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Organisations in emerging markets, particularly on the African continent, are transitioning from linear value chains towards complex platform ecosystems, and Generative Artificial Intelligence is accelerating this shift. GenAI introduces new skill demands, hybrid human-machine roles, and the need for adaptive continuous learning. In the African context, leaders must navigate this alongside infrastructural brittleness, institutional voids, and the need for contextually grounded governance. This study explored how senior leaders in an African financial institution make sense of and navigate GenAI-enabled transformation. The study adopted a qualitative, exploratory, and constructivist case design, involving the purposive sampling of seven senior leaders from a financial institution, who were interviewed. Data was thematically analysed. The findings reveal that in some African emerging economies, financial institutions face transformational challenges stemming from strategic misalignment, capability fragmentation, and tensions between global technological pressures and locally rooted ethical expectations. The study provides a contextually grounded account of how senior leaders in an African financial institution interpret GenAI-enabled transformation amid infrastructural fragility and institutional voids, guiding executives and policymakers in creating sustainable value within GenAI-driven digital ecosystems. The value-add of the article lies in challenging the applicability of canonical Western-centric models to African contexts and in advancing a contextually grounded understanding of leadership sensemaking.    

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. 

Understanding the role of the Fourth Industrial Revolution (4IR) on the future contact centre managers in the South African Police Service (SAPS). The purpose of this study was to investigate the role of 4IR on future contact centre managers. 4IR has been discussed in different contexts, but its precise effects on the future of contact centre managers are still unclear, and this research intends to bridge this gap. This research employed a qualitative approach within interpretivism to gather information from 12 participants who fit the predetermined criteria using a nonprobability convenience sampling. ATLAS.ti was utilised to analyse data. The study found that the 4IR impacts the development and transformation of contact centre managers' roles, while also automating contact centre operations. Key themes identified in the study include the adoption of advanced technology, capacity building, rapid response, improved customer experience, and the facilitation of remote work and collaboration, all of which are essential for the future roles of contact centre managers within the SAPS. This has the potential to assist managers within the SAPS contact centres in comprehending the consequences of 4IR and embracing the use of disruptive technologies in contact centres. The study will assist the contact centre managers in ensuring the development and redefining of new skills and roles to enhance productivity in contact centres.

This study focuses on digital leadership in improving the digital skills of creative economy workers in Depok City through the mediation role of digital collaboration and individual innovative capabilities as moderation. The purpose of this study is to analyze the influence of digital leadership on the digital skills of creative economy workers both directly and indirectly through the mediation of digital collaboration and the moderating role of individual innovative capabilities. The object of this study is the creative economy workers in Depok City. The sampling technique uses probability sampling with proportionate random sampling technique. The sample in this study was 204 people based on calculations with the Slovin formula. The analysis method used is descriptive analysis with SPSS 29.0, Partial Least Square (PLS) using the smartPLS 3 software application, and the Sobel test. The results of the study show that digital leadership has a significant effect on the digital skills of creative economy workers, mediation testing shows that digital collaboration partially mediates the influence of digital leadership on digital skills. Meanwhile, Individual innovative capabilities do not moderate the influence of digital leadership and digital collaboration on digital skills.

The primary goal of this study was to examine the role of reskilling programmes on digital transformation at a Large Financial Services Organisation. The business climate and the world of work are going through an unprecedented large-scale transition - such as the transition from the agricultural economy to the industrial revolution. The era of digitisation, automation and acceleration is upon us. The society is in an economy where new critical skills have emerged and these new emerging skills have become necessary for individuals, businesses, and the economy to succeed. However, very little research has been done on the role of reskilling programmes on the digital transformation at a Large Financial Services Organisation. The study employed quantitative research and a structured closed questionnaire was used to collect field data from a selected sample of 88 respondents drawn from a target population in the study area. The field data were analysed using the Statistical Package for Social Sciences (SPSS), version 29. Statistical tools, including frequency tables, pie charts, and graphs, were used to analyse data. The study findings indicate that jobs have been significantly affected by digital transformation and new emerging job functions in large financial services organisations. A digital transformation programme had a direct relationship with the implementation of reskilling programmes. The study recommended that designing technology-focused training programmes appropriately and selecting or creating technology-focused training programmes with essential elements are necessary for successful outcomes.

The efficacy of organisational effectiveness during the Fourth Industrial Revolution may have been hindered by prevailing leadership styles and management practices. Hence, it has been proposed that other theories, models, or approaches to leadership will be necessary for organisations to maintain competitiveness and achieve long-term success in a business environment that deviates dramatically from the norm for leaders. This essay posits that the application of Leadership 4.0 and novel management practices may hold significance within this particular context. This study investigated the influence of leadership 4.0 and modern management on the success of organisations during the Fourth Industrial Revolution (4IR). Qualitative research methodologies were employed to conduct desk research and obtain the findings. There exists a positive association between Leadership 4.0, creative management methods, and organisational performance capabilities. Numerous scholarly and practical deliberations have substantiated the significance of leadership, specifically Leadership 4.0, in effectively navigating the complexities and challenges posed by the Fourth Industrial Revolution (4IR). Furthermore, supplementary evidence was identified to substantiate theories pertaining to dependent leadership. The findings of this study have practical implications for companies as they validate the existing literature that highlights the crucial role of leadership in organisational performance, particularly for survival and long-term viability in the contemporary business landscape (4IR). The findings make a valuable contribution to the growing body of knowledge in the domains of Fourth Industrial Revolution (4IR), leadership, creative management techniques, and research on organisational performance.

The digital transformation in business schools during the COVID-19 pandemic is unique since external factors, not internal initiatives, drive it. This event is called 'forced digital transformation.' It raises new challenges for business schools to ensure that the transformation continues in the future since the post-pandemic situation has encouraged social and economic activities to return offline. As the situation begins normal, less external pressure can result in declining creative initiatives from business schools to explore more opportunities from digital technologies. Consequently, the digital transformation process that started during the pandemic could stagnate. One of the essential factors that play a role in encouraging continuous digital transformation is leadership. Leadership is believed to be the core of every digital innovation process. However, research investigating the role of leadership in business schools' digital transformation during the COVID-19 pandemic is still limited. Therefore, this study aims to describe leadership's role in structural and behavioral changes during forced digital transformation in business schools by applying a systematic literature review.

Digital transformation destination is much easier when a clear vision is communicated up and down the organization. This study seeks to explore the effect of visioning on digital transformation in the insurance industry. The study used a positivist research philosophy and a quantitative research approach. The research used primary data, which was collected using a questionnaire. Data analysis was done using regression analysis, descriptive statistics and paired sample t-tests. Normality and reliability were tested using the Shapiro-Wilk test and Cronbach’s alpha, respectively. The study findings revealed that visioning significantly influences digital transformation (t=1.129, p=0.000<0.05). Visioning is the art of modeling an organization's culture and is the critical variable towards digital transformation. The study recommends the regulator, the Insurance and Pension Commission, might need to enforce digital transformation within the insurance space. Visioning is critical in the insurance sector’s digital transformation process.

The digital age has changed the way businesses operate creating uncertainty; therefore, the right kind of leader needs to step in to steer the organization during this digital disruption. The objective of this study is to examine the influence of four (4) transformational leadership traits on Indonesian employees’ digital maturity. Using a quantitative approach, data was collected through online questionnaires spread to 203 IT managers who work in food and beverage, and automotive manufacturing in Indonesia. Descriptive statistics and multiple regression analysis were used to analyze the data. The result of this study shows that idealized influence and inspirational motivation have a positive influence on digital maturity, while individualized consideration and intellectual stimulation have no significant influence on digital maturity despite the latter being perceived as the most important transformational leadership trait to support digital maturity. The study that all four leadership traits have simultaneously influence 44.6% of digital maturity in food and beverage, and automotive manufacturing. Transformative leaders provide the right leadership in transforming the organization to be digitally mature through vision, adaptive culture, and motives for growth and development.