A 4.0D leadership model postulation for the Fourth Industrial Revolution relating to the South African mining industry

Abstract

The mining industry of the 21st century needs a new kind of leader as certain leadership styles and most leadership models currently employed in the world, and also in South Africa, are not sustainable. This article explores the historical leadership models that are now outdated and proposes a different approach in dealing with future leadership-related challenges. Questions are posed to explore leadership that can balance the leadership styles of the past (business acumen with technical capability on the one hand, and personality on the other hand) with increased intuitive discretion, a 'feel' for people and the future, and the ability to deal with complexity and to make timeous decisions to build organizational and industry resilience through the leadership characteristics identified. The question therefore arises: How are we going to manage and lead operations sustainably under these circumstances in future so as to deal with the challenges facing us in the Fourth Industrial Revolution? A new 4.0D Leadership model is proposed so as to increase appropriate leadership qualities (and therefore, industry effectiveness) in dealing with the challenges facing us in the Fourth Industrial Revolution.

Recursos Humanos Na Era Da Quarta Revolução Industrial: Revisão Sistemática Da Literatura Sobre Competências Para a Indústria 4.0

“…0 (Chaka, 2020;Chang & Yeh, 2018;Jerman et al, 2018;Kipper et al, 2021;Whisper Maisiri & Van Dyk, 2021;Marnewick & Marnewick, 2020;Poszytek, 2021;Saniuk et al, 2021;Shet & Pereira, 2021). Para além destes artigos mais genéricos, outros se podem encontrar que procuram um estudo mais pormenorizado com objetivos mais específicos, como sejam aqueles que procuram estudar as competências necessárias em algum setor de negócio (I Arcelay et al, 2021;Bruzzi et al, 2021;Kwiotkowska et al, 2021;Lenarčič, 2019;Peña-Jimenez et al, 2021;Santoso et al, 2020;Wang & Ha-Brookshire, 2018), em determinadas funções ou níveis hierárquicos (Mazurchenko & Maršíková, 2019;Spöttl & Windelband, 2021;Uys & Webber-Youngman, 2019), ou mais especificamente em alguma profissão (Liszka et al, 2019;Whisper Maisiri et al, 2019;Santos et al, 2021;Venter et al, 2019). Entre as publicações deste conjunto existem também aquelas que, para além de identificarem as competências para a Indústria 4.0, focam também outros desenvolvimentos, como uma publicação que procura identificar aspetos estratégicos para o desenvolvimento de competências para a indústria 4.0 (Saari et al, 2021), uma outra que procura estabelecer relações entre diversos tipos de competências (Kruger & Steyn, 2021), e um estudo de caso que analisa ações de empresas para a identificação de competências relevantes (Cimini et al, 2021).…”

Regional Mineral Beneficiation Policy Interventions in the SADC: Stakeholder Perspectives

“…Coping with the Fourth Industrial Revolution is but another challenge to beneficiation activities. Balancing what happened in the past through good leadership style is beneficial to the mining industry (Uys & Webber-Youngman, 2019). Mpho (2019) Botswana is portrayed as a model of beneficiation economy that leads to economic growth (Jagadeesh, 2015).…”

Examination of studies on transformational leadership in health sector through content analysis

“…Ancak zamanla benzer fiziksel özelliklere sahip olan liderlerin farklı başarı düzeylerine sahip oldukları anlaşılmaya başlamış ve bu durum Özellikler Teorisi'nin varsayımlarının sorgulanmasına neden olmuştur. Dahası bu durumu sınamak için yapılan saha çalışmalarının bir sonucu olarak da Davranışsal Liderlik Teorileri gündeme gelmiştir (Uys & Webber-Youngman, 2019). Davranışsal Liderlik Teorileri ise liderliğin doğuştan gelen birtakım özelliklerden etkilendiğini ancak bu özelliklerin liderliği açıklamada tek başına yeterli olamayacağını ileri sürmüştür.…”