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The majority of state-owned power companies (SoEs) have experienced organizational cancer for nearly three decades without showing any signs of ceasing operations. Academicians generally agree that organizational politics are to blame for the ongoing energy-generating dilemma that has plagued rising nations. Worldwide, economies rely heavily on electricity as an energy source, to the point where they would not function or even survive without it. In order to reduce unfavorable political behavior, this study examines organizational politics at the Zimbabwe Supply Authority, a SoE in charge of energy production. A sample of 1400 individuals who were chosen at random from a population of 2210 staff members participated in the study using a quantitative research approach to collect data. By the deadline, 358 completed questionnaires had been returned; however, 11 of them were rejected because they had been wrongly filled out, with a response rate of 24.78%. The data were analyzed using the statistical tool SPSS 21.0 for Windows. To ensure that the samples were adequate for factor analysis, the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy and Bartlett's Test of sphericity were applied to the data before exploratory factor analysis could be conducted on them (Field, 2007:619). The results of the study showed that bad political behavior and ineffective managerial leadership techniques had a detrimental impact on the power generation crisis. According to the report, managers should receive training on modern managerial leadership behavior, managerial methods for behavior modification, and improved communication.

The paper reports empirical findings drawn from a study undertaken to understand the dimensions of strategic leadership deployed among flower farms and the benefits that the flower farms have derived from deployment of strategic leadership. The context was selected due to its significance in contributing to the national economy and the level of turbulence experienced by the farms that requires a leadership style entrenching strategic thinking. 43 flower farms were sampled and primary data obtained using a structured questionnaire from CEOs, Deputy CEOs and heads of functional areas. Two dimensions of strategic leadership have been deployed to a low extent while two have been implemented to a moderate extent. The deployed dimensions of strategic leadership have significantly contributed to the flower farms performance by enhancing their capacity to attain growth at the rate of 15-20%. The study concluded that strategic leadership is relevant for deployment by the flower farms and raised implications for its deployment among organizations facing complex and turbulent environments. The paper called on future research to consider expanding the scope of the context of the investigation and conceptualization of the dimensions of strategic leadership based on other relevant theoretical frameworks anchoring strategic leadership.

Leaders are vital for organizations and have a significant impact on the success or failure of a business. Although there have been studies investigating the question “what makes a good leader”, few studies have explicitly focused on the retail sector. The study's primary objective is to identify the qualities and characteristics a good leader should possess, in the context of the retail industry in RSA.  A total of 107 respondents were interviewed and the results showed that “charisma” and “inspiration” are the most important characteristics, while “a character for integrity and honesty” and “knowledgeable and experienced” are the most important qualities of a good leader.

The majority of state-owned power companies (SoEs) have experienced organizational cancer for nearly three decades without showing any signs of ceasing operations. Academicians generally agree that organizational politics are to blame for the ongoing energy-generating dilemma that has plagued rising nations. Worldwide, economies rely heavily on electricity as an energy source, to the point where they would not function or even survive without it. In order to reduce unfavorable political behavior, this study examines organizational politics at the Zimbabwe Supply Authority, a SoE in charge of energy production. A sample of 1400 individuals who were chosen at random from a population of 2210 staff members participated in the study using a quantitative research approach to collect data. By the deadline, 358 completed questionnaires had been returned; however, 11 of them were rejected because they had been wrongly filled out, with a response rate of 24.78%. The data were analyzed using the statistical tool SPSS 21.0 for Windows. To ensure that the samples were adequate for factor analysis, the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy and Bartlett's Test of sphericity were applied to the data before exploratory factor analysis could be conducted on them (Field, 2007:619). The results of the study showed that bad political behavior and ineffective managerial leadership techniques had a detrimental impact on the power generation crisis. According to the report, managers should receive training on modern managerial leadership behavior, managerial methods for behavior modification, and improved communication.

Leaders are vital for organizations and have a significant impact on the success or failure of a business. Although there have been studies investigating the question “what makes a good leader”, few studies have explicitly focused on the retail sector. The study's primary objective is to identify the qualities and characteristics a good leader should possess, in the context of the retail industry in RSA.  A total of 107 respondents were interviewed and the results showed that “charisma” and “inspiration” are the most important characteristics, while “a character for integrity and honesty” and “knowledgeable and experienced” are the most important qualities of a good leader.

The paper reports empirical findings drawn from a study undertaken to understand the dimensions of strategic leadership deployed among flower farms and the benefits that the flower farms have derived from deployment of strategic leadership. The context was selected due to its significance in contributing to the national economy and the level of turbulence experienced by the farms that requires a leadership style entrenching strategic thinking. 43 flower farms were sampled and primary data obtained using a structured questionnaire from CEOs, Deputy CEOs and heads of functional areas. Two dimensions of strategic leadership have been deployed to a low extent while two have been implemented to a moderate extent. The deployed dimensions of strategic leadership have significantly contributed to the flower farms performance by enhancing their capacity to attain growth at the rate of 15-20%. The study concluded that strategic leadership is relevant for deployment by the flower farms and raised implications for its deployment among organizations facing complex and turbulent environments. The paper called on future research to consider expanding the scope of the context of the investigation and conceptualization of the dimensions of strategic leadership based on other relevant theoretical frameworks anchoring strategic leadership.