"One can measure performance in the jobs as to how they respond to those challenges. Some boards are aware of the challenges, but where it is very clear that where they have failed, it is imperative that a signal is sent to all staff in those organisations, where there is failure in governance, that this will not be tolerated, and terminate services."

He said the recent drama at Eskom ? where it was not certain that Maroga had resigned ? represented a potential watershed as it had not been reported yet that there had been a "golden handshake".

"The Maroga case represents a potential watershed, because we haven't seen him walking away with a massive golden handshake, and we've seen that happening too often over the last couple of years.

"We shouldn't read (Eskom developments) as purely negative news.

We have to clean out leadership of SOEs that are not performing, and have effective management.

"We have been seeing the beginning of a different way of doing things. It is going to focus on the competence of individuals."

Lynn McGregor, senior research fellow at the University of Stellenbosch said it was vital to fill the senior positions at "infrastructure" companies.

"If any of those parastatals fail, the economy is at risk," she said.

The psychological impact of employees is also influenced.

Workers demoralised without leadership

Said National Union of Mineworkers spokesman Lesiba Seshoka: "The effect of course is that people get demoralised because there is no leadership. There is no single entity that can survive without leadership."

Staffers were not worried about potential job losses as a new broom sweeps clean, believing they would be protected by unions.

"If there's anyone who wants to cut jobs of our members, we will meet him on the shop floor."

McGregor added: "I think it's very important that those positions are filled ... you need a CEO who can communicate correctly and relate to government to explain what the real positions are so that they can make sure there is a sensible strategy."