Scielo RSS <![CDATA[Acta Commercii]]> http://www.scielo.org.za/rss.php?pid=1684-199920220001&lang=en vol. 22 num. 1 lang. en <![CDATA[SciELO Logo]]> http://www.scielo.org.za/img/en/fbpelogp.gif http://www.scielo.org.za <![CDATA[<b>Prudent and proactive board succession planning: A case study of selected companies in South Africa</b>]]> http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S1684-19992022000100001&lng=en&nrm=iso&tlng=en ORIENTATION: The monitoring and advisory roles of directors are highlighted by escalating corporate uncertainty and diminishing confidence in leaders in the latest phase of the industrial revolution. Nomination committees should thus give due consideration to current and required human capital needs of boards when conducting succession planning, as their decisions have substantial implications for stakeholders RESEARCH PURPOSE: To investigate board succession planning practices and policies at selected companies listed on the Johannesburg Stock Exchange MOTIVATION FOR THE STUDY: There is an evident need for proactive succession planning that accounts for prudent board renewal and director development to ensure business continuity. Research design, approach and method: Given the well-developed corporate governance framework in South Africa, the views of eight selected directors were gauged on succession planning by conducting semi-structured interviews. Thematic analysis was conducted to derive themes from the qualitative data. MAIN FINDINGS: Nomination committees increasingly account for board composition concerns raised by prominent shareholders. The interviewees suggested that board succession planning is often not formalised. They mentioned that succession policies should be flexible to account for rapid change. Furthermore, the board development mechanisms applicable to executive and non-executive directors differ substantially. Proactive development of the talent pipeline is thus essential PRACTICAL/MANAGERIAL IMPLICATIONS: As heterogeneous boards offer several benefits to companies and their stakeholders, nomination committees should account for diversity considerations when conducting succession planning. Policies pertaining to tenure, diversity and independence should be formalised and annually evaluated and reported on. CONTRIBUTION/VALUE-ADD: Several recommendations are offered to enhance board succession planning, based on the lived experiences of directors in an emerging market. <![CDATA[<b>Influential factors impacting leadership effectiveness: A case study at a public university</b>]]> http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S1684-19992022000100002&lng=en&nrm=iso&tlng=en ORIENTATION: As a result of increased globalisation and rapid changes in the technological, social, economic and political spheres, the environment in which businesses and organisations function has become increasingly volatile, uncertain, complex and ambiguous (VUCA). This has created a unique set of challenges for the leaders of these organisations, including higher education (HE) in South Africa RESEARCH PURPOSE: This study aimed to identify potential influential factors that have impact on leader effectiveness in a HE VUCA environment MOTIVATION FOR THE STUDY: Leadership effectiveness under VUCA conditions within the South African higher education sector no longer only depends on professional leadership training. A thorough understanding of crucial influential factors moderating leader effectiveness and a sober strategy to overcome potential negative impact is pivotal. This study seeks to contribute to this understanding and to leadership theory and practice. RESEARCH DESIGN, APPROACH AND METHOD: A qualitative research approach was adopted to test research participants' perceptions regarding the significance of influential factors impacting leadership effectiveness. Semi-structured interviews were conducted with 24 employees in leadership positions at a single public university. A rigorous 16-stepwise method was used to analyse the qualitative data that employed a directed qualitative content analysis. MAIN FINDINGS: The major findings of the study include theoretical and empirical support for four influential factors impacting leadership effectiveness, that is, organisational culture, the role of women in leadership, and the role of millennials in leadership and diversity PRACTICAL/MANAGERIAL IMPLICATIONS: Recommendations for university leaders to create an enabling environment for effective leadership to navigate VUCA are provided. CONTRIBUTION/VALUE-ADD: The significance of this study lies in the potential contribution to leadership theory and insights for leaders in Higher Education Institutions (HEIs) to be effective in the face of VUCA.