Case Study: Dolly Mokgatle: catching the next traing

Title
Dolly Mokgatle: catching the next traing 

Author
Cook, j; Papania, L 

Pages
26 

Product Type
 

Reference #
305-420-1 

Teaching Note
not available 

Institute
Wits Business School, University of the Witwatersrand 

Setting
Johannesburg 

Year
2005 

Keywords
Leadership; Organisational transformation



Summary/
Abstract
It was nearing the end of March 2005. Dolly Mokgatle had surprised the nation by resigning as chief executive of South Africa?s rail utility, Spoornet, at the beginning of the year, only eighteen months into her five-year contract. The press had speculated wildly about the causes of her resignation. The words of the new Transnet Chief Executive Officer, Maria Ramos, had been particularly cutting. ?We want people to be committed and work hard,? she had said. ?There is no space in Transnet for ?half measures?. Before Mokgatle had taken up the post at Spoornet, she had felt that everything that had happened in her life and career to date had led her to that position. She had led a very successful change process in the transmission division of South Africa?s electricity utility, Eskom. It had not been easy for her to resign from Spoornet. Now, almost three months had passed since her decision to leave and she felt that she needed to take stock of the lessons that she had learnt about leadership, management and herself from this experience.

 

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