Leadership Strategies for Enhancing Employee and Organisational Performance Among Senior Management in the KwaZulu-Natal Education Sector, South Africa
DOI:
https://doi.org/10.51137/wrp.ijarbm.630Keywords:
Employee Performance, Organisational Performance, Performance Management and Development System, Senior Management Service, Education SectorAbstract
This study examines leadership strategies aimed at improving employee and organisational performance among Senior Management Service (SMS) members within the KwaZulu-Natal education sector. Triggered by persistent misalignment between individual performance ratings and institutional outcomes, the research explores how senior leaders interpret and experience the strategic integration of performance management systems. Employing a qualitative research design, data were collected through semi-structured interviews and analysed using thematic analysis. The findings reveal that SMS members acknowledge the link between employee performance and organisational success, systemic challenges, such as inconsistent evaluation practices, limited accountability, and inadequate capacity-building undermine the effectiveness of current frameworks. To address these issues, the study evaluates strategic interventions including leadership development, goal alignment, merit-based recruitment, performance incentives, targeted professional development, organisational culture reform, and digital transformation. The research concludes with actionable recommendations to strengthen SMS effectiveness and foster a more transparent, integrated, and performance-driven public education system.
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