| Summary: | The aviation industry is one of the main supporters of the growth of the tourism and hospitality sectors in most countries. Specifically, it is crucial in linking clients/ customers to touristic destinations. Some of the African aviation companies have emerged at the frontier of global markets, even though evidence suggests that the majority are essentially uncompetitive. Their failure is not merely on market share dominance in the global aviation marketplace but also on leadership. The lack of an efficient and effective aviation service could adversely affect and hinder the growth of the tourism industry. It is therefore high time for the aviation industry to be robust and become highly competitive in nature so as enhance the tourism sector and
eventually the country’s economy. In South Africa, there has been a total collapse of ‘fair’ competition due to anti-competitive behaviours associated with some airline companies. The economic conditions and the nature of competition have resulted in the creation of a hindrance for a new entrant to penetrate the market. In addition, most of the airlines have limitations in gaining and sustaining competitive advantages. This could be attributed to challenges the industry faces with regards to its leaderships. There is a need for the airlines to have strategic leaders who are effective in designing and implementing strategies. In view of the
above, this article critically reviews pertinent literature, then conceptualises and proposes a framework that clearly indicates the relationships between corporate strategy, strategic leadership, and sustainable organisational performance. Moreover, the paper tends to contribute to the need to guide corporate strategic leadership in order to gain a sustainable competitive advantage in South Africa’s struggling aviation sector.
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