Public Sector Leadership in the Fourth Industrial Revolution: A Theoretical Framework-Based Approach to Enhance Service Delivery
Abstract
Objectives: This paper provides a theoretical framework and conceptual literature review of organisational leadership in the 4th Industrial Revolution (4IR), especially in Public sector institutions in South Africa. Prior work: Agility, adoptability and adaptability in leadership have never been this important globally, coupled with many changes in this digital era. This is the main reason people, especially leadership, have to invest and embrace technology; otherwise they will perish as they would not be part of the world today. This means that organisational processes and systems have to be driven by astute leadership and a skilled workforce, to foster innovations in the business-operating model. Approach: The paper is conceptual in nature and is based on literature review of relevant articles in the field. This paper delves into the nuances of public sector leadership, shedding light on how leaders can effectively navigate the intricate intersections of technological advancements, societal expectations, and governance imperatives in the context of the 4IR. Implications: It is critical that the current workforce in the working environment, especially the public sector, is re-skilled and trained in relevant coursers or careers appropriate in the 4IR. The theoretical frameworks which are applicable to this paper include the following: Task Technology Fit; Technology Acceptance Model and Information System Success Model. Value: As the work moves to 5IR and South African public servants also have to upskill themselves so that they can be able to apply 5IR skills and competencies in order to enhance service delivery in South Africa.
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