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Faculty of Management Sciences

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Author: search.filters.author.Teferra, DamtewSubject: search.filters.subject.Interpretivist Perspective

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    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, Damtew
    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.
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    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, Damtew
    Dramatic 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.