Integrative Public Leadership in the private sector in South Africa

Complex social issues exist in many emerging democratic contexts. It has been argued that boundary-crossing leadership is needed to overcome these issues. Scholarship has developed around this, arguing that leadership in these shared power contexts is different to leadership in hierarchical organisations. This study focuses on a sample of senior private-sector leaders in South Africa who have reached across sector boundaries, in their individual capacity, to make a difference. This extends the existing scholarship which has focused on public-sector and non-profit integrative leadership. The intention is to understand the relational context of their boundary-crossing work and to extend the concept of 'Integrative Public Leadership'. The leaders studied manage relationships with the government, their own company and multi-company partners within a historical context. The findings emphasise three understudied issues: own-company buy-in, historical context and 'integrative' conflict. A shared concept of integrative leadership, located in the African context, could further enhance practice.