Over the years, South Africa's business environment has evolved through a number of phases. The country's exposure to globalisation has compelled local leadership to consider challenges that are encountered in businesses. One of these challenges lies within the intense global rivalry for increased market share, not only within South Africa but also in international markets, through increased sales and improved profit margins (Dludla 2017). The environment in which businesses compete has migrated to the world stage. The globalisation of the world economy means that competition has become international and only world-class organisations will satisfy customer needs (Geldenhuys & Veldsman 2011; Monga 2003; Stuart 2018). The changing nature of competition, the challenge of global economics, the need to respond quickly to competitive pressures and the widespread availability of information, coupled with many other challenges, have forced organisations to reassess their managerial and leadership styles (McMahon, Barkhuizen & Schutte 2014). This implies that major changes in business practices, methodologies and leadership competence are necessary to survive and compete effectively in this new environment. Due to a shortage of talent within top management of most organisations, there is a recurring insufficient leadership competency in South Africa (Smit & Carstens 2003; Terblanche, Albertyn & Van Coller-Peter 2018). It is apparent that leadership remains a major challenge facing various organisations in South Africa