Title: Organisational performance loop through teleological action - leadership, management and other staff

Authors: Hester Nienaber; Göran Svensson

Addresses: University of South Africa, Room 4-71, AJH van der Walt Building, Preller Street, Muckleneuk Ridge, Pretoria, South Africa ' Kristiania University College, P.O. Box 1195 Sentrum, 0107 Oslo, Kirkegt. 24-26, 0153 Oslo, Norway

Abstract: This study explored the contribution of the different layers of leadership and management in an organisation to organisational performance through teleological action. A qualitative case study was employed with data collected by interviewing incumbents occupying different hierarchical positions. The authors distinguish between three categories of action: 1) transformative - ad hoc and present-based actions; 2) formative - predetermined and past-based actions; 3) rationalist - goal-directed and futurebased. Interviewees indicated that the future was predictable, but were unable to indicate whether meaning was past-or future-based. Both a top-down and bottom-up approach were used to achieve organisational performance, which was formalised in the shape of an organisational performance loop through teleological action. Managerial implications include that organisational members should reflect on the nature of the future, which may be formative, rationalist and transformative at the same time. This research renders support for the view that the harnessing of all talent is more effective in organisational performance. The bottom-up approach is instrumental in 'emergence', which enables autonomy and innovation which foster organisational performance. This research contributes empirical evidence to the ongoing debate about organisational performance, specifically the role of incumbents at the various hierarchical levels of the organisation in performance.

Keywords: leadership and management; organisational performance; teleological action; top-down and bottom-up; real organisation.

DOI: 10.1504/IJCSSR.2017.087794

International Journal of Corporate Strategy and Social Responsibility, 2017 Vol.1 No.3, pp.266 - 288

Received: 17 Sep 2016
Accepted: 16 Dec 2016

Published online: 30 Oct 2017 *

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