Abstract:
This research is centred on the fundamental analysis that change management within
business environment is related to leadership, power bases and organisational culture. The
success of organisational change management is commonly dependent on these variables
that are interdependent and collectively used. How leaders who are conscious about the
power they hold and utilizing each respective power base to effectively manage
organisational culture. There is extensive research literature considering the individual
variables of leadership, power and organisational culture. The research aims to form a deep
dive case study analysis into the interrelationships between the three dimensions. It aims to
comprehend the change management initiatives in State-Owned Entities in the context of
South Africa and Passenger Rail Agency of South Africa.
Through a case study research approach, which comprised of face-to-face expert interviews
and observations with employees from Passenger Rail Agency of South Africa data was
collected. Content analysis techniques were applied to determine common trends and
relationships across the three key dimensions identified from the literature, which related to
each dimension.
A number of interesting and useful relationships were uncovered within and between the key
drivers and extend the current literature in this field. It was discovered that the leaders who
are conscious about their power bases and effectively manage them are able to contribute to
a sustainable organisational culture. Through this, the organisation is able to become a
perpetual institution where leadership can hand over successful over time this being the
fundamental of successful organisational change.
