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Transformational leadership has been touted by several scholars as the real deal in necessitating organisational change. The approach encourages, inspires and motivates followers to be innovative and create change that necessitates growth and shapes organisational success. While several studies have confirmed that leadership plays a crucial role in effective change management, very few have gone further to identify the specific leadership style(s) necessary for effective change management. As such, the study sought to assess the influence of transformational leadership on organisational change in the mining industry with specific reference to ABC Mine in Zimbabwe. Guided by the interpretivism research philosophy and the inductive approach, the study adopted a qualitative research design where primary data was collected through semi structured interviews from 26 participants chosen through purposive sampling. The study found that transformational leaders act as key influencers in driving organisational change by fostering trust, inclusivity, and collaboration. It was also found that transformational leaders effectively address and mitigate employee resistance to change by fostering open communication and psychological safety. The study concluded that transformational leadership is effective and necessary in managing organisational change. The study also concluded that employee engagement and involvement, personalised employee relations and continuous training are key practices necessary for facilitating organisational change implementation.

Rail is one of the most efficient forms of transport in the whole world for both passengers and freight. Although the sector is thriving in the developed world, the same cannot be said of the sector in less developed countries where it is burdened by the ageing infrastructure, financial constraints, operational inefficiencies and environmental concerns. However, the digital workplace can be a panacea to the above predicaments.  As such, the study sought to assess the influence of the digital workplace on organisational development in the railway industry, moderated by digital leadership and psychological safety. Guided by the positivism research philosophy and the deductive approach, the study adopted a quantitative research design where a survey was utilised to collect primary data from 194 participants working in the railway industry in Bulawayo, Matabeleland North and Matabeleland South provinces.The study found that digital workplace has a positive impact on organisational development. It was concluded that digital workplace, digital leadership and psychological safety are important in improving organisational development. There is need to invest in robust digital infrastructure which prioritises the rollout of secure and high speed digital communication platforms across all railway stations and operational points to ensure real-time information sharing. 

In the face of fast technological improvements, higher education institutions must strike a balance between leveraging existing strengths and pursuing new opportunities to succeed. This study examines how organisational ambidexterity affects digital efficacy in Zimbabwean state universities, with a focus on the moderating influence that digital skills play. A cross-sectional research design was employed to collect data from 110 academic and administrative staff at three Zimbabwean state universities through digital platforms. The findings show a positive relationship between organisational ambidexterity and digital efficacy, with digital skills significantly moderating the relationship. Universities with ambidextrous staff have higher levels of academic excellence, research productivity, and stakeholder satisfaction. Due to limited time and funds, the study only focused on three state universities, but it would be interesting to explore private universities in the future. This research provides valuable insights for Zimbabwean state universities to enhance their digital capabilities. By fostering a balance between exploitation and exploration of digital innovations and investing in digital skills development, universities can improve their digital competence and competitiveness. The study contributes to enhancing digital efficacy within the higher education sector, informing strategic decisions, and providing valuable insights for university leaders, policymakers, and scholars grappling with the challenges of digital transformation. This research contributes to the existing literature on digital transformation in higher education, particularly within resource-constrained environments. The study provides novel empirical evidence based on data collected from university staff interacting through digital platforms.