Building transformational leaders: Assessing retail leadership maturity via an HR lens
Orientation: The retail industry in South Africa is experiencing significant transformations due to Industry 4.0 and 5.0, necessitating a focused examination of leadership development maturity. Research purpose: To assess the application of the Leadership Development Process Maturity Index (LDPMI)...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
AOSIS
2025-04-01
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| Series: | SA Journal of Human Resource Management |
| Subjects: | |
| Online Access: | https://sajhrm.co.za/index.php/sajhrm/article/view/2890 |
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| Summary: | Orientation: The retail industry in South Africa is experiencing significant transformations due to Industry 4.0 and 5.0, necessitating a focused examination of leadership development maturity.
Research purpose: To assess the application of the Leadership Development Process Maturity Index (LDPMI) within the South African retail industry, using transformational leadership as its underpinning theory.
Motivation for the study: A critical gap exists in understanding leadership development maturity as retailers navigate technological transformations, particularly in emerging markets where structured leadership development approaches are crucial.
Research approach/design and method: The study employed a qualitative, exploratory approach using Interpretative Phenomenological Analysis, involving eight Human Resource specialists from four major South African retailers representing diverse retail categories.
Main findings: Analysis revealed an overall ‘emerging’ maturity status of 58% across leadership tiers. Some retailers demonstrated more balanced approaches, with Retailer C showing maturity levels of 60%, 61%, and 70% across junior, middle, and senior leadership respectively. A significant industry-wide gap was identified at the middle leadership tier (50% average), indicating challenges in succession planning.
Practical/managerial implications: The study identified critical transformational leadership competencies aligned with Bass’s framework: self-leadership (idealised influence), adaptability (intellectual stimulation), and interpersonal skills (individualised consideration), vital for fostering knowledge-sharing and driving technological transformation.
Contribution/value-add: The research demonstrates LDPMI’s effectiveness in assessing leadership development in retail contexts while providing organisations with a framework to evaluate leadership maturity and identify competencies needed for technological transformation. |
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| ISSN: | 1683-7584 2071-078X |