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Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice
Mini Dissertation (MBA)--University of Pretoria, 2025.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2026
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| _version_ | 1867613622800220160 |
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| access_status_str | Open Access |
| author2 | Scheepers, Caren |
| author_browse | Scheepers, Caren |
| author_facet | Scheepers, Caren |
| collection | Thesis |
| dc_rights_str_mv | © 2025 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Mini Dissertation (MBA)--University of Pretoria, 2025. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/109132 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:39:04.809Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2026 |
| publishDateRange | 2026 |
| publishDateSort | 2026 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/109132 Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice Scheepers, Caren ichelp@gibs.co.za Maseko, Nthabiseng UCTD Strategy implementation Participative decision-making Strategy-as-practice Authentic leadersdhip Mini Dissertation (MBA)--University of Pretoria, 2025. Strategy implementation is one of the major unresolved and persistent challenges in strategy management. Research on how to effectively implement strategy is lacking creating a gap in practice and theory. Strategy implementation is a highly behavioural and socially interactive process. Leadership approaches and practices that prioritise interpersonal factors are thus imperative in enhancing strategy implementation. To this extent, the study investigated the influence of authentic leadership on strategy implementation and the mediating effect of participative decision-making. Grounded in strategy-as-practice theory, the research positions participative decision-making as a strategic practice enacted by authentic leaders to enhance strategy implementation. A cross-sectional, quantitative research design was followed. Data was collected from private sector organisations in South Africa using an online survey. The study had 1291 usable responses. Structural Equation Modelling (SEM), particularly PLS-SEM, was employed to test the hypothesised relationships and understand the mediation effects. The study revealed that authentic leadership behaviours positively influence strategy implementation both directly and indirectly through participative decision-making, thus confirming partial mediation. Participative decision-making emerges as a key strategic practice that strongly predicts strategy implementation and acts as a mechanism for authentic leaders to enhance strategy implementation. Practically, the research underscores the need for organisations to cultivate authentic leadership behaviours and integrate participative decision-making practices in organisational frameworks and processes to encourage genuine employee involvement in decisions. Organisations should therefore not solely rely on their formal process, structures and systems to implement strategy. This study advances strategy-as-practice theory by highlighting the importance of authentic leadership behaviours in directly and indirectly affecting strategy implementation, and participative decision-making as a key strategic practice to enhance the implementation of strategy. Gordon Institute of Business Science (GIBS) MBA Unrestricted Gordon Institute of Business Science (GIBS) SDG-16: Peace, justice and strong institutions 2026-03-23T09:08:43Z 2026-03-23T09:08:43Z 2026-05-05 2025 Mini Dissertation * A2025 http://hdl.handle.net/2263/109132 en © 2025 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Strategy implementation Participative decision-making Strategy-as-practice Authentic leadersdhip Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title | Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title_full | Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title_fullStr | Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title_full_unstemmed | Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title_short | Authentic leadership and strategy implementation: the mediating effect of participative decision-making as a strategic practice |
| title_sort | authentic leadership and strategy implementation the mediating effect of participative decision making as a strategic practice |
| topic | UCTD Strategy implementation Participative decision-making Strategy-as-practice Authentic leadersdhip |
| url | http://hdl.handle.net/2263/109132 |