Orientation: The research addressed the issue of leadership response to xenophobia in South Africa that has a unique characteristic of being ‘black on black’.Research purpose: The research purpose was to assess the dynamics informing xenophobia in South Africa, leadership responses and systemic lessons thereon.Motivation for the study: The first black president, the late Nelson Mandela, put in place a Constitution that has an intent to protect all stakeholders in a non-racist, non-sexist and without discrimination based on colour or creed. This pleasantness and warm welcome attracted a large influx of immigrants from across the continent and South Asia who come as international students, skilled professionals and economic refugees. This migratory pattern has led to protracted conflict between immigrants from Africa and indigenous black South Africans.Research design, approach and method: A qualitative, exploratory research that drew data from the semi-structured interviews was carried out. Seven participants were purposefully sampled based on their involvement with the xenophobic affairs in their line of work. Content analysis augmented the primary data.Main findings: The findings of this research showed that xenophobia is a consequence of the socio-economic environment in South Africa and that the leadership response shaped the public opinion on the phenomenon.Practical/managerial implications: The research informed all South Africans, policy-makers and leadership in government on the consequences of xenophobia on the growth and image of the country.Contribution/value-add: This article contributed to the current efforts by leadership in both government and civil society towards addressing the socio-economic issues that fuel xenophobia.

Różnorodność płci w zarządach i jej związek z wynikami finansowymi spółek notowanych na giełdzie jest przedmiotem szerokiej debaty. Dotychczas identyfikowano zarówno pozytywne, jak i negatywne relacje między tymi dwoma zjawiskami. W niniejszym badaniu podjęto próbę ustalenia, czy istnieje związek między reprezentacją kobiet w zarządach a wynikami finansowymi spółek w Polsce. Próba badawcza obejmowała 90 spółek, które posiadały pełną dokumentację niezbędnych danych i były nieprzerwanie notowane na Giełdzie Papierów Wartościowych w Warszawie w latach 2010–2019 (w okresie określanym jako dekada przed pandemią COVID- 19). Wyniki finansowe spółek mierzone są 1) kilkoma pojedynczymi wskaźnikami finansowymi oraz 2) miarami syntetycznymi (taksonomicznymi), skonstruowanymi z wykorzystaniem zbiorów różnych pojedynczych wskaźników finansowych. Badania przeprowadzono dla wszystkich wybranych spółek łącznie oraz oddzielnie dla banków, innych firm finansowych i spółek niefinansowych. Uzyskane rezultaty sugerują, że reprezentacja kobiet w zarządach nie była powiązana z wynikami finansowymi spółek notowanych na giełdzie w Polsce, choć odnotowano kilka przykładów korelacji dodatniej, szczególnie w przypadku banków.

The SA Journal of Human Resource Management provides a forum for cutting-edge, peer reviewed research in all fields related to the exploration of issues and experiences relating to employment studies and people management.

Orientation: Workplace spirituality and spiritual leadership may previously have been just new buzzwords in the corporate world, but they have now become important phenomena of significant scientific inquiry. Research purpose: The research explored how spiritual leadership can address toxic workplace cultures, enhance inclusivity, and promote employee well-being in the banking sector in South Africa to ensure transformation is fast-tracked in the sector. Motivation for the study: This motivation succinctly captures the study’s purpose by emphasising the pressing challenges in the banking sector, such as toxicity and exclusivity, while highlighting the potential of spiritual leadership to drive transformation and success. Research approach/design and method: A qualitative, exploratory research approach was adopted. Primary data were gathered through semi-structured interviews with 9 participants and 21 personal narratives, all sourced from a large South African bank. Data were analysed using interpretive phenomenological analysis. Main findings: Leadership is dominated by autocratic and transactional styles, further hindering transformation and reinforcing exclusionary practices. Additionally, there is a general lack of appreciation for diversity within the workplace. However, cultural and organisational values align with elements of spiritual leadership. Specific facilitators unique to the banking sector can enhance spiritual leadership to drive transformation by addressing systemic issues and promoting a more inclusive culture, and the adoption of spiritual leadership was shown to enhance workplace dynamics and foster a more inclusive environment. Practical/managerial implications: Workplace spirituality must be prioritised to enhance employees’ well-being, happiness, contentment, and satisfaction across diverse employee groups. Contribution/value-add: This study contributes to leadership and organisational research by highlighting the role of spiritual leadership in addressing toxic workplace cultures, fostering inclusivity, and enhancing employee well-being, using transformational leadership as a strategy.

Orientation: The retail industry in South Africa is experiencing significant transformations due to Industry 4.0 and 5.0, necessitating a focused examination of leadership development maturity. Research purpose: To assess the application of the Leadership Development Process Maturity Index (LDPMI) within the South African retail industry, using transformational leadership as its underpinning theory. Motivation for the study: A critical gap exists in understanding leadership development maturity as retailers navigate technological transformations, particularly in emerging markets where structured leadership development approaches are crucial. Research approach/design and method: The study employed a qualitative, exploratory approach using Interpretative Phenomenological Analysis, involving eight Human Resource specialists from four major South African retailers representing diverse retail categories. Main findings: Analysis revealed an overall ‘emerging’ maturity status of 58% across leadership tiers. Some retailers demonstrated more balanced approaches, with Retailer C showing maturity levels of 60%, 61%, and 70% across junior, middle, and senior leadership respectively. A significant industry-wide gap was identified at the middle leadership tier (50% average), indicating challenges in succession planning. Practical/managerial implications: The study identified critical transformational leadership competencies aligned with Bass’s framework: self-leadership (idealised influence), adaptability (intellectual stimulation), and interpersonal skills (individualised consideration), vital for fostering knowledge-sharing and driving technological transformation. Contribution/value-add: The research demonstrates LDPMI’s effectiveness in assessing leadership development in retail contexts while providing organisations with a framework to evaluate leadership maturity and identify competencies needed for technological transformation.