Business leaders face unprecedented new world challenges in light of the 2009 global financial collapse and the resulting current contraction in economies brought about by currency pressures, depressed commodity prices, electricity supply constraints and weak and unpredictable demand. In the current climate, organisational turnarounds are likely to become the norm for the foreseeable future and leaders are responsible and accountable for spearheading and delivering on these efforts. Significant research has been established in the areas of leadership and organisational turnaround, yet this remains uncorrelated, while research with regard to leadership attitudes and perceptions during turnarounds is limited. This research study investigated the key factors which contribute to the relationship approaches of turnaround leaders.
This study presents qualitative research within an explorative design. To this end, data was collected through 15 in-depth interviews with senior leaders from an organisation currently executing a turnaround programme. Content analysis was conducted on the in-depth interviews to determine the research findings. The research findings indicate that despite tensions, insecurities and concerns experienced by turnaround leaders, leaders demonstrate high levels of communication to employees and exhibit high levels of transparency. The findings further show that leaders strengthen the level of assertiveness. The paper concludes with a research agenda for future turnaround leadership research action.
Mini Dissertation (MBA)--University of Pretoria, 2016.