Category: Uncategorized

Small, medium, and micro-enterprises (SMMEs) are widely recognised as engines of economic growth and job creation, particularly in developing economies like South Africa. Within the tourism sector, these enterprises are central to employment generation, poverty reduction, and sustainable development. However, despite various forms of support, many tourism SMMEs fail within their first five years. This study by Dr Bongani June Mwale (2021) investigated the effectiveness of business incubation in supporting the growth and sustainability of tourism SMMEs in Gauteng Province.

Research Aim and Objectives

The study aimed to evaluate the importance and effectiveness of business incubation services in enhancing the success of tourism SMMEs. Specific objectives included:

• Assessing the perceived role of incubation support.
• Evaluating critical success factors such as training, infrastructure, consultancy, marketing, and networking.
• Comparing the perceived importance and effectiveness of incubation services.
• Developing recommendations to strengthen incubation outcomes.

Methodology

A quantitative research design was adopted using a survey of 103 SMME owners and managers in Gauteng’s tourism sector. Tools such as Cronbach’s alpha, factor analysis, and paired-sample t-tests were applied to ensure validity, reliability, and significance testing at the 5% level

Key Findings

The study revealed that while incubation services were considered highly important, their effectiveness was only partially realised in practice. Notable findings include:

• Infrastructure: Limited access to affordable premises and facilities hindered growth.
• Marketing Support: Digital marketing and promotional opportunities were underutilised.
• Training and Mentorship: Beneficiaries valued skills development, but gaps remained in delivery.
• Networking and Consultancy: Participants emphasised the need for stronger collaboration and professional advisory services.

Significant differences emerged between the perceived importance of services and their actual effectiveness, highlighting inefficiencies in programme implementation.

Recommendations

The dissertation proposed several practical and policy recommendations:

• Infrastructural Support: Registering tourism SMMEs and providing affordable, well-equipped business premises.
• Marketing Services: Enhancing digital platforms (e-tourism, online booking systems) and expanding access to trade fairs and exhibitions.
• Financial Management: Introducing tailored funding, insurance, and low-cost credit solutions.
• Research and Development: Strengthening innovation and project management strategies.
• Integrated Frameworks: Adopting the SMME Incubation Sustainability Framework (SISF) and linking it to Technology, Innovation, People, and Systems (TIPS) for long-term competitiveness.

Contribution and Limitations

This study contributes to South African literature by offering a contextual framework for tourism incubation. It introduces the SISF model, guiding policymakers and incubators in aligning support with sector-specific needs. However, limitations include the exclusive focus on Gauteng and government-sponsored incubators, with recommendations for future research to expand across provinces, sectors, and private incubation models.

Conclusion

Business incubation holds significant potential for boosting the success of tourism SMMEs in South Africa. While incubation services are widely regarded as crucial, their effectiveness remains uneven. By addressing infrastructural, financial, and capacity-building gaps and by institutionalising integrated frameworks like SISF, South Africa can enhance the resilience and sustainability of tourism SMMEs, thereby driving inclusive economic growth.

Last week, our governance and quality activities included a resubmission to the CHE, following some amendments required for our Higher Certificate qualification. The amendment entailed adding more content to the higher certificate’s international comparability, as well as tightening the qualification’s assessment strategy and criteria.

We also had a very productive session with the Focus Area 1 team on the Self-Evaluation Report. Focus Area 1 outlines how governance, management and leadership, and strategic planning support the core academic functions at The DaVinci Institute. There are four standards that guide the sequence of this focus area, namely:

Standard 1: The institution has a clearly stated vision and mission, and strategic goals that have been approved by appropriate governance structures, subject to comprehensive stakeholder engagement.

Standard 2: The stated vision, mission and strategic goals align with national priorities and context (e.g. transformation, creating a skilled labour force, developing scarce skills areas and a critical citizenry and contributing to the fulfilment of national goals as informed by the NDP and related national planning), as well as sectoral, regional, continental and global imperatives (e.g. Africa Vision 2063 or the Sustainable Development Goals).

Standard 3: There is demonstrable strategic alignment between the institution’s quality management system for core academic activities across all sites and modes of provision, and its vision, mission and strategic goals, as well as its governance and management processes.

Standard 4: There is a clear understanding of and demonstrable adherence to the different roles and responsibilities of the governance structures, management and academic leadership.

Author: Executive: Governance and Registry, Towera Gondwe

Reputation management strategies are vital for Small and Medium Enterprises (SMEs), the backbone of South Africa’s economy, contributing more than half of the country’s GDP and employing the majority of its workforce. Nowhere is their role more visible than in tourism, a sector that attracts both domestic and international visitors. Yet, despite their importance, many SMEs struggle with sustainability and competitiveness. The DaVinci Institute’s alumnus, Dr Phumelela Ezrah Dhlomo’s doctoral research explored how reputation management can help tourism SMEs in Gauteng achieve a sustainable competitive advantage.

Research Problem

While large corporations benefit from well-established reputation management strategies, smaller businesses often lack the resources and knowledge to leverage reputation as a strategic asset. Previous research has shown that a strong reputation can increase income and customer loyalty, but little is known about its role in SMEs, particularly in tourism.

Aim and Objectives

The study aimed to investigate the influence of reputation management in creating a sustainable competitive advantage for tourism SMEs in Gauteng. It did so by examining constructs such as entrepreneurship, service quality, resources and capabilities, organisational identity, stakeholder management, and value proposition. The research also assessed how these factors impact both competitive advantage and business performance.

Theoretical Framework

The study drew on several theories to frame its analysis:

• Resource-Based View (RBV) – competitive edge from unique internal resources.
• Gap Model of Service Quality – linking service delivery to customer expectations.
• Organisational Identity Dynamics – how identity shapes reputation.
• Stakeholder View Theory – managing diverse stakeholder relationships.
• Value Proposition Theory – delivering unique customer value.
• Porter’s Five Forces – industry competitiveness.

Methodology

A quantitative survey was conducted among 314 SME owners and managers in the Gauteng tourism sector. Respondents rated their firms’ practices across key reputation management constructs. Data was analysed to test hypotheses on the link between reputation and sustainable competitive advantage.

Key Findings

• Reputation management significantly influences competitive advantage and performance. SMEs with strong reputations enjoyed higher trust, customer loyalty, and resilience in competitive markets.
• Service quality and entrepreneurship emerged as critical drivers of reputation and competitiveness.
• Resources and capabilities, particularly human capital and innovation, reinforce sustainability.
• Stakeholder management proved essential, as SMEs rely heavily on community, customer, and partner trust.
• Value proposition clarity distinguished successful SMEs from weaker competitors.

Limitations

The study was limited to Gauteng and used a quantitative-only approach, which restricted deeper qualitative insights. It also relied on a single regional dataset, meaning findings may not generalise to all provinces.

Recommendations

• SMEs should invest in formal reputation management strategies to strengthen trust and market visibility.
• Policymakers and industry bodies should create support programmes that train SME owners in branding, stakeholder engagement, and service quality.
• Future research should adopt mixed methods and expand to other regions for comparative insights.

Conclusion

Reputation is more than just image; it is a strategic resource that can enable tourism SMEs to achieve long-term survival and growth. In an increasingly competitive sector, Gauteng’s SMEs must view reputation management as a deliberate business strategy, not an afterthought.

Johannesburg, 4 September 2025: Women leaders have raised the alarm about South Africa’s stalled progress on gender equality in local government, warning that without urgent reforms, progress risks stalling further and exclusion could deepen. The keynote speaker pointed to the decline in women’s representation during the 2021 local elections as a stark reminder of what is at stake. With the 2026 polls approaching, she emphasised that the same pattern must not be repeated. 

These remarks and urgent call came from a pre-conference seminar on women in local government hosted by the Institute of Local Government Management (ILGM), in partnership with The DaVinci Institute and Thinc Foundation on 28 August 2025.

The Panel

The panel featured women leaders from various industries, including Deputy President of iLGM (and incoming iLGM President), Eunice Lesejane, as the keynote speaker; the Wits School of Governance Lecturer, Dr Thalela Ngcetane-Vika; COGTA KZN Chief Director, Prof Halima Khunoethe; Ekurhuleni’s first female City Manager, Dr Imogen Mashazi; Discipline Lead at The DaVinci Institute, Dr Sibongile Vilakazi; and Deputy Chair of iLGM Gauteng, Thandi Radebe.

Despite government policies that target 50% female representation, the reality tells a different story. Women make up only 32% of mayors, 30-39% of senior managers, and 38% of council members. Disturbingly, the 2021 local elections saw a decline in women’s representation.

Progress

Progress is not automatic. It requires deliberate action, structural reforms, and societal support, the panel agreed, pointing to barriers such as lack of mentorship, limited networks, and the unequal burden of family responsibilities. Speakers noted that even practical arrangements, such as after-hours council and committee meetings, create structural barriers. Women balancing family and leadership responsibilities are often expected to manage both simultaneously, which undermines their full participation.

Opening the seminar, The DaVinci Institute’s Head of Faculty: Innovation Management, Dr Mamohau Sekgaphane, urged leaders to embrace authenticity.

“We need sound, committed, and compassionate leadership predicated on an authentic understanding of our history, culture, and contemporary challenges. Action must emerge from our own authentic possibilities, based on the culture and competencies of Africans themselves,” she said.

She described local government as the pulse, the heartbeat, the engine that runs our communities.

Delivering the keynote, iLGM Deputy President, Eunice Lesejane, stressed that women in local government must not be viewed only as councillors, mayors, or managers, but as leaders who carry the lived realities of more than half the population.

“Our role goes beyond representation, it is about ensuring that governance reflects the needs, hopes, and challenges of the communities we serve,” Lesejane said.

Citing examples from Sweden, she highlighted how women leaders have championed childcare programmes and safer community initiatives. Lesejane added that when women are fully included in decision-making, public service outcomes shift profoundly, bringing policies closer to real community concerns such as affordable housing, safety, childcare, and economic opportunity.

Key Takeaways

The seminar put forward bold proposals and practical reforms to achieve inclusive leadership:

• More resources must be channelled to local government as the true engine of service delivery, with some participants even questioning the necessity of provincial government. 
• Institutional culture changes and equity plans are needed across all spheres of government, aligned with labour legislation.
• Practical measures such as workplace childcare facilities must be prioritised to enable women’s full participation.
• Women leaders must continue to advocate, write, and shape dialogues on how best to transform governance.
• Evidence presented showed that municipalities led by women CFOs recorded lower levels of irregular expenditure and stronger financial performance, underscoring the governance dividend of inclusive leadership.

With local elections less than a year away, the speakers warned that representation gaps cannot be ignored. Women bring lived perspectives that enrich governance and improve the quality of life for communities, the panel noted. As South Africa heads to the polls in 2026, inclusive leadership must be non-negotiable. 

These discussions will feed into the annual iLGM conference organised by the Institute for Local Government Management (iLGM) in partnership with The DaVinci Institute and Thinc Foundation, ensuring that the momentum continues at a national scale.

About The DaVinci Institute

The DaVinci Institute prepares managerial leaders to drive transformative change in business and society. We offer qualifications from Higher Certificate to Doctoral level, alongside leadership development and short programmes, all underpinned by our proprietary TIPS® framework (i.e., managing Technology, Innovation and People through Systems Thinking).

Our approach emphasises solving real-world business challenges through action learning, applied research, and Mode 2 Knowledge Production, where knowledge is created in context, with and for society. By focusing on measurable outcomes, we aim to deliver both return on investment (ROI) for organisations and social return on investment (SROI) for communities.

At The DaVinci Institute, learning is co-created: students apply their studies to real challenges in their organisations and communities, guided by faculty and supported by industry partners, ensuring that education delivers impact for individuals, organisations, and society.

Our faculty brings academic depth and practical industry experience, ensuring that education at The DaVinci Institute is both rigorous and relevant. Through this integrated approach, we empower individuals to lead with purpose, build innovative organisations, and co-create sustainable futures.

As higher education institutions (HEIs) in South Africa are undergoing a significant transformation drive through the Council on Higher Education’s implementation of the Quality Assurance Framework (QAF), The DaVinci Institute is deliberate to play its part in enhancing its Integrated Quality Management Systems (IQMS) by addressing some complex areas of improvement and challenges that impact its community (including our staff, students, alumni etc.). An Integrated Quality Management System (IQMS) in higher education should be a holistic framework that aligns institutional goals with quality assurance, enhancement, and governance processes.

Our Integrated Quality Management Systems considers not only internal operational elements (institutional landscape) that contribute to functional systems, but also incorporates the realities that impact the health of any HEI, these include socio-economic disparities, technological advancements, environmental sustainability, and the need for transformation and contextual relevance in knowledge production. These are indeed significant challenges that demand a shift in how quality is conceptualised and managed across the sector. The QAF encourages continuous improvement rather than mere compliance.

The DaVinci Institute, as a member of the South African Private Higher Education (SAPHE) and other fora, is committed to co-creating with its community, to foster collaborative practices through Communities of Practice (CoPs), and the promotion of innovation and responsiveness to national and global trends.

Author: Executive: Governance and Registry, Towera Gondwe,

The DaVinci Institute is pleased to share that Tebogo Thabethe, Project Manager for the tt100 Business Innovation Awards Programme (a DaVinci Institute NPO), has published an op-ed in the Times Live.

His piece, “Time for joint action to resolve youth unemployment”, highlights South Africa’s youth unemployment crisis and stresses the need for government, business, and education providers to work together in tackling this challenge.

The article draws lessons from successful approaches in other African countries and points to local initiatives that show what’s possible when collaboration takes centre stage.

This is an important contribution to a national conversation that cannot be ignored.

Read the full op-ed here: QuickView :: Gate5 alternatively you can read it here: Sunday Times – Time for joint action to resolve youth unemployment

The DaVinci Institute’s online session on Aviation Management 2A brought together a diverse group of aviation professionals and aspiring leaders for an engaging exploration of integrated airline operations, crisis response, and the interconnected roles of airports, airlines, and air traffic management. Guided by facilitator Chris Van de Walt, the session reflected the institute’s Mode 2 learning philosophy, where theory is embedded in dialogue, practical application, and critical thinking, ensuring knowledge is directly transferable to the workplace. 

From the outset, Van de Walt fostered an interactive atmosphere, encouraging participants to share their experiences and insights.

Diverse Journeys into Aviation

The diversity of the students reflected the wide scope of the aviation industry. Among the attendees was Neo Matabe, a Civil Aviation Authority Flight Operations Inspector with a background in charter flying and medical evacuations, now seeking a shift from cockpit duties. Hendrina, who has joined from George, brought years of expertise as a tower and approach controller, now working in management and safety investigations. Tabita, based in Clarksdorp, transitioned from cabin crew at Mango Airlines to private pilot training and is currently pursuing her commercial pilot licence to deepen her understanding of aviation business management. Sello, once a South African Airways flight attendant and later a cadet pilot turned SA Express captain, now runs his aviation-related venture.

A Condensed but Comprehensive Module

The module, condensed from six to four sessions, covers essential themes such as airline operations management, crew resource management, maintenance, repair and overhaul (MRO), airline economics, sector interdependence, and airline business models, including alliances and low-cost carriers. 

By the end, students are expected to analyse operational challenges, interpret MRO trends, apply aviation-specific financial strategies, and compare business models to determine organisational suitability. Assignments are intentionally structured for immediate application in diverse aviation workplaces, from airlines and air navigation service providers to regulatory bodies and private aviation companies.

Crisis Management in Action

A striking example of crisis management brought concepts to life. The facilitator, Van de Walt, shared cockpit footage from the Arabian Gulf showing missile launches near civilian air corridors. The discussion unpacked the rapid, coordinated responses such incidents demand: air traffic management to clear airspace and reroute flights; passenger communication to maintain calm; logistical adjustments for diversions; recalculations for fuel and alternate airports; and financial strategies to mitigate revenue loss and emergency costs. The exercise underscored the integrated thinking required to manage high-stakes disruptions.

The Three Pillars of Aviation Operations

The session also examined the three core pillars of aviation operations:

Airport Management – Balancing infrastructure efficiency with passenger convenience while working closely with airlines.

Airline Management – Overseeing fleets, schedules, ticketing, alliances, and service models, with discussion ranging from low-cost carriers to intercontinental full-service airlines.

Air Traffic Management – Ensuring safe and efficient aircraft movement through services like slot allocation and flow control, where Hendrina shared valuable insights into South Africa’s outbound slot prioritisation to reduce airborne congestion.

Inside the Airline Operations Control Centre (AOCC)

Students were then taken inside the Airline Operations Control Centre (AOCC), the “nerve centre” where every flight is managed from planning to arrival. Key roles include dispatchers responsible for flight planning and monitoring, crew schedulers managing duty rosters and standbys, fleet planners allocating aircraft, maintenance control teams overseeing technical readiness, and customer service teams managing communication and passenger alternatives. The operations manager oversees the integration of these functions, ensuring swift responses to disruptions and seamless coordination across departments.

Beyond Processes to Leadership

The session concluded with a shared recognition that mastering aviation management is about far more than understanding processes; it’s about developing the leadership mindset to think critically, act decisively, and maintain operational excellence under pressure. Through this practical and interactive learning approach, The DaVinci Institute continues to prepare aviation professionals to meet the industry’s real-world challenges with skill, confidence, and agility.

Thembekile Myeni, an alumna at The DaVinci Institute, embarked on a study on post-apartheid South Africa. Broad-Based Black Economic Empowerment (BBBEE) has been a cornerstone policy aimed at addressing historical inequities and promoting socio-economic inclusion. Myeni’s master’s dissertation explored a critical yet under-researched area, the lived experiences of senior leaders implementing Affirmative Action as part of BBBEE strategies in the South African banking sector.

Context and Purpose

While BBBEE policies are often assessed through metrics like representation and procurement spend, Myeni’s study shifted the focus to leadership, the people driving transformation from within. Recognising the emotionally charged and politically complex nature of BBBEE, the research examined how executive leaders tasked with implementation perceive, experience, and make sense of this responsibility.

The study narrowed in on the “management control” element of the Financial Sector Scorecard, which includes Employment Equity. This focus is particularly relevant in the banking industry, where transformation efforts have shown measurable but uneven progress, especially at senior levels.

Research Approach

Adopting a qualitative, phenomenological methodology within an interpretivist paradigm, Myeni conducted in-depth, semi-structured interviews with 10 senior leaders (Black and white, male and female) from a large South African retail bank. The study aimed to surface nuanced insights into their perceptions, emotional responses, sense-making, and leadership development needs.

Key Findings

Three major themes emerged:

Mixed Perceptions of Affirmative Action

Leaders held diverse views; some saw Affirmative Action as necessary for redress and inclusion, while others expressed concerns about reverse discrimination or felt ill-equipped to drive meaningful transformation. Both white and Black leaders acknowledged the tension between transformation mandates and operational performance goals.

Emotional and Psychological Impact

The leaders often experienced emotional strain, uncertainty, and fatigue due to the complexity and sensitivity of implementing equity measures. Mental wellness emerged as a critical but overlooked factor influencing leadership effectiveness during transformational change.

Skills and Support Gaps

Many participants felt they lacked the necessary skills to lead transformation successfully, such as emotional intelligence, conflict resolution, change management, and strategic communication. Leadership development initiatives often failed to address these gaps, leaving leaders to navigate complex racial dynamics without sufficient guidance.

Contribution and Implications

The study offered leadership practice and development guidelines aimed at supporting more effective implementation of BBBEE strategies. It suggests that transformational change leadership must be intentional, values-driven, and supported by tailored leadership development that includes wellness, emotional resilience, and systems thinking.

From a theoretical standpoint, the research expanded the body of knowledge on transformational change and leadership within socio-politically complex environments. Practically, it called for a shift from compliance-based transformation to authentic, inclusive leadership that fosters belonging and drives systemic change.

Conclusion

The success of BBBEE, particularly in high-impact sectors like banking, relies not just on policies and scorecards but on the people leading these efforts. Myeni’s research underscores the importance of listening to those voices, leaders navigating the frontlines of transformation and equipping them to lead with empathy, strategy, and courage.

Dr Ronél Burger’s doctoral research investigated the leadership characteristics and styles of Heads (principals) in private schools in South Africa. The motivation stemmed from her extensive career in education and her personal experience in establishing new private schools. She observed that successful leadership in private schools demands a unique blend of educational expertise and business acumen, unlike public schools, where financial viability is not a key concern for principals. 

With private schooling expanding rapidly post the 2008 global financial crisis, identifying the right leaders became critical for sustainable success. This study sought to define traits and leadership styles that would increase the likelihood of success for Heads of private institutions..

Problem Statement and Objectives

The central problem identified was the absence of clear criteria or tools to assess and predict the success potential of school Heads in the private sector. Many initial appointments failed due to mismatched leadership qualities, leading to significant financial and educational consequences. The study aimed to discover whether certain common traits or leadership styles exist among successful Heads and whether these could inform a potential decision-making tool for recruitment.

The Main Objectives

• Examining leadership theories and constructs related to traits, characteristics, and styles.
• Identifying which traits or styles are common to successful private school Heads.
• Compiling a list of criteria that can predict successful leadership.
• Exploring the development of an assessment tool for employers.
• Determining how these leadership characteristics influence school success.

Theoretical Framework

Dr Ronel Burger: Assessing leadership characteristics and styles of heads in private schools in SA

The research was framed using the Head, Heart and Hands model, which integrates cognitive, emotional, and practical aspects of leadership. The Head represents strategic thinking and vision-setting; the Heart relates to emotional intelligence, interpersonal relationships, and inspiring others, while the Hands focus on execution and implementation. This framework was chosen for its comprehensive applicability in assessing leaders beyond traditional management competencies.

Additionally, the study reviewed a broad spectrum of leadership theories, including Transformational Leadership, Servant Leadership, Trait Theory, Situational Leadership, and Emotional Intelligence. It noted that leadership remains a complex and often contested domain, with no universal agreement on what defines success.

Research Methodology

A qualitative research design was employed, given the exploratory nature of the study. Nine participants, all successful Heads of private schools with proven track records, were purposefully selected through a combination of stratified and judgmental sampling. Data collection was multi-faceted, including psychometric assessments (Herrmann Brain Dominance Instrument – HBDI and Gibson Cognitive Test) and personality questionnaires.

The Grounded Theory approach guided data analysis, allowing themes and patterns to emerge inductively from the data. Responses were analysed through the lens of the Head, Heart and Hands framework, and participant insights were coded and color-coded accordingly.

Findings

The analysis revealed a dominant reliance on both the Head and the Heart aspects of leadership among the participants. Strategic thinking, emotional intelligence, and inspirational motivation emerged as significant contributors to successful school leadership. However, there was no singular or universal combination of traits that guaranteed success. Each leader brought a unique mix of qualities suited to their context, suggesting that adaptability and self-awareness are as important as any fixed set of traits.

Despite the variation, the importance of authenticity, emotional intelligence, and purpose-driven leadership was repeatedly underscored. The study concluded that although a decision-making tool may not produce definitive predictions, it could still aid employers in making more informed leadership appointments.

Conclusion and Recommendations

The study affirmed that successful private school Heads exhibit a blend of strategic (Head) and emotional (Heart) competencies, supported by a strong ethical foundation and the ability to inspire teams.

While it was not possible to isolate a fixed set of traits that guarantee success, several recommendations were made:

• Institutions should include psychometric and personality assessments during recruitment.
• Employers should prioritise emotional intelligence and strategic thinking in their criteria.
• Leadership development in private schools should focus on cultivating authentic, purpose-driven leaders.
• Burger recommended further research to expand the data pool and possibly refine an evidence-based decision-making tool. She also highlighted the need for leadership frameworks that are context-sensitive and adaptable to the unique challenges of private education in South Africa.