Area Collaboration at Nedbank: cultivating culture through contextual leadership. Issue 1 (21st March 2017)

• Record Type: Journal Article
• Authors: Scheepers, Caren; Oosthuizen, Marius; Retief, Dean
• Is Part Of: Emerald emerging markets case studies. Volume 7:Issue 1(2017)
• Page Start: 1
• Page End: 33
• Publication Date: 2017-03-21
• Subjects: Competitive strategy -- Organizational behaviour -- Organizational performance -- Stakeholder management -- Banks/Banking -- Event strategy/leadership
• DOI: 10.1108/EEMCS-05-2016-0066
• Languages: English
• ISSNs: 2045-0621

Abstract

Abstract : Subject area: Organisational Development, Organisational Behaviour, Leadership Change. Study level/applicability: Master of Business Administration, postgraduate studies, middle or senior managers on open programmes. Case overview: The case focuses on the dilemma that Douglas Lines, Nedbank's Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality. Expected learning outcomes: Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality. Supplementary materials: A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature. Subject code: CSS 7: Management Science.