<strong>Orientation:</strong> Organisational silos do not only refer to conscious structures, but also to an unconscious state of mind and mentality that takes on a life of its own. Silos result in the splitting of organisational artefacts and relationships, and impact negatively on relationship forming between individuals and within teams.<p><strong>Research purpose:</strong> The purpose of this research was to describe how the silo mentality impacts on team identity.</p><p><strong>Motivation for the study:</strong> During a recent organisational consultation the researchers realised that a so-called silo phenomenon had much more unexplained unconscious behaviour than was traditionally realised in terms of organisational development. It is hoped that findings from this qualitative study could give consultants entry into what happens below the surface in the silos’ unconscious.</p><p><strong>Research design, approach and method:</strong> A qualitative and descriptive research design using a case study strategy was used. Data gathering consisted of 25 narrative interviews. Using discourse analysis four themes manifested, integrated into four working hypotheses and a research hypothesis. Trustworthiness and ethical standards were ensured.</p><p><strong>Main findings:</strong> Themes that emerged were the physical environment and structure, intra-group relations, experiences of management, and intergroup relations.</p><p><strong>Practical/managerial implications:</strong> Consulting on silo behaviour as physical structures only may not be successful in changing organisational behaviour. The silo resembles an iceberg – the largest part is below the surface.</p><p><strong>Contribution/value-add:</strong> The findings evidenced silo behaviour to be an unconscious phenomenon influencing team identity negatively. Consultants are urged to study these manifestations towards understanding silos and their effect on team identity better.</p><p><strong>How to cite this article:</strong><br /> Cilliers, F., & Greyvenstein, H. (2012). The impact of silo mentality on team identity: An organisational case study. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38</em>(2), Art. #993, 9 pages. http://dx.doi.org/10.4102/sajip.v38i2.993</p>
Orientation: Followers’ experiences of leadership in their organisations were qualitatively explored and described from a systems psychodynamic perspective. The findings revealed a very negative view on how leadership treats followership, and that leadership is seen as inconsistent.Research purpose: The purpose of the research was to describe followership’s experiences of organisational leadership from a systems psychodynamic perspective.Motivation for the study: Organisational leadership is under tremendous pressure to perform and often under attack, especially if they do not appear to be caring and supportive. The research was planned to better understand the unconscious nature of this phenomenon.Research design, approach and method: Qualitative, descriptive research was used. Data was collected through psychodynamic Listening Posts and analysed using discourse analysis. Working hypotheses were formulated per theme and integrated into the research hypothesis.Main findings: Six themes manifested, namely a negative leadership view; idealisation of the past and blaming the present; obsession with race and gender; constantly changing identity; unfinished business and the future; and cope and hope.Practical/managerial implications: Leadership seem to focus more on business than followership issues which leads to followers feeling disregarded and de-authorised. As a result followers withhold authorisation from leadership which may be instrumental in leaderships’ difficulties to manage change and transformation effectively. Leadership development needs to incorporate the self-authorisation of leaders as well as the invitation of authorisation by leaders.Contribution/value-add: The data would be useful to leadership towards understanding, repairing and optimising their relationships and organisational impact through people.
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