Abstract

TOENDEPI, J. The catalytic role of authentic leadership in raising collective consciousness in the South African social systems. JCMAN [online]. 2021, vol.18, n.2, pp.1-21. ISSN 1815-7440.  http://dx.doi.org/10.35683/jcm20082.116.

BACKGROUND: Continued complexity, uncertainty and ambiguity in the workplace and social environments have posed challenges to leadership. Managing such complexities is demanding more than just technical knowledge, but one's ability in assisting people in adjusting their world views, norms and behaviours. The responsibility of any leader is to stimulate collective consciousness that can eventually lead to societal transformation. Hence, leadership is a social interaction catalyst that requires a particular calibre of individuals or groups who are authentic and specialise in relationship/network buildingPURPOSE OF STUDY: The socio-economic challenges of unemployment, poverty, inequality, corruption, crime and xenophobia remain unreciprocated, yet they require heightened collective consciousness for the general populous to be able to contribute solutions. By the end of 2020, the market did not generate sufficient jobs, which exacerbated inequality and poverty levels, hence, the objective of this article is to explore the catalytic aspect of authentic leadership in raising the collective consciousness of South Africans to levels where people can meaningfully contribute solutions to their immediate problemsDESIGN/METHODOLOGY/APPROACH: A qualitative Grounded Theory approach was used for its strength in the systemic integration of data and distinct use of participants' voices in the narrative. Unstructured open-ended interviews were the primary source of data collection and 10 participants all based in Gauteng province were theoretically sampledRESULTS/FINDINGS: The findings show that a reciprocal relationship between leaders and their followers is critical and that only leaders who can harness complex challenges will pave ways for a sustainable futureRECOMMENDATIONS: It is recommended that in their catalytic role, the leaders should become communication experts who respond swiftly to the needs of the stakeholdersMANAGERIAL IMPLICATION: The findings have managerial implications where catalytic leaders should be network builders fostering social support to wider stakeholder perspectives and being responsive to their needs and aspirationsJEL CLASSIFICATION: P26

Keywords : Catalytic role; citizen engagement; collective consciousness; leadership; social learning; social system; social structure; societal transformation.

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