Please use this identifier to cite or link to this item:
Title: Leadership features influencing transformation in the post-merger and post-incorporation era: A case of the Durban University of Technology.
Authors: Ngcamu, Bethuel Sibongiseni 
Teferra, Damtew 
Keywords: Interpretivist Perspective, New Public Management, Leadership Styles, University Of Technology
Issue Date: 2015
Publisher: Journal of Governance and Regulation
Abstract: This study examines features possessed by leaders at Durban University of Technology (DUT) and their influence on transformation in the South African post-merger and post-incorporation era. University leaders in this institution do not apply effective leadership styles, though their influence on transformation is imminent. This study employed qualitative semi-structured interviews carried out with 28 university leaders in middle and senior management positions at DUT. The study revealed that the university leaders understood the concept of leadership as referring to changes taking place in the university rather than the ‘soft skills’ possessed by managers. To influence transformation, this study recommends that the university should initiate an in-house management or leadership development programme with more emphasis on different leadership styles applicable for use in universities.
Appears in Collections:Journal Articles (DHET subsidised)

Show full item record

Page view(s)

Last Week
Last month
checked on Jan 21, 2019

Google ScholarTM


Items in Digital Knowledge are protected by copyright, with all rights reserved, unless otherwise indicated.