPROACH : The convenience non-probability sample include 126 senior management respondents from 24 small and medium enterprises in Zimbabwe. The study focuses on these individual senior managers’ perceptions of their organisations’ adaptation, leadership practices and the social changes during COVID-19. The questionnaire used a five-point Likert scale, based on some items from existing scales on entrepreneurial, operational and enabling leadership of complexity leadership and items on OA and DSC. The study applied structural equation modelling using SmartPLS and SPSS software. FINDINGS : The study formulates recommendations for the boundary conditions under which each or a combination of the complexity leadership practices will bring about the appropriate level of adaptability. The enabling and entrepreneurial leadership practices required, include brokering, decentralisation and establishing multilevel collaboration. ORIGINALITY/VALUE : The study contributes insight for leaders to differentiate between the levels of adaptation their organisations require at particular times in particular contexts. Different adaptations will require a different combination of complexity leadership practices. When the adaptation sought is internal, operational leadership is more appropriate, whereas if the motive is market adaptation, entrepreneurial leadership is more appropriate.https://www.emerald.com/insight/publication/issn/0955-534Xhj2023Gordon Institute of Business Science (GIBS

Exploring the role of non-financial risk management in strategy processes of large retail banks

The consideration of risk in the banking industry generally involves investigation into credit and financial risks. However, the occurrence of high-profile, non-financial risk events (such as system downtime and fraud) have resulted in negative financial and reputational implications for banks globally. These events have provided an opportunity for stakeholders to reflect on the consideration of non-financial risk. Therefore, the objective of this research was to understand the incorporation of non-financial risk management into the strategy process at retail banks, including the related benefits and challenges and the initiatives that have (and require to be) undertaken. To this end, a qualitative research approach was conducted, using an exploratory design. Twelve banking subject matter experts were interviewed to explore their unique insights and experiences into the research problem. The research identified several challenges related to the consideration of operational and business risk. Key findings emerged including: the need for increased awareness of the concepts, the need to balance risk management and business development, and the dangers of over-confidence in existing internal processes.http://reference.sabinet.co.za/sa_epublication/busmanam2016Gordon Institute of Business Science (GIBS

Barriers to adopting automated organisational decision-making through the use of artificial intelligence

PURPOSE : While artificial intelligence (AI) has shown its promise in assisting human decision, there exist barriers to adopting AI for decision-making. This study aims to identify barriers in the adoption of AI for automated organisational decision-making. AI plays a key role, not only by automating routine tasks but also by moving into the realm of automating decisions traditionally made by knowledge or skilled workers. The study, therefore, selected respondents who experienced the adoption of AI for decision-making. DESIGN/METHODOLOGY/APPROACH : The study applied an interpretive paradigm and conducted exploratory research through qualitative interviews with 13 senior managers in South Africa from organisations involved in AI adoption to identify potential barriers to using AI in automated decision-making processes. A thematic analysis was conducted, and AI coding of transcripts was conducted and compared to the manual thematic coding of transcripts with insights into computer vs human-generated coding. A conceptual framework was created based on the findings. FINDINGS : Barriers to AI adoption in decision-making include human social dynamics, restrictive regulations, creative work environments, lack of trust and transparency, dynamic business environments, loss of power and control, as well as ethical considerations. ORIGINALITY/VALUE : The study uniquely applied the adaptive structuration theory (AST) model to AI decision-making adoption, illustrated the dimensions relevant to AI implementations and made recommendations to overcome barriers to AI adoption. The AST offered a deeper understanding of the dynamic interaction between technological and social dimensions.https://www.emerald.com/insight/publication/issn/2040-8269hj2024Gordon Institute of Business Science (GIBS)Non

Response of department of transport to food security in South Africa : leading agility during COVID-19

LEARNING OUTCOMES : Gaining skills in analyzing context during a crisis situation, using a political, economic, social, technological, legal and environmental framework understanding strategic leadership engagement with stakeholders to cultivate an environment for emergent change gaining skills in drawing up a strategic communications plan. CASE OVERVIEW/SYNOPSIS : On 15 May 2020, Alec Moemi, Director-General of the South African Government’s Department of Transport (DoT), contemplates how his department can use the opportunity that COVID-19 presents to transform the transport system and to maintain relationships with business and the taxi industry beyond COVID-19? The nation was just reeling from a first: the President announced a “lockdown” which meant that all economic activity except “essential services” could operate. Life almost ground to halt and South Africans faced a new reality. No movement out of your property unless it was a medical emergency or if you needed to buy food. The minibus taxi, an economic enabler to millions of South Africans also had to stop operating. The South African DoT had a mammoth task of communicating to a range of stakeholders. However, the most sensitive being the minibus taxi owners, drivers and their related associations. How would they accept the news that they will not have a livelihood for the next few weeks or perhaps even months? Given the nature of industrial shift patterns and need for a more flexible transport system for workers, some organisation’s such as Nestlé contracted private transport services to ensure their staff travelled to work safely. Nestlé also had their own compulsory sanitizing protocols in place to support private transporters. COMPLEXITY ACADEMIC LEVEL : Postgraduate programmes, including MBA, MPhil Corporate Strategy and Masters’ Public Administration and Executive Education Programmes.https://www.emeraldinsight.com/loi/eemcshj2021Gordon Institute of Business Science (GIBS

Male executives' experiences of mentoring Black African women in South Africa

PURPOSE – This study explored the motives, relationship dynamics and outcomes of male executives in mentoring Black African women within the context of South Africa. The authors investigated the experiences of White, Black African, coloured, and Indian male mentors conducting cross-gender and cross-race mentoring in South Africa. DESIGN/METHODOLOGY/APPROACH – Aqualitative study was conducted with 21 male executives within South Africa’s male-dominated financial services industry. Data were collected via semi-structured, one-on-one virtual video interviews. The study endeavoured to deeper understand the mentors’ experiences during their interactions with the intersecting marginalised identities of Black African women as proteges. FINDINGS – The authors found that the mentoring relationship is central to mentoring Black African women. This relationship is often influenced by the mentors’ parental approach to mentoring, with resultant negative consequences, including the prot eg e not taking accountability for driving the relationship. Mentors’ stereotypical expectations of women as homemakers and carers also influenced mentoring experiences. Mentors’ motives included growing next generation leaders, which led to mentors’ job satisfaction. ORIGINALITY/VALUE – This study contributes an account of male executives’ motivations for mentoring Black African women, the relationship dynamics as well as negative mentoring experiences, and the mentoring outcomes for proteges and mentors. Intersectionality theory was used to highlight the mentors’ lack of insight into the intersecting marginalised identities of Black African women in the unique South African context, where inequalities in terms of class, race, and gender are amplified.https://www.emerald.com/insight/2040-7149.htmam2023Gordon Institute of Business Science (GIBS

Uber Sub-Saharan Africa : contextual leadership for sustainable business model innovation during COVID-19

LEARNING OUTCOMES : The learning outcomes are as follows: to gain insight into the importance of location, in terms of spatial and temporal context and the capability of leadership to tune into and strategically adapt to context; to understand and explain the sharing economy and explain how the Uber business model fits into this new way of doing business; to evaluate how Uber South Africa has adapted its business model in the period of the COVID-19 crisis and discuss the nature of the business model innovations that is has made; and to understand business model for sustainability and how it differs from the general understanding of business models. CASE OVERVIEW/SYNOPSIS : On 15 May 2020, Alon Lits, General Manager of Uber Africa was considering his dilemma of adapting their business model to the demands of COVID-19, without losing their core business model as a multi-sided technology platform business. Uber was asking their riders to stay home to ensure social distancing during the lockdown, rather than booking a ride with Uber. The question was how they could support their driver partners, while they were discouraging riders to make use of Uber. Uber had taken initiatives to create additional revenue streams for drivers. The case highlights how Alon Lits and his executive team prioritised the health and well-being of their Uber community and quickly adapted their technology to meet the evolving needs during the COVID-19 pandemic. They customised their offerings to the different needs in the seven Sub-Saharan Africa (SSA) countries in which they operated. Uber supported businesses by using the Uber-X sedan vehicles to deliver necessities like food, medicine and parcels to the frontline and poor communities. Uber globally offered their drivers in quarantine 14 days of financial assistance. Serving communities also involved offering free rides to women and children who were victims of domestic violence to get them to a safe space. The multi-sided platform technology business had to consciously adapt, to the “next normal” as the COVID-19 era evolved. COMPLEXITY ACADEMIC LEVEL: The case is most suitable for Post-Graduate Master’s level courses, MBA, MPhil in Corporate Strategy.Disclaimer. This Case Study has been published as part of a special section of short cases in Emerging Markets Case Studies, entitled “Managing in a Crisis: Lessons from the Covid 19 crisis” in partnership with Gordon Institute of Business Science, University of Pretoria.https://www.emeraldinsight.com/loi/eemcshj2021Gordon Institute of Business Science (GIBS

Exploring the nexus between microlevel and contextual influencers on women leaders' paradox mindset

PURPOSE : Women leaders struggle with the persistent paradoxical expectations. Literature suggests that a paradox mindset helps to leverage these tensions. This study aims to understand the nexus between the microfoundations of individual women leaders’ experiences, their responses and the organisational context, which enables or hinders their paradox mindset. DESIGN/METHODOLOGY/APPRAOCH : This study adopted a qualitative approach by conducting semistructured interviews with 14 women, all senior leaders in corporate South Africa. FINDINGS : The results reveal the interaction in the nexus between, firstly, women leaders’ authenticity and awareness as key anchors that enable them to adopt a paradox mindset and, secondly, the organisation’s role in creating hindrances or opportunities to leverage tensions. Women leaders in our sample applied one of two strategies: they either adapted to the environment or curated a subenvironment. This study shows that, if done authentically, through her own agency, a woman can influence interactions that make it easier to manage tensions within her environment, especially those created by negative performance evaluation because of unconscious institutional gender bias. RESEARCH LIMITATIONS/IMPLICATIONS : The extent to which the findings of this research can be generalised is constrained by the selected research context. ORIGINALITY/VALUE : This research contributes to the literature on paradox theory by revealing organisational contextual influencers, such as institutional bias in negative performance evaluation, which hinders a woman leader’s opportunity to be hired or promoted. These organisational influences also interact with women leaders’ ability to embrace paradox and internally leverage agentic and communal tensions.https://www.emerald.com/insight/publication/issn/1754-2413hj2023Gordon Institute of Business Science (GIBS

The influence of female agentic and communal leadership on work engagement : vigour, dedication and absorption

PURPOSE : The purpose of this study is investigating the influence of leadership on work engagement. The definition of leadership is primarily couched in culturally masculine terms (and known as an agentic leadership style) that disfavours women, who are often perceived as being communal leaders who are compassionate and humble. The research gap addressed is whether communal and agentic leadership styles of female leaders have positive associations with work engagement. DESIGN/METHODOLOGY/APPROACH : A quantitative study was undertaken by applying purposive non-probability sampling and using an online survey with screening questions to ensure the respondent reported to a senior female manager. The survey consisted of reliable and valid Likert scales: agentic and communal leadership styles were assessed using the Agency-Communion-Inventory (AC-IN) scale with 20 questions and the Utrecht Work Engagement Scale (UWES-9) with three sub-scales: vigour, dedication and absorption. The 153 usable responses in this study were used to conduct validity and reliability tests and to apply multiple regression to test associations. FINDINGS : Both agentic and communal leadership have a positive impact on work engagement when exhibited by a female. Although agentic leadership had an influence on all the elements of work engagement, communal leadership had a far stronger impact. ORIGINALITY/VALUE : Female managers with communal leadership styles need to realise that they have more influence on their employees’ emotional, physical and cognitive connections to their work than female managers with agentic leadership styles. Those with agentic leadership styles need to exhibit a communal style as well, so as to enhance the influence they have on their employees’ work engagement.https://www.emerald.com/insight/publication/issn/2040-8269hj2024Gordon Institute of Business Science (GIBS)SDG-05:Gender equalitySDG-08:Decent work and economic growt

Beneficiary contact moderates relationship between authentic leadership and engagement

ORIENTATION : Beneficiary contact moderates the relationship between authentic leadership and work engagement. RESEARCH PURPOSE : The objective of this study was to examine the moderating effect of the breadth, depth and frequency of employee interaction with the beneficiaries of their work on the positive impact of authentic leadership on work engagement. MOTIVATION FOR THE STUDY : Investigating the boundary conditions of the relationship between leaders and followers is vital to enhance the positive effect of leadership. Authentic leadership has not previously been examined with respect to beneficiary contact as a specific situational factor. The researchers therefore set out to ascertain whether beneficiary contact has a strengthening or weakening effect on the impact of authentic leadership on work engagement. RESEARCH DESIGN, APPROACH AND METHOD : The researchers administered the Authentic Leadership Questionnaire (ALQ), the Utrecht Work Engagement Scale (UWES-9) and Grant’s scale on Beneficiary Contact. MAIN FINDINGS : The findings showed that beneficiary contact had a weakening effect on the positive relationship between authentic leadership and work engagement. PRACTICAL/MANAGERIAL IMPLICATIONS : Ideally, organisations create environments conducive to work engagement in which leadership plays an important role. This study found that one factor in the work environment, namely beneficiary contact, might have an adverse effect on the positive relationship that authentic leadership has on work engagement. Leaders should therefore take organisational contextual realities into account, such as regular, intense interaction of employees with the beneficiaries of their work. This situation could create strain for individual employees, requiring additional organisational support. CONTRIBUTION/VALUE-ADD : Organisations need to recognise the impact of beneficiary contact on the relationship between authentic leadership and work engagement. The researchers propose further studies on the influence of contextual variables on the relationship between leaders and followers.http://www.sajhrm.co.zaam2016Gordon Institute of Business Science (GIBS