The leadership competencies of strategic and operational leaders necessary in sustaining a successful turnaround intervention in public organisations

Abstract

Leadership plays a vital role in creating successful or failing organisations. Strategic leadership has a responsibility to develop a turnaround strategy to reverse performance failure in an organisation. Stakeholders’ buy-in is of paramount importance in the execution of a successful turnaround strategy. Strategic and operational leaders employ various leadership competencies to sustain the successful turnaround strategy employed. This study explores the strategic and operational leadership competencies required to sustain a turnaround strategy intervention. The study used a qualitative and exploratory method to research the limited exposure in public organisations, particularly in the local government. Data was collected from 13 semi-structured interviews which included two turnaround experts, two Section 139 administrators, four strategic leaders and five operational leaders in local government. The study established critical fundamental drivers to sustain a successful turnaround strategy which predominantly encompasses measures to comply with legislation; stakeholder engagement and improving internal control processes. The study revealed that applying a combination of leadership approaches is more appropriate in local government. Furthermore, the study exposed the various leadership competencies of strategic and operational leaders necessary to sustain a turnaround intervention in local government. The study advanced that exercising “ubuntu” leadership can be universally applied in order to sustain a successful turnaround. Lastly, the study revealed the operational leaders’ role being the actual implementers of a turnaround strategy through management visibility in an organisation.