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Sustainable organisational transformation through inclusivity

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dc.contributor.advisor Bootsen, A. E. (Prof.) en
dc.contributor.author Viljoen-Terblanche, Rica Cornelia en
dc.date.accessioned 2009-08-25T10:46:10Z
dc.date.available 2009-08-25T10:46:10Z
dc.date.issued 2009-08-25T10:46:10Z
dc.date.submitted 2008-09-30 en
dc.identifier.uri http://hdl.handle.net/10500/726
dc.description.abstract 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. en
dc.format.extent 1 online resource (565 p. : ill.)
dc.language.iso en en
dc.subject Emotional Intelligence en
dc.subject Energy in the system to perform en
dc.subject Diversity of Thought en
dc.subject Dialoguing en
dc.subject Change Resilience en
dc.subject Emotional Intelligence Development en
dc.subject Culture en
dc.subject Climate en
dc.subject Change en
dc.subject Appreciative Inquiry en
dc.subject Organisational Change and Development en
dc.subject Organisational Transformation en
dc.subject Phenomenology en
dc.subject Storytelling en
dc.subject Engagement en
dc.subject Global Leadership en
dc.subject Grounded Theory en
dc.subject Inclusivity en
dc.subject Leadership en
dc.subject Managing of Diversity en
dc.subject Multi-cultural dynamics en
dc.subject National culture en
dc.subject.ddc 658.406
dc.subject.lcsh Organizational change
dc.subject.lcsh Management
dc.subject.lcsh Leadership
dc.title Sustainable organisational transformation through inclusivity en
dc.type Thesis en
dc.description.department Graduate School of Business Leadership en
dc.description.degree D.B.L. en


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