South Africa’s service delivery in the 4IR era: The need for responsible leadership

Abstract

Background: It is argued that fourth industrial revolution (4IR) and its technologies need not just ethical leadership but also a more effective kind of leadership known as responsible leadership to be successfully implemented and adopted. Technology has the potential to enhance significantly existing service delivery mechanisms.

Aim: This research examines the 4IR through the perspective of responsible leadership of senior managers in public administration, a cornerstone of public sector ethics at the helm of public institutions.

Setting: This study focusses on the South African public sector in general with a consideration of a few public services.

Methods: A qualitative research approach was used in the study, and the study reviewed the literature on the phenomenon under investigation. The reviewed literature consisted of secondary sources of data such as peer-reviewed articles, information on credible websites, scholarly books, and institutional and technical research reports.

Results: This research suggests that leadership that is not responsible among South African administrative officer-bearers is to blame for the country’s chronic service delivery problems. In addition to influencing the job satisfaction of those directly under the leader’s supervision, responsible leadership reflects the authority the leader holds, can reduce unethical behaviour among the major stakeholders and reflects the leader’s moral compass.

Conclusion: The study concluded that ineffective leadership among South African government officials is to blame for the country’s chronic service delivery problems.

Contribution: This article seeks to contribute to the continuing discussions about the significance of innovation and leadership in the period of the 4IR.