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First Enabler

In: Change Leadership in Emerging Markets

Author

Listed:
  • Caren Brenda Scheepers

    (University of Pretoria, Gordon Institute of Business Science)

  • Sonja Swart

    (University of Stellenbosch Business School, Executive Development
    Westford Education Group AAL Taawun, Eaton Business School)

Abstract

This chapter and the subsequent nine chapters are structured according to an orientation to the enabler, consisting of references to relevant current literature, relating the enabler specifically to emerging markets; followed by practical application examples, tips and exercises. We relate insight into neuroscience to each enabler and offer survey items as a measurement of the enabler. The conclusion links to the subsequent enablers. Enabler 1 entails establishing the ethos in the situation, that is assessing the character or beliefs and customs of the people and institution where the change process will be implemented. We consider Ethos as the moral compass that will ensure that we do what is right for the greater good. Several tools are described to assist change leaders in clarifying their own and their company’s values. We explain the waves of change experienced in South Africa as background to change leaders doing business in South Africa or those who are building alliances with South African companies.

Suggested Citation

Handle: RePEc:spr:fuobcp:978-3-030-40846-6_5
DOI: 10.1007/978-3-030-40846-6_5
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