The mining industry in South Africa remains the cornerstone of the national economy, yet it operates within highly turbulent and complex environments that continually threaten long-term sustainability. Rapid technological advancement, the emergence of the Fourth Industrial Revolution (4IR), and increasing operational complexity have intensified the need for adaptive and resilient operational approaches. Technologies such as artificial intelligence, the Internet of Things (IoT), and retrofitted digital systems are reshaping operational landscapes, requiring more than traditional efficiency-focused management models. This paper presents a comprehensive review of literature on operations management models applied in the mining sector, with particular attention to their contributions to sustainable mining practices. The review highlights the growing importance of leadership-driven operations management, arguing that sustainability outcomes are increasingly dependent on agile, ambidextrous leaders who can integrate technological, human, and system-level changes. Findings reveal a notable gap in existing research concerning leadership-centred operations management models in the mining context, particularly in South Africa. To address this gap, a conceptual framework grounded in the Input–Process–Output systems thinking model is proposed. This framework provides a foundational structure for developing a leadership-driven sustainable operations management model, aimed at enhancing system integration, adaptability, and long-term operational sustainability within the mining industry.

Keywords

Leadership-driven, Operations Management Models, Sustainability, Fourth Industrial Revolution (4IR), South African Mining Operations.