Business, Management and Economics Research
Online ISSN: 2412-1770
Print ISSN: 2413-855X
Print ISSN: 2413-855X
Volume 1 Number 8 December 2015
Challenges Hampering Leadership Development within Public Enterprises in South Africa
Authors: Mbangiseni Adam Mashau
For the world to be a preferred global village, countries in different continents need to get closer to each other not only through the demolition and removal of borderline barriers that separate them, but through international trade and integrated economy. The country’s prosperity is a consequence of the ability by state owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these companies to perform and operate competitively, their visions and missions require visionary leaders who have appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate leadership development programs are keys to focused business intent. A company that retracts from developing its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should identify the problem area so as to decisively and proactively deal with the operational challenges. For the challenges that hamper leadership development to be overcome, it is critical to lay down the background of the problem area, so as to have focused solutions.
Consultants as Strategic Practitioners: An Analysis in the Sociological Field Research of Strategy-as-Practice
Authors: Renato Lopes da Costa ; Nelson Antonio ; Isabel Miguel
Although management consulting activities have obtained a considerable growth in terms of economic significance in recent years, these results have not been duly followed by a greater number of conceptual and empirical researches in this area. In order to fight the lack of studies on the actual work of management consultants, this article aims at answer to one question that remains open. Are consultants the real experts and the true practitioners of strategy as practice? The results of the empirical analysis in the form of semi-structured interviews and questionnaires given to management consultants and SME managers in Portugal shows that management consulting is founded on a knowledge-intensive base, although consultants cannot be called strategy practitioners as many authors call them. This is illustrated in the model presented in this article, which means this proposition is a new direction in strategic thinking in what the field’s research strategy-as-practice concerns.