Original Research

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Tertia Pillay, Nelesh Dhanpat, Roslyn De Braine
SA Journal of Human Resource Management | Vol 21 | a2250 | DOI: https://doi.org/10.4102/sajhrm.v21i0.2250 | © 2023 Tertia Pillay, Nelesh Dhanpat, Roslyn De Braine | This work is licensed under CC Attribution 4.0
Submitted: 09 February 2023 | Published: 20 November 2023

About the author(s)

Tertia Pillay, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Nelesh Dhanpat, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Roslyn De Braine, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.

Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.

Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.

Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.

Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.

Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.

Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.


Keywords

cash management; culture enablement; mid-level leadership; organisational culture; leadership roles

JEL Codes

M12: Personnel Management • Executives; Executive Compensation

Sustainable Development Goal

Goal 9: Industry, innovation and infrastructure

Metrics

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