A comparative analysis of leadership and management at Jwaneng Diamond Mine
Date
2008-12
Authors
Mabhudhu, Mark
Journal Title
Journal ISSN
Volume Title
Publisher
Stellenbosch : Stellenbosch University
Abstract
The functions of management and leadership are not new to the business fraternity. Whilst these
functions are as pervasive and ubiquitous as the corporate organizations themselves, the same cannot
be said of the organizational successes emanating from these functions. These functions have been
cited throughout literature as pivotal in the successful running of businesses. By the same token, they
have also been cited as the major causes of failed businesses within the corporate landscape. This has
been established throughout small and big organizations alike. This unfortunate phenomenon has
continued to attract significant academic and business research over the years with an overall intent of
establishing why it is the case.
Whilst there are varied reasons for the successes and failures of most organizations, the quality of
both functions of leadership and management seem to take the larger portion of the praise and/or
blame. These functions are regarded as key determinants of organizational success and survival into
the future. Subsequently, this has culminated in myriad theories, frameworks and approaches around
management and leadership as significantly different functions which yield different results in
business organizations. At the core of the debate has been that management and leadership functions
are different and depending on whether an organization is managed or led determines its future
success and overall sustainability.
It is therefore the intention of this study to comparatively analyze both functions of management and
leadership in as far as they impact organizational sustainability and success. A case study of Jwaneng
Diamond Mine in Botswana is used to do this comparative study of the two functions of management
and leadership within the Executive team to try and affirm some of the key factors as alluded to
within the business landscape. In this comparative study it is noted that whilst management and
leadership are two different functions, they are however symbiotic in nature and successful
organizations tap into both functions as they develop and build sustainable businesses for the future.
The Jwaneng Mine case study showed that in an executive team, it is vital to have a balance between
managers (those who provide management capabilities) and leaders (those that provide leadership) if the organization is to be successful going into the future.
Description
Thesis (MPhil (Information Science))--Stellenbosch University, 2008.
Keywords
Leadership theory, Management theory, Organisational culture, Organisational structure, Dissertations -- Information science, Theses -- Information science