Why Network Leadership Is the Future of Business in South Africa

Dennis Kriel • July 16, 2025
In a recent boardroom exchange, I watched a CEO defend a five-year strategy with unwavering conviction, while competitors outside the room were already rewriting the rules. It's a familiar pattern: the world has changed dramatically, yet many leadership models remain frozen in the past. Once-reliable command-and-control systems now stifle the very agility that businesses urgently need.

The Shift We Can’t Afford to Ignore

Today’s organisations operate not in linear environments but in dynamic, living ecosystems, shaped by customer expectations, digital transformation, and societal change. The pandemic didn’t just expose this complexity; it amplified it. We’re no longer managing machines, we’re managing metabolism.

According to Deloitte (2023), organisations embracing network-based leadership are 5.5 times more likely to outperform those rooted in traditional hierarchies. This isn’t theoretical. It’s practical. It’s measurable. And it’s essential.

“Sense and Respond” Over Command and Control

What if leadership wasn’t about having all the answers, but enabling better answers to emerge?

One of my clients faced this reality while navigating her manufacturing company through a crisis. By shifting from centralised decision-making to empowering her teams, she unlocked agility, innovation, and market resilience, while many competitors remained paralysed.

McKinsey’s (2024) data supports this transformation: organisations practising distributed decision-making recovered from market shocks at more than twice the rate of traditionally led counterparts.

The Emotional Work of Letting Go

Network leadership is not just a structural transformation, it’s a human one. It calls leaders to lean into vulnerability, co-creation, and the discomfort of ambiguity. The leaders I coach often grapple with letting go of their long-held “expert” identity. The truth? The most effective leadership today is facilitative, not directive.

Psychological safety becomes critical in this transition. When employees feel safe to speak openly, fail without retribution, and learn continuously, performance soars. A study published in Harvard Business Review found that psychologically safe teams see:

  • 76% higher engagement
  • 74% lower burnout
  • 50% greater productivity (Edmondson & Mortensen, 2021)

Where to Begin

If this resonates, here’s how to take the first step:

  • Start Small: Pilot network leadership with a single team.
  • Redesign Information Flows: Make data accessible across boundaries.
  • Shift Accountability: Prioritise outcomes over rigid processes.
  • Promote Systemic Thinking: Train teams to think beyond silos.
  • Celebrate Learning from Failure: Encourage calculated risk-taking.

Why South African Leaders Are Built for This

South Africa’s social and business landscape, marked by resilience, adaptability, and a strong community ethos, makes us ideal for network-based leadership. PwC South Africa (2023) found that organisations embracing network models reported:

  • 41% higher employee engagement
  • 37% greater innovation

We are uniquely positioned to pioneer this movement, not despite our challenges, but because of them.

The Real Question

Is your leadership grounded in facilitation or control?

This isn’t just a shift in leadership thinking. It’s a transformation of business itself. The future belongs to those ready to lead not from the front, but from within the network.

References

  • Is Deloitte (2023) Global Human Capital Trends Survey 2023. Deloitte Insights.
  • McKinsey Global Institute (2024) Resilience and Recovery Report. McKinsey & Company
  • PwC South Africa (2023) Business Survey: The Future of Leadership. PwC South Africa.
  • Edmondson, A. C. & Mortensen, M. (2021) ‘What is psychological safety?’, Harvard Business Review, 99(4), pp. 88–96
  • BigThink (n.d.) Sense and Respond: How to Harness the Power of Network Leadership. Available at: https://bigthink.com (Accessed: 3 June 2025).