An exploration of strategic leadership and resource allocation for effective municipal performance: the case of Harry Gwala District Municipality.

Abstract

This study sought to examine the relationship between strategic leadership and resource allocation for effective performance at Harry Gwala District Municipality (herein referred to as HGDM). HGDM is one of the district municipalities that is under the jurisdiction of KwaZulu-Natal Province. This study focussed on determining how strategic leadership can improve resource allocation at HGDM; identifying factors that could facilitate or hinder resource allocation by senior management at HGDM; developing strategies that could foster strategic leadership to optimise effective resource allocation at HGDM and exploring how senior managers could create an enabling environment through tactical administration at the chosen municipality. The theoretical framework of the study was underpinned by the Bower-Bulgerman (BB) Process Model of Strategy Making. This study employed a qualitative research methodology and exploratory research design. The target population of the study involved managerial employees at HGDM. A sample size of eight respondents was used. Purposive sampling and convenience sampling were employed to select respondents. Standardised open-ended interviews were used to conduct interviews and thematic analysis was used to analyse data. Findings of the study revealed that there are varied perceptions about how resources are allocated at HGDM. The first perception that emerged is that the municipality is embracing the Fourth Industrial Revolution by making communication easier for all employees. The second perception is that the resources at HGDM are inadequate due to poor revenue collection arising from the high number of indigent residents and resistance by people to pay for municipal services, resulting in the municipality having to depend on equitable share or grants from the government. The third perception is that the resources at HGDM are allocated in alignment with the PMS and in the spirit of implementing Integrated Development Plans (IDP), systems and budgetary arrangements. The fourth perception is that resources are allocated to priority areas such as water and sanitation. The study findings revealed the need for training and development of employees and proper identification of priority areas. The research established that strategic leadership should continually increase funding for the training and development of employees as a way of capacitating them to perform better and to optimise strategic leadership include conducting strategic planning sessions to ensure that goals and objectives of the municipality are fulfilled.