Exploring the Impact of Frequent Leadership Transitions on the Sustainability of Programme Continuity Within a South African Government Department

Leadership stability is a critical factor influencing programme continuity, employee morale, and organisational performance in the public sector. In South Africa, government departments frequently experience leadership transitions due to political redeployments and administrative restructuring. While such changes are often inevitable, frequent transitions may disrupt strategic direction, weaken institutional memory, and delay programme implementation. This study explores the impact of frequent leadership transitions on programme continuity within a selected South African government department. A qualitative research approach was adopted to examine employees lived experiences of leadership change. Using purposive sampling, 10 participants including senior managers and programme managers were selected based on their involvement in programme implementation and experience with leadership transitions. Data were collected through structured interviews and analysed using thematic analysis. The study was guided by Stewardship Theory and Institutional Theory to interpret the relationship between leadership behaviour, institutional structures, and programme stability. The findings reveal that frequent leadership transitions disrupt programme continuity by shifting strategic priorities, revising operational plans, and reallocating resources. Leadership preferences significantly influence departmental direction, while transition periods create uncertainty that negatively affects staff morale, productivity, and long-term planning. The study recommends institutionalising structured leadership transition protocols, strengthening programme continuity mechanisms, and improving communication and staff support during leadership changes. These measures can enhance organisational stability and sustain service delivery in government departments.