Original Research

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

Nkosingiphile E. Mkhize, Christian Kayembe, Xolani Thusi

Received: 05 Aug. 2023; Accepted: 10 Sept. 2024; Published: 18 Dec. 2024

Copyright: © 2024. The Author(s). Licensee: AOSIS.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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.

Keywords: 4IR; ethics; government; leadership; technological development; service delivery.

Introduction

The fourth industrial revolution (4IR), similar to its predecessors, has had substantial positive effects on humanity. The opposite is also true, in that technology in the hands of corrupt governments and people can seriously jeopardise world peace and stability. They could also occasionally tamper with elections and referenda held by foreign governments. It has, however, been argued that the presence of ethical and responsible leadership has a role to play in ensuring that such does not take place. The idea of morality has not changed much over time. In the context of cybercrime and other online wrongdoing, values like respect, service, integrity, fairness, honesty, responsibility and honesty continue to be universally acknowledged even when the concept of morality is viewed from diverse sides. To promote and guide leadership growth, the concept of ethics was not only extended to leadership science but was also heavily researched before new theories of leadership. A recurring element in the research is the idea that ethical standards are an integral part of leadership and that unethical leadership becomes a counter-value. As a result, ethical leadership must include both leadership and ethics. In practice, it will be difficult to determine if ethical leadership is right or wrong if it is not tied to specific cultures, leadership contexts conditions and situations.

This study argues that not only is ethical leadership pivotal for the effective implementation and adoption of the 4IR – and its technologies thereof, but it necessitates a different and more rigorous form of leadership – which is responsible leadership. According to Szczepanska-Woszczyna, Pikiewicz and Lis (2015), responsible leadership reflects the degree of hierarchy, can lower unethical behaviour among the key stakeholders, primarily the workforce and directly affects the job satisfaction of those who report directly to the leader. Being a responsible leader helps foster a more moral workplace, which indirectly impacts job satisfaction (Voegtlin 2012). Therefore, this article sheds light on the significance of responsible leadership is to adopt the 4IR in the public sector. As a result, the article makes the case that the 4IR demands moral leadership and responsible leadership from public sector executives. The article concludes by putting out a paradigm that will make it easier to execute the 4IR through moral and responsible public service leadership.

The purpose of this study is to examine the relevance and importance of responsible leadership in the 4IR, which is a critical tenant of ethical leadership in public service. This article aims to address the following secondary objectives further:

• Highlight the role of ethical and responsible leadership in implementing the 4IR technologies in public service.
• Develop a conceptual framework on ethical and responsible leadership for 4IR in the public service.

The afore-described objectives contribute to the significance of this study. The specific significance of this study is grounded upon the following pointers:

• Through updated knowledge, contribute to the ongoing scholarly and industry-related debates on the relevance and role of the 4IR through ethics and responsible leadership.
• Highlight the need for responsible leadership in adopting and implementing the 4IR in public service.
• Highlight the necessity of accepting the positive effects of the 4IR based on ethical and responsible leadership standards and principles.

Thus, this study argues that the 4IR brings substantial potential and problems for the public service in South Africa, and it is through the significance and practice of ethical and responsible leadership to distributing new technology advantages equitably and protecting vulnerable people. It is therefore advisable that leaders prioritise openness, accountability and the public interest and be ready to handle complicated ethical issues. In this study, the term ‘public services’ generally refers to government activities that are carried out for the benefit of the public, such as law enforcement and public health (Spicker 2009). It also includes activities like public service broadcasting and rubbish collection. Additionally, it encompasses ‘social services’ such as medical care, housing, education and social care. Furthermore, the future development of South Africa is contingent upon its capacity to adopt and utilise the technology associated with the 4IR (Campbell 2019). The South African government acknowledges the significance of the 4IR and its capacity to stimulate social and economic advancement. According to the South African Science and Technology Minister, Mmamoloko Kubayi-Ngubane, it is essential for the country’s advancement and ability to compete that they become proficient in the technologies of the 4IR (Olaitan, Issah & Wayi 2021). Moreover, the implementation of innovative technologies is crucial for South Africa to narrow the current disparity in digital access inside its territory and public services. This suggests that having responsible leadership is crucial in successfully navigating the intricacies of the 4IR and ensuring that its advantages are available to everyone and do not exclude anyone. Furthermore, South African policymakers must refrain from merely emulating the strategies of industrialised nations when dealing with the 4IR (Campbell 2019).

This study expounds on debates and scholarly contributions on the concept of the 4IR, responsible leadership and public service in South Africa. Firstly, the article discusses the research methodological orientation – this includes presenting a semi-structured literature analysis to highlight the significance of sources used. Secondly, the study outlines the theoretical orientation. The article further provides a literature review – which will conceptualise terms such as ethics, ethical leadership, complexity theory or thinking and the 4IR. Thereafter, the study elucidates the relationship between responsible leadership and 4IR in the public service. To end off, the article presents the findings and assessment.

Research methods and design

A qualitative research approach was adopted to review document content on ethics, ethics and responsible leadership in the public service. This was conducted by reviewing several secondary and existing data found in scholarly articles, research manuscripts submitted as research reports, master dissertations and doctoral theses on Responsible Leadership in the 4IR in the public sector. In addition, credible institutional and organisational websites were utilised to gather literature on the research subject under investigation. A systematic literature review was further conducted to analyse and pinpoint any additional key prior literature and gaps about the focus and locus of this study. Specifically, this study employs a bibliometric analysis methodology, utilising data sources derived from scholarly literature. The study primarily utilises data sourced from the SCOPUS and Google Scholar databases. The author selected these databases because of their comprehensive data coverage and their strong reputation across multiple scientific disciplines.

The first step in conducting this systematic literature review involved evaluating the pertinence and rigour of the chosen studies. This phase encompasses two primary steps. Initially, the study examined a total of 133 studies from the SCOPUS and Google Scholar Database. To assess the suitability of these studies for this research, the titles and abstracts were reviewed by employing three specific criteria. This was as follows:

• Compatibility with the research subject under investigation – responsible leadership and adopting 4IR technologies in South African public services.
• Relevance to the research subject under investigation.
• The study’s findings or suggested research implications.

During this phase, the authors focussed on reviewing the abstract based on the criteria above. As a result, a total of 103 research studies were excluded, leaving a remaining count of 20 studies focussing on the prospects and challenges of responsible leadership and 4IR in the South African context. Furthermore, a comprehensive evaluation of the 97 studies was conducted by thoroughly examining the complete papers to determine their significance and level of excellence. These studies underwent a feasibility assessment and were independently evaluated based on independent dimensional quality criteria. The criteria are associated with Batini et al. (2009) and Bano and Zowghi (2015). The evaluation process of possible studies to be selected involved the use of multiple criteria, as depicted in Figure 1.

FIGURE 1: Criteria for independent-dimensional quality.

After the initial evaluations, a total of 63 studies specifically focussed on responsible Leadership in the 4IR with a focus on the implications and prospects for the South African public sector (Figure 2). The identification of a restricted number of studies, despite a comprehensive search of the pertinent literature, is a noteworthy observation that aligns with the predetermined inclusion and exclusion criteria. The limited quantity of available research on responsible Leadership in the 4IR with a focus on the implications and prospects for the South African public sector is underscored by the modest number of studies available especially in credible academic databases, such as SCOPUS and Google Scholar (Table 1).

FIGURE 2: PRISMA chart by this study.

To explore the Scopus Database, the search was conducted using the following keywords:

Furthermore, Table 2 provides the inclusion and exclusion criteria for selecting studies for the systematic literature review.

The search resulted in discovering 20 documents from Scopus and 113 documents from Google Scholar related to the keywords mentioned earlier. Then the researchers focussed on including the keyword ‘South Africa AND Public Service’ as it is the unit of analysis of the current study. The narrowing of the search to include South Africa in the keywords resulted in a drastic exclusion of irrelevant sources from the central focus of the study under investigation.

Quality appraisal

For robustness of the systematic literature review, the AMSTAR (Assessing the Methodological Quality of Systematic Reviews) critical appraisal instrument is an 11-item checklist for systematic reviews of either randomised and/or non-randomised studies of a specific phenomenon and is accompanied by a guidance document to assist assessors in making informed evaluations (Shea et al. 2017). It generates an assessment of confidence (high, moderate, low or critically low) based on weaknesses identified across defined ‘critical’ and ‘non-critical’ domains. The AMSTAR checklist was used to assess all submissions meeting the eligibility criteria. Assessments were independently performed by two assessors (NE and C). All were blinded to peer review comments and the final editorial decision but unblinded to the identity and affiliations of manuscript authors. Between-assessor disagreements were not addressed through consensus, but rather the total number of ‘critical’ and ‘non-critical’ weaknesses identified by each independent reviewer was averaged. Table 3 outlines the AMSTAR 11-item checklist.

Two authors of the current study evaluated the methodological quality of the included reviews using the AMSTAR checklist separately and unbiasedly. The items were assessed using three categories: ‘Yes’ (indicating proper handling and awarded 1 point), ‘No’ (suggesting potential underperformance and awarded 0 points) or ‘Not applicable’ (used when the item was not applied and awarded 0 points because of performance failure). Disputes concerning the AMSTAR score were settled through deliberation or by a determination made by the second and third authors (Table 4).

The quality assessment results of the 20 systematic reviews are based on the AMSTAR tool. Out of the total, seven were classified as low quality with an AMSTAR score ranging from 0 to 4, 6 were classified as moderate quality with a score ranging from 5 to 8, and seven were classified as good quality with a score ranging from 9 to 11. None of the research has explicitly recognised the conflict of interest present in both the systematic review and the studies that were included. Furthermore, a limited number of research (4 out of 20) presented a comprehensive list of the studies that were included and eliminated. Additionally, only a fraction of the studies (7 out of 20) disclosed the methodology employed to integrate the results of the investigations. Roughly half of the studies examined the scientific rigour of the included studies (9 out of 20), although all of the studies met at least one quality standard.

Furthermore, Figure 3 shows the trend of ‘Documents by Source’, which publishes various studies on Responsible Leadership in the 4IR for the South African Public Service from 2019 to 2024. The trends indicate that SCOPUS database publications only commenced in 2019. Part of the reason is that the 4IR was first formally mentioned by Klaus Schwab in 2016. Since 2019, Figure 3 shows that approximately one to seven articles that meet the selection criteria of this study were published annually between 2019 and 2024. It can be said that global researchers who are concerned with responsible leadership and the 4IR are of concern to global researchers every year. The need to understand the contribution and nexus of responsible leadership in the 4IR for the South African Public Sector is the reason this study was conducted.

FIGURE 3: Documents publication trends on the keywords search (2019–2024).

Furthermore, Figure 4 shows that the top 10 countries with the most published documents concerning responsible leadership and 4IR in South Africa are as follows: (1) South Africa with a total of four documents and a total of 26 citations; (2) Australia with a total of two documents and 37 citations and (3) Canada with a total of two documents and 15 citations. This indicates that studies on responsible leadership and 4IR for the South African public service currently exist although these do not specifically focus on the public service. Therefore, this impacts understanding the implications, relevance and relationship of the concept (responsible leadership) to the 4IR in the public service.

FIGURE 4: Documents found according to country or territory (2019–2024).

Figure 5 illustrates that several types of publication documents have several documents about responsible leadership and 4IR for the South African public service. The types of publication documents include 45% of Scopus publications being nine books; 35% of Scopus publications being seven articles; while there are three book chapters which account for 15% of the overall types of publications and one conference paper which accounts for 5%. The data show that there are still various types of scientific publications on responsible Leadership in the 4IR with a focus on the implications and prospects for the South African public sector according to the trend of scientific publications by global researchers published in various publishers. Overall, there is still a lack of comprehensive insights explaining responsible leadership in the 4IR with a focus on the implications and prospects for the South African public sector especially in developing countries.

FIGURE 5: The most published document types on responsible leadership in the fourth industrial revolution with a focus on the implications and prospects for the South African public sector.

Figure 6 shows 11 subject areas of publication that contain documents on the topic of responsible Leadership in the 4IR with a focus on the implications and prospects for the South African public sector that were published from 2019 to 2024. Within the research issue, the fields of study such as Business Management are the most researched with 15 scholarly contributions which is 41.7% of publications on Scopus, the most from any field of study. Thereafter, Economics, Econometrics and Finance have resulted in 10 contributions, accounting for 27.8% of the total Scopus publications. The Social Sciences subject area is one of the most popular fields of study and accounts for eight scholarly contributions which translates to 22.2% of Scopus publications on responsible leadership in the 4IR with a focus on the implications and prospects for the South African public sector. Although the subject area is predominantly dominated by the fields of Social Sciences and Business Management, the data also show that the study of responsible leadership in the 4IR with a focus on the implications and prospects for the South African public sector, especially in developing countries needs to be understood in various contexts by observing other fields of study.

FIGURE 6: The most published subject area on responsible leadership in the fourth industrial revolution with a focus on the implications and prospects for the South African public sector (2018–2024).

Lastly, the qualitative data gathered was analysed using thematic content analysis. Neuendorf (2002) defined content analysis as a systematic method for identifying and condensing the message content in qualitative data. The analysed data are presented in arguments – thus, symbolising that a content analysis was utilised.

Review of literature

In the public service, the theoretical relationship between leadership and the 4IR needs more development. One thing is for sure: leaders must embrace the complexity and change the 4IR offers. The theoretical and philosophical foundations of this work will be highlighted in this part. This article uses the complexity theory as the theoretical foundation of the study. El-Ghalayini (2017:6) points out that complexity theory has emerged as an important theoretical vehicle for understanding the public sector. According to Sammut-Bonnici (2014), complexity theory explains how systems grow, adapt and evolve. Complexity is used in this article to describe how connections between members of different systems result in collective behaviour and shed light on how a system interacts with its surroundings. In the context of this study, complexity theory is used to understand the role of responsible leadership in implementing the 4IR in public service.

Although complexity theory has roots in the natural sciences, it has been successfully applied to the social sciences in fields like management and organisation theory (Stacey, Maguire and McKelvey in Klijn 2008). According to Braybrooke and Lindblom (in Klijn 2008), complexity theory received much attention from a public administration standpoint because of the conflict within the field in earlier years. Initially, it was thought that ‘unified, rational agents’ controlled public organisations. Conversely, as time passed, it became clear that public administration, and especially the process of creating public policies, was a complicated function of the government that needed a multi-actor strategy (Pressman and Wildavsky in Klijn 2008). The fact that complex systems could be linear or non-linear is significant for this study. The 4IR calls into question the linear presumptions under which we function and live, and it urges conventional leadership to embrace instability, non-linearity and disruption. Leaders who are radical and willing to challenge conventional ideas are needed in public organisations. Change and transformation management will demand ‘nothing less than a personal conversion’ from those in charge of public organisations (Lewin and Regine in Jarbandhan 2018). The 4IR offers a public service setting where innovative leaders with flexible mindsets can handle the shift.

While the focus and locus of this study centres around responsible leadership and 4IR, this section commences with the discussion of ‘Ethics’ as a concept, and moves further to discuss ethical leadership – thereafter, responsible leadership is then delved into. This sequence of discussion is motivated by the notion that ethics in leadership is a departure point for both ethical leadership and responsible leadership – which are conceptual constructs in the ethics and leadership framework. Thus, this study’s literature proposes the conceptual framework for improved public service delivery through the 4IR with ethics and ethical leadership as departure points. These departure points are then influenced by the theorem that discusses public service delivery in the context of the 4th industrial revolution, specifically complexity theory or thinking. A conceptual framework is presented in Figure 7 to illustrate this proposed conceptual framework based on the reviewed literature and the theoretical framework.

FIGURE 7: Conceptual framework for public service delivery through responsible leadership in the fourth industrial revolution.

Ethics

For this study, the concept of ethics is discussed as the first conceptual component despite the focus of this study being on responsible leadership. This is because responsible leadership is a fairly new paradigm, as a result, a transition from ethics and ethical leadership is necessary to provide a comprehensive understanding of responsible leadership.

The Greek word ‘ethos’ is the origin of the term ‘ethics’. Originally, it referred to a place of residence as well as to a habit, custom or convention (Bartneck et al. 2021). One of the major categories of philosophy is ethics (Deigh 2012). Credit is given to Cicero for translating the Greek phrase into Latin with ‘mores’ (ethos, customs), from which the present concept of morality is derived, according to Bartneck et al. (2021) (Cicero 44BC). Depending on whom you ask, the phrase might mean different things. Immanuel Kant, a German philosopher, defined ethics as the study of ‘What should I do?’ (Kant 1788). Aristotle, on the other hand, believed that the highest state of enjoyment, known as eudaimonia, could only be attained through the pursuit of ideal behaviour (Rich 2020). However, the commonly held belief emphasises the importance of being aware of what is right or wrong and acting based on that knowledge.

Resnik (2020) argues that ethics is a practice that applies to everyone employed in society. According to Grigoropoulos (2019), ethics is a universally applicable code of ethics for behaviour. Most people begin to sense good and wrong when they are young, and moral development happens throughout life. Many ethical principles, such as not harming others and helping and serving others, appear to transcend region, family or culture, but they remain the personal principles of everyone. Societies also have laws that regulate behaviour, but ethical standards are typically more expansive and informal than legal requirements. This study focusses on the importance of responsible leadership for implementing the 4IR in public service. According to Holtzhausen, ethical values are the foundation of every organisation, and senior managers must set organisational values. Goss (1996) wrote that ethical expectations for public administrators should differ among citizens, elected officials and the career bureaucracy itself. Governments need to have a firm grasp on how technology will change society and policymakers must be thorough when analysing how technology might improve many aspects of society. The moral conundrum grows more pressing in light of the 21st century’s tremendous technological advancement, as seen in the 4IR. Governments need to have a firm grasp on how technology will change society, and policymakers must be thorough when analysing how technology might improve many aspects of society.

Ethical leadership

Before unpacking ethical leadership, it is imperative to understand the notion of leadership, which is not only important for this section but is evidently a central concept to this study. A typical definition of leadership describes it as the process through which a person inspires a group of others to accomplish a shared objective (Northouse 2016). These elements are fundamental to this definition: Leadership is a process that includes influence, happens in groups and has shared objectives (Eisenbeiss 2012; Northouse 2016). Every practitioner and researcher has ethical leadership on their agenda. Because ethical leaders should establish a favourable and ethical work environment via various means, they may prevent damaging controversies inside the firm (Dickson et al. 2001). There has been a new surge of interest in the leadership literature, which has studied its ethical component. This developing interest in ethical leadership has resulted in several frameworks examining ethical leadership as a significant predictor of beneficial results. According to Greenleaf’s (1977) servant leadership theory, leaders’ fundamental obligation and the core of ethical leadership is to serve their followers. Most scholarship on the ethical component of leadership has focussed on transformational and charismatic leadership (Bass & Avolio 2000). The ethical aspect of leadership is a minor component of transformational and charismatic leadership’s nexus of inspiring, exciting and visionary leadership behaviours.

Ethical leadership is ‘the presentation of normatively right behavior via personal acts and interpersonal interactions, and the encouragement of such behavior among followers through two-way communication, reinforcement, and decision-making’ (Brown, Trevino & Harrison 2005). Darcy (2010) further argues that ethical leadership is not about a process but rather a way of being and making the right choice. Grace, Ebbers and Kell (1996) further mention that Ethical leadership should be understood through the 4-V model. This model presumes that a framework integrates the internal (beliefs and values) with the exterior (behaviours and actions) to advance the common good. Adopting this model is pivotal for public service and those entrusted with serving the public or pursuing the common good. Kar (2014) emphasises that the desire for ethical leadership is rising. Ethical leaders differentiate themselves by doing complex, controversial and even momentarily unprofitable things in the interest of long-term health and value. The 4-V model is based on the following pillars that ethical leadership should be based on – and views ethical leadership from an individual perspective, a leader’s role (Figure 8). According to Grace (1998), these are:

• Values: Understanding and upholding the institution’s fundamental beliefs are ethical leadership’s foundation. This begins with integrating the leaders’ distinct values into decision-making on all levels of their personal and public lives by first identifying the values at the centre of their identities.
• Vision: Leadership should be based on Vision which is the capacity to frame the activities, especially those in the service of others, inside a realistic image of what should be.
• Voice: Leaders should use their voice in communicating their Vision to others genuinely and persuasively inspiring and encouraging them to take action.
• Virtue: Recognising that we become what we practice, we cultivate virtue by engaging in virtuous action – that is, by attempting to do what is right and good. Thus, one cultivates the character of virtue. Specifically, virtue represents the common good. It is guided by the following question: How are my beliefs, vision and voice consistent with the common good?

FIGURE 8: The 4-V model of ethical leadership.

From ‘ethical’ to ‘responsible’ leadership

In the body of available literature, several perspectives on analysing the concept of responsible leadership can be found. Among the first authors to discuss the concept of responsible leadership were Bass and Steidlmeirer (1999), Maak and Pless (2006, 2011) and Waldman and Galvin (2008). These authors set the tone for the discussion of the concept of responsible leadership. For instance, Bass and Steidlmeirer (1999:16) defined responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction, while Waldman and Galvin (2008) argued that the focus of responsible leadership is on effective leadership.

Waldman (2011) argues that the concept of responsible leadership presents some new and exciting possibilities for leadership ethics. According to Szczepanska-Woszczyna et al. (2015:547), responsible leadership is a process of interaction with stakeholders integrating around a shared goal, taking place in the organisation and outside and based on values and principles of ethics. Voegtlin (2011) thinks responsible leadership is a continuum concept, ranging from irresponsible leadership to responsible leadership. In the context of public service, responsible leadership requires Director Generals (DGs), Heads of Departments (HoDs) and other senior managers to provide a moral example for staff and to emphasise the significant impact they may have. Shaaban (2021) notes that the concept of responsible leadership arose because of a lack of leadership theories to explain the purpose of leadership as well as the challenges with the existing theories. Nevertheless, Miska and Mendenhall (2018) explain that there is a high demand for more research on the concept and the need to feed the literature with more research and clarity relating to the concept. According to Miska and Mendenhall (2018), responsible leadership is defined as:

[T]he global exercise of ethical, values-based leadership in the pursuit of economic and societal progress and sustainable development through the art of motivating, communicating, empowering, and persuading people to engage with a new vision of sustainable development and the necessary change that this implies. (p. 405)

Ciulla (2004) and Maak and Pless (2006) underline the emotional component of responsible leaders’ behaviour in addition to their rational (effectiveness) behaviour. According to Burton-Jones (2012), responsible leadership, moral conduct, consideration for stakeholders and sustainable practices are all stressed as part of the multifaceted phenomenon of responsible leadership, which involves individuals, groups and organisations.

Unpacking responsible leadership can be conducted from both an internal and external perspective. The relationship between the boss and the team members is a part of the internal dimension. The ethics of actions made by employees are significantly influenced by the managerial behaviour in the organisation (Metwally et al. 2019). Corporate-level institutional measures, such as a code of ethics or ethical framework, are strengthened when developed by management with significant employee input during both creation and implementation. These measures support ethical practices within the organization. Additionally, the external dimension addresses the corporation’s engagement and interaction with external stakeholders, ensuring accountability and alignment with broader societal values. By (re)establishing public trust and generating value for stakeholders, the leadership duty significantly contributes to attaining sustainable company success. The difficulty lies in striking a balance between the needs of the organisation and those of its stakeholders, establishing two-way communication with those stakeholders, identifying areas where interests diverge and converge, and engaging in talks to settle possible conflicts. Additionally, it is crucial to actively involve leaders in finding economically sensible and practical solutions to pressing social issues while utilising the offered goods and services.

Therefore, the question is whether or not accounting for how business activity affects society, and the environment is essential to achieving economic efficiency (Szczepanska-Woszczyna et al. 2015). Jing and Avery (2004, 2008) highlight several leadership paradigms in the management and advisory literature, including the traditional, transactional and visionary models, as well as the new, emerging paradigm of participatory leadership and co-leadership (the authors use the term ‘organic leadership’), which demonstrates higher levels of trust between managers and employees. Effectiveness in ethical behaviour, however, is a result of applying superior ideals that define the long-term manner of operating in the market and not from some personal traits of a leader (Collins & Porras 2003). It is highlighted that respect, rather than coercive tactics, is the foundation for responsible leaders’ strength and acceptance among their subordinates (Cialdini 2001). According to Bennis and Nanus (1997), leadership is more than just exercising influence; it also involves providing business members’ activities with new meaning. Leadership is also a process of social transformation within the organisation.

Bennis and Nanus (1997) further point out that leadership is more than just exercising influence; it also involves providing public service activities with new meaning. Leadership involves driving social transformation within an organization. It prioritizes ethical and moral behavior aligned with organizational values, ensures transparent and clear communication with team members, fosters openness to feedback, supports the growth and development of subordinates, and underscores the importance of making value-driven decisions that are visibly consistent and impactful (Metwally et al. 2019). Szczepanska-Woszczyna (2015) argues that to develop one’s identity as a responsible leader, one must address six areas of challenge: Value basis, internal vs. external image, temporal perspective, role-playing, an expectation of success and leader-follower relationships are variables.

One must carefully consider their value system to discover their genuine self. The business or other organisation needs to identify and embrace a set of values that every one of its members can agree on at the organisational level. When individual and corporate ideals line up, something occurs. One must address two crucial questions concerning moral leadership, and these are: Do they believe their self-perception matches the one they project to others?; and Is their internal or external image more favourable or unfavourable? Responsible leaders cannot be pompous braggarts or docile followers. The hierarchy level is reflected in responsible leadership, which can also reduce unethical behaviour among essential stakeholders, particularly the public service, and directly impact the happiness of people who report to the leader. Voegtlin (2012) argues that responsible leaders foster a more moral public service, indirectly improving job satisfaction. There is a link between ethics and responsible leadership. Responsible leaders can build an ethical environment (Doh & Quigley 2014). Various definitions of the concept of responsible leadership are linked to ethics. However, Brown and Trevin’o (2006) disagree with the notion of responsible leadership being limited to ethics by pointing out that responsible leadership is not only limited to ethics.

Fourth industrial revolution

One must discuss the first three revolutions to discuss the 4IR. The first industrial revolution is human history’s most distinguished turning point (Mohajan 2019). During this period, coal was used as the main energy source and railways were the main form of transportation (Yasar 2024). In terms of capital invested, output value and employment, textiles and steel were the two most important industries. According to Vickers and Ziebarth (2019), the second industrial revolution typically occurred between around 1870 and the early 20th century, which corresponds to the time between the conclusion of the American Civil War and the start of World War I. As Gordon (2016) argues it covered ‘virtually the entire range of human wants and needs, including food, clothing, housing, transportation, entertainment, communication, information, health, medicine, and working conditions’. During the second industrial revolution, the world witnessed significant innovations in transportation, such as roads, steamboats and, most notably, railroads.

Schwab (2015) writing for an online publication called Foreign Affairs argued that the third industrial revolution used electronics and information technology to automate production. The development of fast communication and metadata led to the third industrial revolution. The Advanced Research Projects Agency Network (ARPANET), the first network to use the Transmission Control Protocol/Internet Protocol (TCP/IP) protocol suite and an early packet switching network, catalysed these advances during the third industrial revolution. The 4IR comprises all the developments obtained during the first three revolutions. However, the 4IR had better electricity supply, technology, faster and more sophisticated communication and transportation networks, better Internet connectivity and better manufacturing processes. This implies that the 4IR used technology in every economic, social and environmental activist to obtain the best possible outcomes.

According to Kayembe and Nel (2019:81), the 4IR was based upon the expansion of several earlier revolutions’ triumphs. There have been three significant industrial revolutions in history. Human populations evolved from agricultural pursuits to the use of machinery during the first industrial revolution. Steel, chemicals, electricity and several other industries experienced substantial technological advancements during the second industrial revolution. According to Roberts (2013), the third industrial revolution was fuelled by technological improvements in the manufacturing, distribution and energy sectors. Table 5 provides a summary of the four industrial revolutions.

Klaus Schwab, the founder and executive chairman of the World Economic Forum, coined this phrase (Fazlul Hoque 2019). Kayembe and Nel (2019) point out that the 4IR is the era of digitisation that is currently in progress, characterised by advances in smart cities and factories, digitally connected goods and services, and an increasing amount of domestic and commercial automation of jobs and services. Ndung’u and Signé (2020) add that a new era of economic disruption with uncertain socioeconomic repercussions for Africa has been ushered in by the 4IR, which is characterised by the fusion of the digital, biological and physical worlds as well as the increasing use of new technologies like artificial intelligence (AI), cloud computing, robotics, 3D printing, the Internet of things (IoT) and advanced wireless technologies, among others.

The 4IR will have far-reaching implications on almost every aspect of daily life, influencing how people interact with technology and changing where and how work is accomplished. As a result of advances in computer power and efficiency in terms of real-time data gathering, analysis and decision- and prediction-making capabilities, the 4IR era is ushering in a fully connected digital age. Miller (2015) describes a future where people move between online and offline reality while using linked technology to allow and govern their lives known as the 4IR. According to Kayembe and Nel (2019), the new revolution encompasses new ideas, new possibilities, new creations and new inventions, which leads to breaking frontiers. This implies that the three previous industrial revolutions changed how the government and the private sector deliver their services, and the 4IR can do the same. Through various characteristics of the Fourth Industrial Revolution (4IR), such as big data, artificial intelligence (AI), the Internet of Things (IoT), and 3D printing, leaders in government institutions can enhance their efficiency and effectiveness in conducting operations and delivering public services.

Tenets of the fourth industrial revolution

A Deloitte Insights report (2020) showed that the 4IR, or Industry 4.0, is the union of physical assets and cutting-edge digital technologies like the IoT, AI, robots, drones, autonomous vehicles, 3D printing, cloud computing, nanotechnology and others that communicate, analyse and act on information. This enables businesses, consumers and society to be more adaptable and responsive and to make more informed, data-driven decisions. A third of current employment is expected to be replaced by these traits (Oosthuizen 2017).

The word ‘Artificial Intelligence’ was officially coined in 1956 by Marvin Minsky and John McCarthy, computer scientists at Stanford (Mhlanga 2020). Haefner et al. (2021) point out that digital platforms and AI have limitless potential to shape and underpin the workplace. In the current generation, AI is visible in electronics, cell phones and cars. Kayembe and Nel (2019) state that AI is the ability of computers to perform complex functions associated with human intelligence. According to Patel and Patel (2016), the goal of the IoT is to connect things at anytime, anywhere, with anything and anyone, ideally using any path/network and any service. The IoT includes the different and countless physical devices connected to the Internet and collecting and sharing data around the world. These include smart TVs connected to computers, cell phones and the Internet. By connecting all of these various items and equipping them with sensors, otherwise simple devices gain a level of digital intelligence that enables them to exchange real-time data without the assistance of a person (Ranger 2020). In other words, these are aspects that make life easier for human beings. Government leaders could use these types of technology to implement services and policies. Government leaders in the decision-making process could also use these technologies. For example, government leaders could utilise IoT, AI and robots to regulate citizens. However, this calls into question the issue of ethical behaviour. Figure 9 summarises the critical characteristics of the 4IR.

FIGURE 9: Characteristics and components of fourth industrial revolution.

Integrating diverse 4IR technologies has the potential to alter public services by making them more efficient, responsive and inventive. The value of these technologies in public service stems from their ability to increase efficiency and decision-making, and give new solutions to challenging situations. However, it is vital to stress that the successful integration of new technologies necessitates careful consideration of ethical implications, data privacy and security considerations in order to ensure that public services are not just innovative but also responsible and inclusive. Table 6 summarises the critical characteristics of the 4IR and their relevance to public service.

It is usual for some people to think of sophisticated technology as primarily being about effectiveness, cost-cutting and profit-maximising. To succeed in this era, organisations and executives must understand how technology can enhance all facets of their business, including overall business strategy, workforce and personnel strategies, societal effects and technological operations. The Deloitte Insights (2020) study discovered that some organisations and leaders, particularly those with comprehensive Industry 4.0 strategies, outperform others. Schwab (2016:31) explains that the scope and breadth of the unfolding technological revolution will usher in unprecedented economic, social and cultural changes that are difficult to fathom. Leaders face complex tasks in restoring trust and respect in leadership and organisations. Leaders are required to guide their teams through difficult times and unclear situations, pave the path forward and serve as role models.

Additionally, the global economy is becoming more unpredictable, and there is a general atmosphere of distrust and cynicism. These are challenging economic and political circumstances by any standard. When making decisions that will impact the long-term viability of their firms, leaders must lead their teams and keep these influences in mind. Leaders should take advantage of their ability to influence the 4IR and guide it towards a future that represents their company’s values and performance. Schwab (2016:31) argues that empowered players must understand that they are part of a dispersed power structure that needs more cooperative forms of engagement to prosper in light of the 4IR’s disruption of traditional political, economic and social paradigms.

The relationship between responsible leadership and fourth industrial revolution to the public service: A step towards innovation

In the public sector, the 4IR provides prospects for higher efficiency, data-driven decision-making and better service delivery. However, it also raises concerns about privacy, security and possible employment displacement. Responsible leadership in public service needs to navigate the complexities of the 4IR by ensuring that technological advancements align with ethical principles and societal values. Responsible leaders in the public sector in the era of 4IR must promote responsible data use, transparency and accountability in the public service. Responsible leadership takes the initiative to build ethical frameworks for technology developments that allow public servants to avoid potential pitfalls and create trust among the public. Similarly, Veldsman (2022) also points out that responsible leadership is needed within and by organisations to ensure the humane use of technology in doing good and avoiding harm. In other words, although the 4IR technologies have the potential to improve the public service, responsible leaders in the public service have to ensure that these technologies are used for the good and the benefit of society.

In addition, Manda (2022) argues that responsible leadership influences change in institutions as they help in shaping the desired behaviour of role players, allocation of resources, and developing supportive policies and other institutional mechanisms for facilitating transformation. Coetzer (2020) is of the view that leadership has to recognise the 4IR as an enabling revolution, leveraging converging technology to create human-centred opportunities that transcend national and continental boundaries. Responsible leaders in public service must traverse the complexity of the 4IR by ensuring that technical improvements are consistent with ethical principles and societal values. Responsible leadership takes into account the creation of a culture of continuous learning and adaptation, as well as encouraging collaboration among government agencies, industry and civil society to address difficulties and capitalise on the 4IR’s benefits.

The 4IR era brings complexity and uncertainty to the public service. Therefore, responsible leaders can adapt to the changes, challenges and uncertainty in their respective organisations (Karia & Abu Hassan Asaari 2019). Responsible leadership is likely to have a significant influence on trust between a leader and followers (Eisenbeiss & Giessber 2012). As such, responsible leadership is critical for establishing and maintaining trust in government operations, particularly as technology is increasingly incorporated into public services during the 4IR era. Again, in the 4IR era, transparent decision-making, clear communication and a commitment to accountability undertaken by leaders will contribute to public trust in the government’s ability to wisely use the benefits of the 4IR technologies.

Moreover, 4IR’s importance to public service stems from its revolutionary ability to improve efficiency and service delivery, stimulate innovation and raise citizen participation. For instance, the advent of 4IR has accelerated e-Government platform development (Layton-Matthews & Landsberg 2022). Erasmus (2021) also adds that the likes of the IoT, robotics, AI and virtual reality (VR) can be utilised in government to improve service delivery and deal with inefficiencies as is currently the case in the South African public service. Raphulu (2019) supports that these new digital technologies associated with the 4IR have enormous efficiency-boosting and cost-cutting potential for public service.

Ethics play an essential role in public service. Public servants at any level of government are expected to behave ethically to build trust with the public. This is because of this mistrust, ethics and values have been developed to offer the public and local, state and federal governments much-needed accountability. The fact that public officials are held to a considerably higher standard of ethics than the common person is further supported by this. Through ethics, public workers are held accountable. Following an ethical code makes sure the public gets what it needs fairly and equitably. The public’s trust in government is a standard indicator of the performance of public administrations and a measure of how well democracies function. According to Shava and Mazenda (2021), to prevent public servants from straying from their core responsibility of serving the public in an open and accountable manner, ethics acts as a crucial watchdog. It is crucial to remember that ethics help citizens assess the decisions made on their behalf by public officials and help public officials make better decisions in the public interest.

Public accountability makes sure that representatives of the people are held openly responsible for the choices they make. The absence of government accountability and ethics allows for the flourishing of corruption and malpractice. In terms of South Africa, Ijeoma and Sambumbu (2013) explain that effective public accountability remains increasingly a challenge for most of South Africa’s public service. Prioritising public ethics and accountability can aid in preventing the greatest abuses of power and urge local governments to make decisions that are more fair and responsible. In addition, accountability and ethics, are the key determinants for effective public service (Shava 2021). Therefore, public servants behaving ethically reflects the excellent quality of that field. Promoting and upholding a high standard of professional ethics is one of the essential values and principles of public administration stated in Chapter 10 of the Constitution of the Republic of South Africa.

Unethical behaviour has negative consequences for the public at large. Ethical behaviour within the public service promotes good governance. One of the most prominent unethical behaviour within the public sector is a public servant’s misuse of public funds. Ethical behaviour within the public service helps ensure that the financial resources or any other resource are utilised efficiently and effectively for the benefit of the public. Hai and Van (2021) point out that the 4IR will make ethical leadership even more critical in improving leadership performance. The 4IR has the potential to promote sustainable development within the public service. However, it appears that ethical leadership is closely related to organisations’ long-term development and performance, so from the 1980s to the present, the concept of ethical leadership has been found in experiments (Hai & Van 2021). Therefore, current public service leaders need to embrace the different tenets of 4IR. These tenets ensure the continuity of services to the public at the highest level.

Jarbandhan (2021) argues that a new generation of public leaders is needed to ensure an ethically sound government that understands complex issues such as personal data ownership, the security of social infrastructure, and the rights and responsibilities that come with it. To fully enjoy the benefits of 4IR in the public sector, public officials will need to adopt ethical behaviour. In other words, ethical leadership within the 4IR calls for inclusiveness and equity in the allocation of government services. Oswald-Herold, Elbert and Feit (2018) argue that ethical character and decision-making are central pillars of a leader’s effectiveness. Ethics in public service is not just a concept but also a necessary and obligatory practice. Citizens expect public officials to be professional, honest and, most importantly, ethical.

Ethical considerations

This article followed all ethical standards for research without direct contact with human or animal subjects.

Results and discussion

The literature review provided delves into several interrelated themes centred around responsible leadership and the 4IR. The concept of ethics, derived from the Greek word ‘ethos’, is foundational to both ethical and responsible leadership. It encompasses a broad understanding of what constitutes right and wrong and emphasises the importance of moral behaviour in societal and organisational contexts. The article also explores the definition and importance of ethical leadership. The article found that creating a positive work environment, preventing controversies, and integrating values and behaviours contribute to serving the common good. The 4-V model (Values, Vision, Voice and Virtue) is highlighted as a framework for ethical leadership in public service. While responsible leadership is discussed as an ethical and social-relational phenomenon that goes beyond traditional leadership theories, it emphasizes the role of leaders in fostering sustainability, inclusivity, and accountability by aligning their actions with broader societal values and long-term goals. It involves interaction with stakeholders and is based on values and ethical principles. Furthermore, responsible leadership includes internal organisational aspects such as managerial behaviour and ethical frameworks, as well as external interactions with stakeholders to rebuild trust and address social issues responsibly. The literature identifies six areas of challenge for responsible leaders: value basis, internal versus. external image, temporal perspective, role-playing, the expectation of success and leader-follower relationships. These areas are crucial for developing a responsible leadership identity. The 4IR is contextualised within the broader history of industrial revolutions, from the use of coal and steam engines in the first to the advent of digital technologies in the third. The 4IR is characterised by advancements in AI, IoT, robotics, 3D printing and other technologies. These innovations have profound implications for public service delivery, necessitating responsible leadership to navigate the ethical and societal impacts. The 4IR’s potential to transform public services and improve efficiency is emphasised. However, it also raises ethical concerns that responsible leadership must address to ensure technology benefits society equitably.

The central arguments made in this article entail that the transition from ethics to ethical leadership and then to responsible leadership underscores the importance of a strong ethical foundation. As public service institutions, agencies and enterprises adopt 4IR technologies, ethical leadership becomes critical in guiding these changes responsibly. It must also be noted that responsible leadership is a multifaceted concept. Responsible leadership is not just about ethical behaviour but also involves social-relational aspects and stakeholder engagement. Leaders must balance organisational goals with societal needs, fostering trust and addressing ethical dilemmas posed by new technologies. The integration of 4IR presents both opportunities and challenges. Thus, responsible leadership is essential in ensuring that technological advancements are harnessed for the public good, addressing issues such as job displacement, data privacy and equitable access to technology. Importantly so, the study argues that through grounding leadership practices in strong ethical principles and engaging stakeholders effectively, public service leaders can ensure that technological progress benefits all members of society. This analysis highlights the need for continued research and the development of integrated leadership frameworks to address the evolving landscape of the 4IR.

The study’s findings further indicate that the shift to the 4IR era requires a substantial need for enhancing the skills and knowledge of civil servants through upskilling and reskilling. The indicated abilities are crucial for improving service delivery and tackling the obstacles presented by the use of new technology. Analytical thinking, active learning, complex problem-solving and critical thinking are essential talents that empower civil servants to effectively traverse and utilise 4IR technologies. Civil servants are further empowered to create and adapt to the changing technological landscape through the development of creativity, leadership and technology-related abilities.

Responsible leadership plays a crucial role in successfully implementing 4IR technologies. Leaders in the public sector must possess the necessary skills and abilities to exert social influence and promote innovation, all while upholding a strong sense of moral and social responsibility. This form of leadership is crucial for tackling the social and economic disparities that could be worsened by the 4IR. Promoting equal access to technology and opportunity for marginalised groups is crucial for creating a public service environment that is inclusive and fair. The study emphasises the immediate requirement for deliberate measures to address the skills gap in the public sector. This encompasses focussed training initiatives and ongoing professional development to provide personnel with the essential competencies required for the 4IR era. Additionally, it will be essential to cultivate a culture of accountable leadership to navigate public service through technological advancements and guarantee the fair distribution of the advantages brought by 4IR technologies.

Conclusion

The purpose of this study was to examine the relevance and importance of the 4IR through responsible leadership, which is a critical tenant of ethical leadership in public service. The study concluded that ineffective leadership among South African government officials is to blame for the country’s chronic service delivery problems. The study has also established 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 (especially the workforce) and reflects the leader’s moral compass. In their role as regulators, governments must provide an enabling environment for the technological benefits of the 4IR to be realised and enjoyed. Governments are tasked with rendering services to the general public, and it currently seems like most governments are confronted with many unfulfilled public service obligations. In the haze of unfulfilled service obligations, the government is confronted with inadequate public service delivery, as seen by a rise in service delivery protests since the democratic government seized power in 1994. The difficulties associated with inadequate service delivery in South Africa can be linked to the ineffective leadership of government officials. For the government’s implementation of 4IR to improve public service delivery to be successful, responsible and accountable leadership will be required. The 4IR has the potential to improve public service delivery in South Africa if it is adequately promoted and put into practice. Governments as regulators will need to create an enabling environment, including protection of the public interest and oversight, in order to realise the benefits of the 4IR and reap its intended benefits. In South Africa’s local government institutions, there is a considerable drive for citizen participation, engagement and openness. Therefore, this is a key route for advancing 4IR technology. It is a location where e-Government technology can be incorporated to deal with some of the common developmental challenges.

Acknowledgements

The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.

N.E.M. is the main author of this publication – and compiled and finalised the secondary data collection phases, writing up and analysis of the gathered data. While C.K. and X.T. contributed to the conceptualisation, literature and finalisation of the article.

This research received no specific grant from any funding agency in the public, commercial or not-for-profit sectors.

Data sharing is not applicable to this article as no new data were created or analysed in this study.

The views and opinions expressed in this article are those of the authors and are the product of professional research. It does not necessarily reflect the official policy or position of any affiliated institution, funder, agency or that of the publisher. The authors are responsible for this article’s results, findings and content.

References