Please use this identifier to cite or link to this item: http://hdl.handle.net/11189/3418
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dc.contributor.authorNgcamu, Bethuel Sibongisenien_US
dc.contributor.authorTeferra, Damtewen_US
dc.date.accessioned2016-01-20T12:00:26Z-
dc.date.available2016-01-20T12:00:26Z-
dc.date.issued2015-
dc.identifier.urihttp://hdl.handle.net/11189/3418-
dc.description.abstractThis 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.en_US
dc.language.isoenen_US
dc.publisherJournal of Governance and Regulationen_US
dc.subjectInterpretivist Perspective, New Public Management, Leadership Styles, University Of Technologyen_US
dc.titleLeadership features influencing transformation in the post-merger and post-incorporation era: A case of the Durban University of Technology.en_US
dc.typeArticleen_US
Appears in Collections:Journal Articles (DHET subsidised)
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