Sibanye: Changing Mindsets in Mining through Contextual Leadership
(6 pages of text)
In 2016, the executive vice-president of commercial services for Sibanye Gold, Westonaria (Sibanye), the largest gold producer in South Africa, faced a challenge. The company’s latest acquisition had been particularly difficult, with much resistance from the acquired management team. Although the executive vice-president tried to empathize with the management team who had done things a certain way for decades, he was frustrated with their lack of co-operation and lists of concerns. The management team needed to internalize and learn to live by Sibanye’s values, encapsulated in the acronym CARE—commitment, accountability, respect, and enabling. How could the executive vice-president help the management team to change their traditional mindset so they could effectively manage mining operations under the new company?
This case is suitable for courses on organizational development, organizational behaviour, human resources strategy, and supply chain management in an undergraduate or MBA program. After completion of this case, students will be able to
- apply change management theory to a case study;
- evaluate a green supply chain for a mining company; and
- identify and analyze relevant contextual variables and subsequent leadership behaviours in these contexts.
Mining, Quarrying, and Oil and Gas Extraction
South Africa, Large, 2016
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