The intention of this study was theory creation in the field of organisational change,
directed towards the creation of a conceptual change framework. A qualitative
research approach was followed and a grounded theory methodology adopted.
This study involved a theoretical investigation of organisational change and leadership
within South African organisations, although insights gained could be transferred
across contexts or settings. The primary aim was to create a practical change
framework to ensure sustainable organisational change. Secondly, to determine the
impact of leadership on successful organisational change. Thirdly, to establish
whether any fundamental elements can be identified as essential for inclusion in such
a change framework. Fourthly, to identify non-negotiable success factors that can
ensure successful change. Fifthly, to determine the human elements that should be
included in order to minimise negative outcomes such as resistance and noncompliance.
The final aim was to ascertain what meta-insights can be gained from
organisational change and leadership.
The research findings concluded that the first perception when speaking about change
is fear, anxiety and increased stress, resulting in impaired functioning. Organisations
struggle to handle increased stress levels during periods of change and require
improved methods of dealing with stress to ensure optimal individual functioning. Only
through reduced stress levels will individuals be able to engage with organisational
change initiatives.
Alternative intervention technologies were suggested which could assist the individual
change journey through reduced stress and/or increased consciousness. These
alternative intervention technologies were suggested because of the paucity of current
literature. It practically aids organisations on how to deal with the stress dilemma.
This research introduced the concepts of anti-leader and anti-manager. These
concepts depict the negative characteristics of leadership and management which
invariably increases individual stress levels. Emotions elicited by the anti-leader and/or
anti-manager could potentially split, divide and fragment a workforce.
The ideal organisational approach should be designed by the people, be inclusive of
all, involve, empower and allow individuals to make the required decisions. As
organisational change can only be effected through individual change, this thesis
places the individual in the centre. Without individual change, vicissitude and
sustainable organisational change become highly unlikely.Graduate School of Business LeadershipDB
