Ramukumba, Khathutshelo MikeDe Jongh, DerickO’Neil, Sumari2026-03-312026-03-312026-02-20Ramukumba, K.M., De Jongh, D., & O’Neil, S. (2026). Collective leadership practices in plural organisations: Insights from state-owned entities in South Africa. South African Journal of Business Management, 57(1), a5469: 1-13. https://doi.org/10.4102/sajbm.v57i1.5469.2078-5585 (print)2078-5976 (online)10.4102/sajbm.v57i1.5469http://hdl.handle.net/2263/109353DATA AVAILABILITY : The data that support the findings of this study are available from the corresponding author, Khathutshelo M. Ramukumba, upon reasonable request. This article is based on research originally conducted as part of Khathutshelo M. Ramukumba’s doctoral thesis titled ‘Collective leadership practices in plural organizations: An autoethnographic social constructionist investigation of South African state-owned entities’, submitted to the faculty of Economic and Management Studies, University of Pretoria in 2025. The thesis was supervised by Prof. Derick de Jongh and Prof Sumari O’Neil. The thesis was re-worked, revised and adapted into a journal article for publication. The original thesis is available at: http://hdl.handle.net/2263/103639.PURPOSE : This study examined the social construction of collective leadership in plural organisations with South African state-owned entities (SOEs) as its setting. Adopting the social construction lens, this autoethnographic study investigated how affiliation-driven appointments and personal relationships affected leadership practice, team composition and organisational outcomes. DESIGN/METHODOLOGY/APPROACH : The study adopted a qualitative approach and analysed collective leadership through multiple datasets collected from reflexive journals, self-interviews and media reports at three SOEs where the researcher occupied executive leadership roles. In-depth semi-structured interviews were also conducted with 11 participants who held senior positions in SOEs. FINDINGS/RESULTS : Thematic analysis revealed that affiliation-driven appointments shaped team dynamics through perceived biases, hostility and rivalries, which influenced collective leadership in SOEs. Furthermore, unresolved tensions undermined collective leadership and accountability and highlighted the interplay of micro-relational dynamics in shaping collective leadership outcomes. PRACTICAL IMPLICATIONS : The implications of the study highlights the need for merit-based and transparent appointment process, inclusive team practices and aligned leadership. It emphasises structured onboarding, conflict resolution and clear accountability mechanisms as key to fostering effective, collaborative leadership and improved organisational performance. ORIGINALITY/VALUE : The study proposed three emergent strategies to address the challenges of affiliation-driven appointments: (1) strengthening merit-based appointments through transparent criteria and independent oversight, (2) fostering inclusive onboarding and conflict resolution mechanisms to build trust and team cohesion and (3) enhancing shared accountability through clear role definitions, common purpose alignment and rigorous oversight. These strategies aim to leverage collaboration and trust to promote effective collective leadership within SOEs.en© 2026. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution 4.0 International (CC BY 4.0) license (https://creativecommons.org/licenses/by/4.0/).State-owned entities (SOEs)AffiliationPerformanceAccountabilityAppointmentsCollective leadershipSouth Africa (SA)Article