Sustainable organisational transformation through inclusivity
The objective of this multi-perspective qualitative research study was to explore the phenomenon of Inclusivity and to develop a theoretical Inclusivity Framework. Inclusivity is defined by the researcher as a radical transformational methodology with the intent to achieve sustainable results. A...
Main Author: | |
---|---|
Other Authors: | |
Format: | Others |
Language: | en |
Published: |
2009
|
Subjects: | |
Online Access: | Viljoen-Terblanche, Rica Cornelia (2009) Sustainable organisational transformation through
inclusivity, University of South Africa, Pretoria, <http://hdl.handle.net/10500/726> http://hdl.handle.net/10500/726 |
id |
ndltd-netd.ac.za-oai-union.ndltd.org-unisa-oai-uir.unisa.ac.za-10500-726 |
---|---|
record_format |
oai_dc |
spelling |
ndltd-netd.ac.za-oai-union.ndltd.org-unisa-oai-uir.unisa.ac.za-10500-7262018-11-19T17:13:58Z Sustainable organisational transformation through inclusivity Viljoen-Terblanche, Rica Cornelia Bootsen, A. E. (Prof.) Emotional Intelligence Energy in the system to perform Diversity of Thought Dialoguing Change Resilience Emotional Intelligence Development Culture Climate Change Appreciative Inquiry Organisational Change and Development Organisational Transformation Phenomenology Storytelling Engagement Global Leadership Grounded Theory Inclusivity Leadership Managing of Diversity Multi-cultural dynamics National culture 658.406 Organizational change Management Leadership The objective of this multi-perspective qualitative research study was to explore the phenomenon of Inclusivity and to develop a theoretical Inclusivity Framework. Inclusivity is defined by the researcher as a radical transformational methodology with the intent to achieve sustainable results. A case study, in which an Inclusivity Transformational Strategy was implemented, was introduced to provide context. Six years after initial implementation of this strategy, with the purpose to investigate the sustainability thereof, in-depth interviews with a phenomenological nature were conducted with national leaders (n=4) responsible for the strategy and provincial leaders (n=13) that participated in the interventions. Furthermore, a round table discussion was conducted with the executive team (n=12), and three focus groups were held on regional leader level (n=32) and three on employee level (n=28). The essence of the phenomenon namely Inclusivity was synthesised through Phenomenology. Emerging theory was built through Grounded Theory principles. Meta-insights were derived through content analysis. Post Intervention Investigation was done in the case organisation. This strategy and the Inclusivity Framework, derived from literature, were adapted and presented as contributors to the theory of Inclusivity. Positive trends were found in the case organisation, in profitability, retention, compliance to legislation, levels of emotional intelligence of leaders and organisational climate indicators. Six years after the initial stages of the strategy were implemented, evidence of the principles of Inclusivity was still found. It was derived that Inclusivity leads to higher levels of commitment, trust and engagement. Fundamental to the achievement of success were leadership�s emotional intelligence, and willingness to allow differences. A key finding was that although aligned around strategy, individual styles were allowed to manifest in the case organisation. Creating Inclusivity in one system may however lead to the exclusion of other systems. It was concluded that Inclusivity as defined by this study is a radical transformational methodology that may result in sustainable transformation. Graduate School of Business Leadership D.B.L. 2009-08-25T10:46:10Z 2009-08-25T10:46:10Z 2009-08-25T10:46:10Z 2008-09-30 Thesis Viljoen-Terblanche, Rica Cornelia (2009) Sustainable organisational transformation through inclusivity, University of South Africa, Pretoria, <http://hdl.handle.net/10500/726> http://hdl.handle.net/10500/726 en 1 online resource (565 p. : ill.) |
collection |
NDLTD |
language |
en |
format |
Others
|
sources |
NDLTD |
topic |
Emotional Intelligence Energy in the system to perform Diversity of Thought Dialoguing Change Resilience Emotional Intelligence Development Culture Climate Change Appreciative Inquiry Organisational Change and Development Organisational Transformation Phenomenology Storytelling Engagement Global Leadership Grounded Theory Inclusivity Leadership Managing of Diversity Multi-cultural dynamics National culture 658.406 Organizational change Management Leadership |
spellingShingle |
Emotional Intelligence Energy in the system to perform Diversity of Thought Dialoguing Change Resilience Emotional Intelligence Development Culture Climate Change Appreciative Inquiry Organisational Change and Development Organisational Transformation Phenomenology Storytelling Engagement Global Leadership Grounded Theory Inclusivity Leadership Managing of Diversity Multi-cultural dynamics National culture 658.406 Organizational change Management Leadership Viljoen-Terblanche, Rica Cornelia Sustainable organisational transformation through inclusivity |
description |
The objective of this multi-perspective qualitative research study was to explore the phenomenon of Inclusivity and to develop a theoretical Inclusivity Framework. Inclusivity is defined by the researcher as a radical transformational methodology with the intent to achieve sustainable results.
A case study, in which an Inclusivity Transformational Strategy was implemented, was introduced to provide context. Six years after initial implementation of this strategy, with the purpose to investigate the sustainability thereof, in-depth interviews with a phenomenological nature were conducted with national leaders (n=4) responsible for the strategy and provincial leaders (n=13) that participated in the interventions. Furthermore, a round table discussion was conducted with the executive team (n=12), and three focus groups were held on regional leader level (n=32) and three on employee level (n=28).
The essence of the phenomenon namely Inclusivity was synthesised through Phenomenology. Emerging theory was built through Grounded Theory principles. Meta-insights were derived through content analysis. Post Intervention Investigation was done in the case organisation. This strategy and the Inclusivity Framework, derived from literature, were adapted and presented as contributors to the theory of Inclusivity.
Positive trends were found in the case organisation, in profitability, retention, compliance to legislation, levels of emotional intelligence of leaders and organisational climate indicators. Six years after the initial stages of the strategy were implemented, evidence of the principles of Inclusivity was still found.
It was derived that Inclusivity leads to higher levels of commitment, trust and engagement. Fundamental to the achievement of success were leadership�s emotional intelligence, and willingness to allow differences. A key finding was that although aligned around strategy, individual styles were allowed to manifest in the case organisation. Creating Inclusivity in one system may however lead to the exclusion of other systems.
It was concluded that Inclusivity as defined by this study is a radical transformational methodology that may result in sustainable transformation. === Graduate School of Business Leadership === D.B.L. |
author2 |
Bootsen, A. E. (Prof.) |
author_facet |
Bootsen, A. E. (Prof.) Viljoen-Terblanche, Rica Cornelia |
author |
Viljoen-Terblanche, Rica Cornelia |
author_sort |
Viljoen-Terblanche, Rica Cornelia |
title |
Sustainable organisational transformation through
inclusivity |
title_short |
Sustainable organisational transformation through
inclusivity |
title_full |
Sustainable organisational transformation through
inclusivity |
title_fullStr |
Sustainable organisational transformation through
inclusivity |
title_full_unstemmed |
Sustainable organisational transformation through
inclusivity |
title_sort |
sustainable organisational transformation through
inclusivity |
publishDate |
2009 |
url |
Viljoen-Terblanche, Rica Cornelia (2009) Sustainable organisational transformation through
inclusivity, University of South Africa, Pretoria, <http://hdl.handle.net/10500/726> http://hdl.handle.net/10500/726 |
work_keys_str_mv |
AT viljoenterblanchericacornelia sustainableorganisationaltransformationthroughinclusivity |
_version_ |
1718792663053893632 |