Minister Gayton McKenzie’s leadership approach at DSAC

Business Unusually vs. Business Usual: A Paradigm Shift “Business Unusually” implies a break from traditional bureaucratic norms, with McKenzie favouring efficiency, accountability, and tangible results over procedural formalities. This approach reflects his entrepreneurial background, characterised by swift decision-making and measurable outcomes. In contrast, “Business Usual” often represents a more measured, bureaucratic approach, rooted in longstanding practices that prioritise continuity and stakeholder engagement.

Advantages of Business Unusually

• Increased efficiency: McKenzie’s leadership style has injected a sense of urgency into the department, with clear deadlines and a results-driven culture. This has expedited projects and resolved lingering administrative bottlenecks.
• Innovative thinking: By challenging outdated systems, McKenzie has introduced fresh perspectives and solutions to long-standing issues in sport, arts, and culture, such as funding allocation and the promotion of underrepresented sectors.
• Accountability and transparency: The Minister’s outspoken nature and publicised initiatives create a perception of transparency, holding officials accountable to deliver on mandates.
• Loyalty and shared vision: Appointees aligned with McKenzie’s vision are more likely to support his reforms wholeheartedly, ensuring unified leadership.
• Rapid implementation: Familiarity with his leadership style allows for quicker implementation of policies without the friction of alignment issues.

Disadvantages of “Business Unusually”

• Resistance from senior management: Working with officials from previous administrations can be challenging, as some may resist change due to entrenched loyalties or a preference for familiar systems. This can lead to internal conflict and slowed progress.
• Risk of alienation: Rapid changes may alienate key stakeholders, including artists, cultural practitioners, and sports organisations accustomed to traditional engagement processes.
• Lack of institutional memory: Disregarding the expertise of seasoned officials may result in a loss of institutional memory, undermining long-term strategic goals.
• Bringing in his ‘Own People’: One of McKenzie’s most debated strategies is the appointment of trusted allies or “his own people” into key departmental roles.
• Perception of nepotism: Appointing allies may create perceptions of favouritism, undermining public trust and morale among existing staff.
• Potential skills gap: New appointees may lack the technical expertise or institutional knowledge required for specific roles, risking inefficiencies.
• Implications for the Patriotic Alliance: McKenzie’s performance as DSAC Minister could significantly influence the Patriotic Alliance’s standing in the 2026 Local Elections and 2029 National Elections.

Political advantages

• Showcasing leadership: Success in DSAC could position McKenzie as a leader capable of delivering tangible results, boosting the Patriotic Alliance’s credibility.
• Broader appeal: By revitalising South Africa’s sports and cultural sectors, McKenzie can attract voters beyond the Patriotic Alliance’s traditional base.

Political disadvantages

• High expectations: Failure to sustain reforms or deliver noticeable results could damage his party’s reputation, making it vulnerable to opposition criticism.
• Polarisation: The bold “Business Unusually” approach may alienate moderate voters who favour more inclusive governance.

Future aspirations: A new ministerial role?

McKenzie’s impact in DSAC has sparked speculation about his suitability for other ministries, such as Home Affairs or Police.

• Broader influence: His results-oriented leadership could address systemic issues in critical portfolios like Home Affairs or Police.
• Expanding political legacy: A reshuffle would allow McKenzie to demonstrate versatility, solidifying his position as a national leader.

Potential challenges

• Transition risks: Moving to a new ministry may disrupt ongoing projects in DSAC, leaving them vulnerable to neglect or mismanagement.
• Increased scrutiny: High-profile portfolios like Home Affairs or Police come with greater political and public scrutiny, increasing the risk of reputational damage.

Conclusion

Minister Gayton McKenzie’s “Business Unusually” approach has brought dynamism to the Department of Sport, Arts, and Culture. While it holds promise for revitalising the sector, it also comes with significant challenges, particularly regarding staff integration and public perception. The success or failure of his tenure could shape not only his political future but also the trajectory of the Patriotic Alliance in upcoming elections.

Whether McKenzie remains in DSAC or transitions to another ministry, his tenure serves as a case study in balancing innovative leadership with the demands of governance in a complex political landscape.

Thami AkaMbongo Manzana is a South Africa actor and arts activist. This article first appeared on Artslink.