I started working at Deeds Office Bloemfontein on the 3rd of July 1995 as a Deeds Controller. I was over the years Promoted to the following positions, Principal Deeds Controller, Chief Deeds Controller, then Law Lecturer (now Assistant Registrar of Deeds-Training),Deputy Registrar of Deeds. I took an active interest in Transformation activities and I was blessed with the following leadership roles-Leader of Transformation Task Team, Employment Equity Committee, Deputy Chairperson of Employment Equity Committee, Gender focal person, Youth focal person, Chairperson and Panel member of numerous recruitment and selection panels, Chaired Chief Directorate Deeds Interns Task team, Deputy Chairperson of the Free State Training Committee, Shop steward of Nupsaw, Trained to initiate and chaired disciplinary hearings in the Department. Trained on numerous Deeds related courses and I also got Merits awards for good performance over the years. In conclusion I am still working at Deeds Office Bloemfontein; I have 21 years working experience. I was appointed the Acting Registrar of Deeds Bloemfontein with an effect from 17th March to 30th April 2015 –I was the Acting Registrar of Deeds Pietermaritzburg since 1st November 2016 till 28 April 2017.
I am a focused individual whose primary mode of living is focused externally by dealing with things rationally and logically. My secondary mode is internally where I take things in via my five senses in a lateral and concrete fashion. As an extrovert I am a take-charge person. I have such a clear vision of the way that things should be, that I naturally step into leadership roles. I am self-confident and aggressive. As an extrovert I generally have the following traits, as an extrovert I generally have the following traits, I am a take-charge person. I have such a clear vision of the way that things should be, that I naturally step into leadership roles. I am self-confident and aggressive. Natural leader, loyal, hardworking and dependable, driven to fulfil their duties, straight I feel successful if am able to live my live within my defined system of principles but my true and lasting success will come from the ability to create and
Sustain good and lasting principles, and thus to address all situations in my life adequately and consistently
I believe in following existing social rules. I enjoy being around other people, and wants to promote traditional relationships.
WHAT WAS THE SITUATION
Deeds Office Pietermaritzburg is a very diverse office. It has Indians, Coloured, Whites and Africans who beside racial categorisation have different preferred religions and different up bringing which undoubtedly have a direct influence in the interaction or lack thereof in the workplace. This also has an influence in how they perceive things or react to things in the workplace.
Deeds Office Pietermaritzburg as an office experienced different management styles ranging from two extreme points and each style had its good and bad sides.
These two extreme management styles were prevalent during the two periods which were headed by two different heads of the office
The previous head of the office was a white male and conservative while the one who took over from him was an African woman
Each head of the office had a group of inner circle confidants whose loyalty to their masters was not doubted.
With the advent of the African woman head of the office, those who were close to the previous head of office felt side-lined.
The officials close to the African woman head of office were pushing their weight around the office
The consequences of these cliques were that the Deeds Office Pietermaritzburg was divided along racial lines; it lacked social cohesion and the team spirit
This resulted in the tension being so high and thick that one can slice it with a knife.
When I started I had a job cut out for me. I was forced with this unbearable situation which had a potential of imploding, breaking down and hamstrung the office operations.
TASK I WAS DOING
I had to provide leadership in this situation-
Firstly what is leadership?
“The process of influencing an organised group towards accomplishing its goals in a particular situation”- as defined by Hughes R, Ginnet R and Curphy G in leadership: Enhancing the lessons of experience, 2012
I could not agree more with definition of leadership as it will show in this assignment how I identified, summarised and galvanised a group of people towards achieving certain goals.
I had to have meetings with different racial groups, different sections, different committees, different occupational groups, external clients and employee representatives
The aim of these meetings was to identify the issues at hand, summarise the issues and group dynamics
I then came to the conclusion that there are three (3) categories of people in the Deeds Office Pietermaritzburg that have to be recognised ,acknowledged and be brought on board and start rebuldiing the office around.
First group consisted of those officials with both feet firmly positioned in the past and who view current process of an African woman heading the office as intrusive, unproductive and something forced down their throats
This perspective has to be engaged and positively dealt with if the office has to move forward on a united basis.
The second group consist of those officials who have one foot in the past and another hesitantly positioned in the future. This often leads to the state of semi-paralysis, characterised by feelings of uncertainty about whether or not to actively engage in dealing with problems facing the Deeds office .They normally adopt a wait and see positions.
The third and last group consist of the officials who have both their feet firmly planted in the future, some of whom are actively dealing with the problems facing the office. A momentous task considering the structural deficiencies, relatively inexperienced and untested human resource base. I needed to be a true leader.
Bennis and Goldsmith (1997) describe four qualities of leadership are
I had to get the trust of the followers. I could not have gotten that trust if I did not demonstrate an ethical leadership.
A theory of authentic leadership has been emerging over the last several years
from the intersection of the leadership, ethics, and positive organizational behavior
and scholarship literatures (Avolio et al., 2004; Cameron, Dutton, & Quinn, 2003;
Cooper & Nelson, 2006; Luthans, 2002; Luthans & Avolio, 2003
ACTION I TOOK
I realised that change management and diversity management were missing
Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes.
While all changes are unique and all individuals are unique, decades of research shows there are actions we can take to influence people in their individual transitions.
Change management provides a structured approach for supporting the individuals in your organization to move from their own current states to their own future states.
Management activities includes educating the group and providing support for the acceptance of and respect for various racial, cultural, societal, geographic, economic and political backgrounds
I created the change management and diversity task forces
These forces can provide the leadership, focus and continuity to direct the office change management and diversity management.
The forces focused most of the time and energy on putting together a strategy for ways to connect the initiatives with other office goals
I designed a cultural audit, to identify office’s strength, climate, issues, understanding, obstacles and challenges
With regard to the cultural audit a questionnaire was developed and given to representatives across sections, focused employee groups based on common traits, this was to get the groups perspective.
Individual interviews provided change and diversity within the organisation
I then organised the change and diversity management workshops
At the individual leader level, there is growing evidence that an authentic approach to leading is desirable and effective for advancing the human enterprise and achieving positive and enduring outcomes in organizations (George et al., 2007; George, 2003)
RESULT FROM THE PROJECT
The office started to change for the better
The office perspective on this changed
The office benefitted from crossover skills when it came to assisting each other
The office started to be innovative, this was evidenced by people working together to share their experience ,working styles and bouncing ideas off each other and offering feedback ,created new concepts
The language barriers and cultural differences ceased to be an obstacle
The employee’s performance was improved as employees started to feel comfortable and happy in an environment where inclusivity is a priority
Self- awareness was fundamental in understanding of interpersonal and cultural patterns.
It is this self- awareness that allows people to be non- judgemental and open
Diversity and change management can only be respected and effectively managed in an organisation if all employees are actively participating in the process
Leadership is not about the self, but about others.
The main role of leaders is to help others to achieve their goals, in alignment with the common cause, such as the organisational strategy.
Leadership it is a very complex process, and there are many definitions and popular variations thereof
Leadership can be developed
Leadership takes place within a certain context and for that reason it is important to understand the cross-cultural dimensions of leadership
Leadership must be studied from a theoretical basis
Leadership develops through application
HAVING GAINED THE EXPERIENCE- HOW IN FUTURE CAN I APPLY IT?
Plan for the Change
This is the “roadmap” that identifies the beginning, the route to be taken, and the destination
This is the “golden thread” that runs through the entire practice of change management. Identifying, planning, on boarding, and executing a good change management plan is dependent on good communication
Monitor and Manage Resistance, Dependencies, and Budgeting Risks
Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown.
Recognizing milestone achievements is an essential part of any project. When managing a change through its lifecycle, it’s important to recognize the success of teams and individuals involved. This will help in the adoption of both your change management process as well
Walk the talk.
If senior management advocates a diverse workforce, make diversity evident at all organizational levels. If you don’t, some employees will quickly conclude that there is
no future for them in your company. Don’t be afraid to use words like black, white, gay or lesbian. Show respect for diversity issues and promote clear and positive responses to them. How can you demonstrate your company’s commitment to diversity?
Retain diversity at all levels.
The definition of diversity goes beyond race and gender to encompass lifestyle issues. Programs that address work and family issues – alternative work schedules and child and elder care resources and referrals – make good business sense. How can you keep valuable employees?
1. Allen, N. J., & Meyer, J. P. 1990. The measurement and antecedents of affective, continuance, and normative commitment at the organization. Journal of Occupational 2,A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15: 801-823.chology, 53: 337-348
2. Avolio, B. J. 1999. Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: Sage.
Avolio, B. J. 2005. Leadership development in balance: Made/Born. Mahwah,
NJ : Lawrence Erlbaum.
3. Avolio, B. J., & Gardner, W. L. 2005. Authentic leadership development: Getting to the root