Building transformational leaders: Assessing retail leadership maturity via an HR lens

Orientation: The retail industry in South Africa is experiencing significant transformations due to Industry 4.0 and 5.0, necessitating a focused examination of leadership development maturity. Research purpose: To assess the application of the Leadership Development Process Maturity Index (LDPMI) within the South African retail industry, using transformational leadership as its underpinning theory. Motivation for the study: A critical gap exists in understanding leadership development maturity as retailers navigate technological transformations, particularly in emerging markets where structured leadership development approaches are crucial. Research approach/design and method: The study employed a qualitative, exploratory approach using Interpretative Phenomenological Analysis, involving eight Human Resource specialists from four major South African retailers representing diverse retail categories. Main findings: Analysis revealed an overall ‘emerging’ maturity status of 58% across leadership tiers. Some retailers demonstrated more balanced approaches, with Retailer C showing maturity levels of 60%, 61%, and 70% across junior, middle, and senior leadership respectively. A significant industry-wide gap was identified at the middle leadership tier (50% average), indicating challenges in succession planning. Practical/managerial implications: The study identified critical transformational leadership competencies aligned with Bass’s framework: self-leadership (idealised influence), adaptability (intellectual stimulation), and interpersonal skills (individualised consideration), vital for fostering knowledge-sharing and driving technological transformation. Contribution/value-add: The research demonstrates LDPMI’s effectiveness in assessing leadership development in retail contexts while providing organisations with a framework to evaluate leadership maturity and identify competencies needed for technological transformation.