Abstract:
The world is rapidly evolving, in a fundamental manner, moving from the Third
Revolution to the Fourth Revolution, standing at the brink of a digital technological
revolution in an aggressively competitive environment. Literature on leadership, barriers
inhibiting change and organisational culture have been extensively researched.
However, research limitations exist in the new millennium, where boundaries have
blurred and theories have been intertwined. The purpose of this research study seeks to
establish the role of leadership in influencing the pace of transformation at senior
executive level, by either strategically driving change or conforming to status quo, in a
male dominated environment.
A qualitative research study was conducted based on 12 in-depth interviews with
members of leadership from South African based telecommunications companies. The
exploration study was to gain insights on the current state of the role of leadership in
setting the pace of transformation, by understanding the priority status that it is given on
the strategic agenda, where hard-coded barriers, such as stereotyping and societal
gender preconceptions, continue to exist.
The findings of the research study indicate that although some advancement has been
made, albeit at a slow pace, the resounding lack of progressive organisational change,
despite a strong business case for a diverse workforce, needs to be addressed with
concerted effort. This can only be achieved, in a sustainable manner, if the benefits of
transformation truly resonate with leaders, organisations and the telecommunications
industry thereby enabling the overhaul of the system with the revolutionary change
demanded.
