Developing a new leadership effectiveness and sustainability framework for state-owned enterprises: a case study of Air Zimbabwe

Abstract

This study sought to investigate the need for a new leadership development framework for leadership effectiveness and organizational sustainability of SOEs. A Case study of Air Zimbabwe was made and conclusions drawn can be applied to other SOEs. Reports by the AG formed a basis for seeking a solution to apparent leadership challenges highlighted. Badarai (2020), examined a transformational leadership model while he teamed up with Kotze in 2023 to look into a performance leadership model. Chamisa M.G. et al (2019) researched leadership and failure of SOEs. The more important aspect in this study is that Chamisa et al linked failure of SOEs to leadership. This study seeks to examine the link of leadership development to effectiveness of leaders to the extent that they are likely to reduce malpractices, increase effectiveness, and thus ensure sustainability of SOEs. This study was looking at going further to bring in a new concept of a mandatory leadership development framework. A mixed methodology was used to conduct the research. It was found that there is no leadership development at Air Zimbabwe, and that this had a negative effect on leaders’ effectiveness and the SOE’s sustainability. There is a need for a new leadership development framework which is made mandatory for SOEs. Further research is required on the methodology of making the framework mandatory