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...

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Bibliographic Details
Main Author: Viljoen-Terblanche, Rica Cornelia
Other Authors: Bootsen, A. E. (Prof.)
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
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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
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