Research Publications (Management Sciences)
Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/217
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Item Leadership features influencing transformation in the post-merger and post-incorporation era : a case of the Durban University of Technology(Virtus Interpress, 2015) Ngcamu, Bethuel Sibongiseni; Teferra, DamtewThis 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.Item The effect of skills development programmes and leadership opportunities brought by transformation: a case of the Durban University of Technology(Kamla-Raj, 2015) Ngcamu, Bethuel Sibongiseni; Teferra, DamtewDramatic changes are taking place in Higher Education Institutions (HEIs) in South Africa. However, the poorly coordinated transformation programmes are being implemented by leaders who have limited capabilities. This study aims to investigate the influence of the skills development programme on the realisation of the transformation agenda and explores leadership opportunities available in the post-merger and incorporation era at this university. This study employed an exploratory method where in-depth qualitative interviews were conducted with 28 university leaders in middle and senior management positions. The study findings revealed that the majority of the research participants felt that the influences of the skills development programmes on transformation were accidental, as trainings offered were irrelevant and unresponsive to their particular needs. The research participants also claimed that there was no evidence of leadership development and succession planning, and no leadership opportunities in this university, as strategic positions were occupied by Indians, at this university which was a merger of a predominantly Indian and a predominantly White Technikons in 2002.Item Leadership and transformation in a South African university(Business Perspectives, 2015) Ngcamu, Bethuel Sibongiseni; Teferra, DamtewPoliticized South African higher education institutions (HEIs) have influenced leaders to be indecisive, error free, fearful of taking risks, marginalizing resisters, emotional and failing to recognize their personal weaknesses while working well with leaders beyond the university. This study interrogates leaders’ capabilities that have the potential to drive transformation at the Durban University of Technology (DUT) in the post-merger and incorporation era. The researcher undertook this study to highlight the prevalence of leadership incapability in the post-merger and incorporation era at DUT which has mainly been caused by leaders failing to take transformative decisions. This study employed a quantitative approach guided by a structured survey questionnaire to a target population of 191 with a response rate of 70%. The questionnaires were analyzed using SPSS generating the reliability coefficient alpha of 0.947 indicating a high degree of acceptance and consistency of the results. The study findings revealed the highest percentage of the research participants who held opposite views regarding the statement that leaders learn from their mistakes (32%) and that they understand their personal weaknesses (27%), with the highest percentage being undecided (46%). Another major highlight of the study was the highest percentage of the respondents who had a view that leaders work well with other leaders beyond the university (55%) as compared to internal stakeholders (49%). Researchers mention leadership capabilities as only being applicable to higher education institutions in general. This study provides information on leaders’ incapability, post-merger and incorporation, which could be of benefit to the university change management specialists in the design of relevant and specific interventions of change with the aim of filling the gaps or preventing bottlenecks identified by the findings. This study will contribute to the body of knowledge in developing countries as there is a dearth of published studies investigating leadership capabilities mishaps in the post-merger and incorporation era at the Universities of Technology.