Transformational leadership in merging higher education institutions: A case study

Abstract

Orientation: The use of transformational leadership in the implementation of merger and incorporation policy in the higher education sector is well documented in other parts of the world and not in countries in transition like South Africa.research purpose: The objectives of this study were to establish an understanding of 'transformational leadership' and to determine the extent to which it was employed by leaders in an institution of higher education which had incorporated another institution. Motivations for the study:The study provides a starting point, not only for the successful implementation of higher education changes in the future but also the building of leadership commitment and alignment to the proposed changes in the sector as well as the development of institutional leadership teams to take responsibility for any other transformation processes.

The Impact of Leadership Styles on Employee Organisational Commitment in Higher Learning Institutions

“…Kouzes and Posner (1997) in Chipunza (2006: 11) define it as the "art of mobilizing others to want to struggle for shared inspirations". Chipunza (2006) pointed out that both these definitions observe that there is an important interpersonal process that takes place between leaders and individuals and groups of individuals towards the purposeful pursuance of objectives. The above conceptualizations of leadership indicate the importance of developing leadership that promotes co-operation, trust and commitment between the followers and the leaders in organizations.…”

Organizational culture and job satisfaction among academic professionals at a South African university of technology

“…challenges, and program changes determined by national and international demands (Hazelkorn, 2012). For example, the post-1994 dispensation in South Africa witnessed a new order in the higher education sector evidenced in mergers and incorporations of higher education institutions, which resulted in the formation of new comprehensive institutions, retention of some traditional universities, and the creation of Universities of Technology (UoT) (Chipunza & Gwarinda, 2010). A typical South African UoT offers industry-oriented or vocationally-oriented programs, where students undergo a six months to a year world of work experience under the 'Work Integrated Learning Program (WIL)'.…”

Governance of the South African University under Democracy and the Triumphalism of Managerialism over Transformational Leadership

“…A series of factors shape and reshape higher education across the world; and, these include globalization, internationalization, reduction of public funding as well as heightened focus on spending accountability and knowledge management approaches (Nolte, n.d.;Jansen, 2003;Jack, 2007;Chipunza & Gwarinda, 2010). Commonly, universities have adopted nuance managerialism governance as a response (Nolte, n.d.; Jansen, 2003;Louw & Zuber-Skerritt, 2009;Chipunza & Gwarinda, 2010).…”

“…As Mkandawire (2011, p.15) puts it, the African University has generally been subjected to "incontinent insistence on conformity and sycophancy by authoritarian rulers". Everywhere else, the stateuniversity conflict has involved matters of authoritarianism, institutional autonomy and academic freedom (Jansen, 2003;Mkandawire, 2005Mkandawire, , 2011du Toit, 2014), amidst localized geopolitics of divergent visions as well as internationalization and globalization imperatives (Jansen, Habib, Gibbon & Parekh, 2001;Jansen, 2003;Jack, 2007;Chipunza & Gwarinda, 2010).…”

“…State-funded, universities are required to be creative and innovative to maintain theoretical and policy relevance (Jansen, 2003;Mkandawire, 2005Mkandawire, , 2011Chipunza & Gwarinda, 2010). However, nuance state interventions in university governance and marketization imperatives have recreated these institutions into virtual state-owned enterprises for deleterious public contestations (Mkandawire, 2005(Mkandawire, , 2011.…”