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The Leadership’S Behaviour On Institutional Transformation Of A Previously Disadvantaged Higher Education Institution In South Africa

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  • Khotso Keletso Moikanyane

    (University of Limpopo, South Africa)

Abstract

Institutional transformation is a complex process that necessitates meticulous planning and management. As a result, it is imperative that an institution establishes effective leadership that will best steer the institution toward the desired objectives. Higher education and training is one sector that identified the need for transformation of its public tertiary institutions because of historical inequalities and imbalances, particularly with historically disadvantaged institutions. Universities are viewed as a driving force for social, political, and economic transformation. The state government's transition to a democratic regime shaped policies and took into account components of global trends. This magnitude prompted research on the behaviour and perspective of leadership on institutional transformation of a historically disadvantaged institution (HDU). The University of Limpopo as one of the institutions in South Africa that is catogrised under the previously disadvantaged was used as a case study for this research. The study used an exploratory sequential mixed-method approach that relied equally on primary and secondary data collection. Questionnaires, interviews, document analysis, and past publications were used to collect data that contributed to the study's conclusions. The findings of the study clearly show that effective leadership is a key factor in attaining the institution's transformational goals. The conclusions revealed that the institution's leadership should adopt a full transformational style of leadership qualities to ensure effective institutional transformation. This will provide the institution with greater opportunities and broaden its impact on society.

Suggested Citation

  • Khotso Keletso Moikanyane, 2023. "The Leadership’S Behaviour On Institutional Transformation Of A Previously Disadvantaged Higher Education Institution In South Africa," Annals of the University of Craiova for Journalism, Communication and Management, Department of Communication, Journalism and Education Sciences, University of Craiova, vol. 9(1), pages 81-92, December.
    • Handle: RePEc:edt:aucjcm:v:9:y:2023:i:1:p:81-92
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    References listed on IDEAS

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    1. Dinkwanyane Kgalema Mohuba & Krishna Govender, 2016. "The merger of historically disadvantaged tertiary institutions in South Africa: A case study of the University of Limpopo," Cogent Business & Management, Taylor & Francis Journals, vol. 3(1), pages 1258133-125, December.
    2. Aithal, Sreeramana, 2015. "How an effective leadership and governance supports to achieve institutional vision, mission and objectives," MPRA Paper 71433, University Library of Munich, Germany, revised May 2015.
    3. Theocharis Kromydas, 2017. "Rethinking higher education and its relationship with social inequalities: past knowledge, present state and future potential," Humanities and Social Sciences Communications, Palgrave Macmillan, vol. 3(1), pages 1-12, December.
    4. Youngsam Cho & Mannsoo Shin & Tejinder K. Billing & Rabi S. Bhagat, 2019. "Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts," Asian Business & Management, Palgrave Macmillan, vol. 18(3), pages 187-210, July.
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