A framework for cultivating gen-z leadership at a software development organisation in Gqeberha
- Authors: Smith, Michael
- Date: 2025-04
- Subjects: Generation Z -- South Africa , Leadership -- South Africa , Employee retention
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/73684 , vital:79494
- Description: As Generation Z (Gen Z) continues to enter the global job market, organisations encounter the significant challenge of comprehending and integrating this latest group of employees. Often misinterpreted, Gen Z offers distinct viewpoints, technological proficiency and varying expectations compared to earlier generations. Acknowledging that these individuals will become future leaders, organisations must invest effectively in their training and development of this cohort. Neglecting to do so could lead to challenges in retaining Gen Z employees and may adversely affect organisational performance, as strong leadership is a crucial element of success. A positivistic quantitative research methodology was employed, utilising a structured survey to collect data from Gen Z employees within the organisation. The survey garnered responses from 125 participants, providing a substantial dataset for analysis. Statistical techniques were used to examine the relationships between the identified factors and leadership development, including exploratory factor analysis, correlation analysis and regression modelling. The study developed a model for cultivating leadership among Gen Z employees through a comprehensive literature review and empirical investigation. The model integrates key factors such as leader engagement, career advancement opportunities, mentorship, leadership style and leadership skill acquisition methods. Each component addresses specific aspects of leadership development that are particularly relevant to Gen Z employees. For example, leader engagement highlights the importance of active involvement and support from current leaders, while mentorship highlights the value Gen Z places on personalised guidance and feedback. The model also considers preferred leadership styles that resonate with Gen Z, such as transformational and ethical leadership. It incorporates modern, technology-driven skill acquisition methods that align with their digital fluency. The proposed model acts as a strategic tool for organisations aiming to improve their leadership development programs. By customising initiatives to align with Gen Z's expectations and capitalising on their strengths, organisations can adequately equip these employees for leadership positions in the future. This forward-thinking strategy not only helps in retaining talent but also guarantees a strong pipeline of qualified leaders who can enhance organisational performance in a competitive and ever-changing market. The research stresses the necessity for organisations to modify their leadership development strategies in response to the changing workforce dynamics. By recognising and applying the elements outlined in the model, organisations can effectively cultivate Gen Z employees into competent leaders, thus ensuring their ongoing success and sustainability. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2025
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- Date Issued: 2025-04
Assessing the effectiveness of project management practices in the South African communications industry
- Authors: Smith, Michael
- Date: 2002
- Subjects: Telkom (Firm : South Africa) Management , Project management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10918 , http://hdl.handle.net/10948/77 , Telkom (Firm : South Africa) Management , Project management -- South Africa
- Description: In many organisations, project management is no longer a separately identified function, but is entrenched in the overall management of the business. The typical project management environment has become multi-project. Most of the project decisions require consideration of schedule, resource and cost concerns on other project work, necessitating the review and evaluation of multi-project data. Resource management is at least as important as schedule (time) management. Functional managers, supporting multiple projects with shared and limited resources, need to know the demands on their resources and the impact of new project loads and changing priorities. This means that the effectiveness of project management is not only influenced by the function itself, but it permeates throughout the entire organisation, for which the overriding goal is to survive and prosper in a competitive environment. The research problem of this study is to assess how effective project management practices in the South African communications’ industry are, by using Telkom SA as the selected target group. The research method employed was to first identify the best practices of project management, by focusing on generally accepted standards and practices, that is those which are particularly effective in helping an organisation to achieve its objectives. The Project Management Body of Knowledge (PMBOK®) which is considered to be the international standard for project management, was used as the framework for identifying the best practices. The identified best practices were used as an assessment tool to determine to what extent these practices are applied in Telkom SA.
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- Date Issued: 2002