Anthony Wilson-Prangley lectures at the Gordon Institute of Business Science (GIBS). His research area is leading social change with the emphasis on the dynamics of leadership, human behaviour, diversity, change and bridging divides.
He has published on integrative leadership in South Africa’s private and public sectors and the nexus between business and society. He explores how business leaders work with government across sector divides to resolve complex social issues, arguing that a shared concept of integrative leadership, located in the African context, could further enhance practice. He identifies three issues that are as yet understudied: own-company buy-in, historical context and ‘integrative’ conflict.
Wilson-Prangley elaborates: “When we think about what it takes leaders to bridge divides, we instinctively think about how to build a relationship with ‘the other side’. My research shows two different dynamics. The first is that as much time needs to be spent working to bring along the people who are on ‘your own side’. Union leaders recognise this with the truism that the toughest negotiation is not with management but with selling the deal to fellow workers. Building internal alliances and understanding the limits of one’s authority are crucial to maintaining ‘own-company buy-in’.
“The second issue is that when we think about working across differences, we think about peace-making and collaborative approaches, but the fluid relationship between conflict and collaboration has not been understood. What is needed is further study and understanding of integrative conflict, where there is a blend of collaboration, alignment, disagreement and synergy. Historical contexts will shape exactly how this takes place.”
Complex social challenges, frequently witnessed across the world today, require multi-stakeholder approaches. The relevance of Anthony Wilson-Prangley’s work is to broaden an understanding of leadership away from the hero narrative towards a team and more facilitative approach.
