Why has the land bank been changing CEO's over the last ten years 1998-2008?

Kelobonye, G. K. (2008-12)

Thesis (MBA)--Stellenbosch University, 2008.

Thesis

ENGLISH ABSTRACT: Change is a way of life in organisations today. The challenge is to improve an organisation's ability to cope with change and its problem-solving and renewal process through effective management of the organisation's culture. Organisations in South Africa are experiencing major changes in a variety of areas which impacts severely on organisational perronnance. The ability of organisations to adjust to the changing environment will ultimately predict their future success. These changes have emphasised the urgent need for effective leadership. South African chief executive officers (CEOs) are under immense pressure as the affairs of the organisations are being called into question. This study attempts to answer the question of why there was a high leadership change in the Land Bank of South Africa, with emphasis on the CEOs between 1998-2008. Today, there are indications that corporate leadership styles are changing, particularly in countries undergoing rapid political change and socio-economic change. One of the challenges facing state owned organisations like the Land Bank is the clarification of the role of government as a shareholder and the role of the board. This in turn needs to cascade down into the organisation in order to achieve greater clarity with regard to the roles of the board in relation to the role of management. In any organisation, good corporate governance is ultimately about effective leadership. Much depends on the appropriate demarcation of the respective roles of the shareholder, the board and management. It is critical that there is an understanding by government, in its capacity as a shareholder, of its leadership role in directing and guiding the Land Bank. The solution starts with a proper understanding of what leadership means. What then are the qualities of effective leadership? Are there different leadership styles and if so, what are the fundamental qualities that they have in common? Organisations can bring turnaround consultants into the organisation to assess its situation, create and implement a plan of corporate renewal, assuming the organisation is worth the effort. Business turnarounds usually involve drastic changes in an organisation. Changes involve people. Central to change stands a leadership team without which mediocre efforts will prevail. The Land Bank needs to be aware of the themes that emerged in this research. The results alert CEOs, board and government to the need to adopting leadership practices to the unique challenges which exist in the socio-economic and political environment. To cope effectively with South Africa's socio-economic changing environment, the Land Bank needs to redefine the role of its leaders for the future, on the basis of which it needs to nurture future leaders starting at the top. Failure to develop appropriate future leaders could damage performance, employee mobilisation, policy coherence, good governance and competitive capability.

AFRIKAANSE OPSOMMING: Verandering is vandag 'n leefwyse in organisasies. Die uitdaging is om 'n organisasie se vermoe om verandering, probleemoplossing en die hernuwingsproses te hanteer, deur doeltreffende bestuur van die organisasie se kultuur te verbeter. Organisasies in Suid-Afrika ondervind groot veranderinge op 'n verskeidenheid gebiede en dit het 'n ernstige impak op die prestasie van die organisasie. Die vermoe van organisasies om by 'n veranderende omgewing aan te pas, sal uiteindelik hul toekomstige sukses bepaal. Hierdie veranderinge het die dringende behoefte aan doeltreffende leierskap beklemtoon. Suid-Afrikaanse uitvoerende hoofde is onder enorme druk soos wat die sake van die organisasies bevraagteken word. Hierdie studie poog om 'n antwoord te gee op die vraag waarom daar van 1998-2008 'n hoe leierskapsverandering in die Suid-Afrikaanse Landbank was, met die klem op die uitvoerende hoofde tussen 1998 en 2008. Daar is vandag aanduidings dat korporatiewe leierskapstyle besig is om te verander, veral in lande waar daar vinnige politieke en sosio-ekonomiese verandering plaasvind. Een van die uitdagings vir organisasies wat aan die staat behoort, soos die Landbank, is die uitklaring van die rol van die regering as 'n aandeelhouer en die rol van die direksie. Dit moet op sy beurt afwaarts deur die organisasie voortgesit word met betrekking tot die rolle van die direksie vergeleke met die rol van bestuur. In enige organisasie gaan goeie korporatiewe bestuur uiteindelik oor doeltreffende leierskap. Baie hang af van die toepaslike uitstippeling van die onderskeie rolle van die aandeelhouer, die direksie en bestuur. Dit is van kritieke belang dat daar 'n begrip is by die regering, in sy hoedanigheid as 'n aandeelhouer, van sy leierskapsrol in die bestuur en beheer van die Landbank. Die oplossing begin met 'n goeie begrip van wat leierskap beteken. Wat is dan die kwaliteite van doeltreffende leierskap? Is daar verskillende leierskapstyle en indien wel, wat is die fundamentele kwaliteite wat hulle in gemeen het? Organisasies kan van ommekeer-konsultante gebruik maak om die situasie te beoordeel en 'n plan vir 'n korporatiewe hernuwing te skep en te implementeer, mits die organisasie die moeite werd is. So 'n ommekeer beteken gewoonlik drastiese veranderinge in 'n organisasie. Veranderinge betrek mense. Sentraal tot verandering staan 'n leierskapspan, want daarsonder sal die pogings bloot middelmatig bly. Die Landbank moet bewus raak van die temas wat in hierdie navorsing na vore gekom het. Die resultate maak uitvoerende hoofde, die direksie en die regering bewus van die behoefte om leierskapspraktyke aan te pas by die unieke uitdagings wat in die sosioekonomiese en politieke omgewing bestaan. Om Suid-Afrika se veranderende sosioekonomiese omgewing doeltreffend te hanteer, moet die Landbank die rol van sy leiers vir die toekoms herdefinieer, op grond waarvan dit toekomstige leiers moet kweek en dit moet van bo af begin. As toepaslike toekomstige leiers nie ontwikkel word nie, sal dit tot nadeel van prestasie, werknemermobilisering, beleidsamehang, goeie bestuur en mededingende vermoens strek.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/8444
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