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The purpose of this qualitative study is to explore barriers to cultural and linguistic diversity teaching in mainstream secondary schools in South Africa.

The study was underpinned by the culturally responsive pedagogy theory as a framework. Face-to-face interviews were conducted to explore the barriers to teaching in culturally and linguistically diverse (CLD) classrooms.

The authors found that teachers experience a plethora of challenges in teaching CLD learners. The findings show that culturally responsive practices, collaboration with relevant stakeholders and seeking professional development opportunities may advance the productive engagement of CLD learners in secondary schools.

Pre-service and in-service teachers should be conscientious about CLD teaching and learning through professional development. Teachers should be trained and retrained to accommodate CLD learners.

This study highlights significant aspects that hinder the inclusion of CLD learners and encourages the Department of Higher Education (tertiary institutions) and the Department of Basic Education Curriculum Developers to reconsider aspects of CLD in curriculum planning.

The learning outcomes are as follows: identify the key challenges of leading a large organisation that is self-serving as compared to one that has people of integrity in its employ; understand how resilient leaders need to be to remain focussed on the task at hand while faced with resistance and controversy at every turn; demonstrate how to cultivate a culture of trust and integrity in an organisation bereft of both, and rebuild an organisation’s reputation; navigate the dynamics of having an unruly subordinate [chief operating officer (COO)] who in reality is more powerful; and develop key skills in practicing self-care in an environment where one is constantly undermined and devalued.

This case looks at the leadership of former GCEO Lulama Mokhobo at the South African Broadcasting Corporation SABC from 2012 to 2014 and her lived experience within the theme of empowered powerlessness. With an unsupportive board, destructive COO, and minister of communications at government level, Lulama is disempowered in her position and battles to make changes. Colleagues attest to the unusually complex dynamics that she had to navigate on a daily basis. The case details how this eroded Lulama’s self-confidence as well as her ability to lead the organisation and pushed her to resign. The SABC managed to undo the strides she made during her tenure and now finds itself in financial quagmire due to poor and questionable decisions made after her resignation as the GCEO of the organisation.

The target audience for this case comprises students enrolled in tertiary business education programmes who have already had some sort of work experience and hands-on exposure to real-world business. MBA and EMBA students, as well as executive education programmes. Including disciplines such as leadership, organisational behaviour and people management and strategy.

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CSS 11: Strategy.