Doctoral Degrees (DEDM)

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    A normative leadership model to guide organizational transformation of public institutions of higher learning in Namibia
    (University of Namibia, 2018) Du Plessis, Davy Julian
    The context for this study are the National Development Plans 2, 3, and 4. These are five yearly plans to implement and achieve the objectives and aspirations of Namibia's long-term vision for development, Vision 2030 (launched in 2004). Vision 2030 focuses on eight themes to realise the Namibia's long-term vision and the Harambee Prosperity Plan for Namibia (launched in 2016) sets out the vision of radically improved socio-economic conditions in Namibia. The focus of the study is on these two public institutions of higher learning in Namibia, namely the University of Namibia and the Namibia University of Science and Technology that have embarked on many transformational processes, but do not live up to the expectations vested in them by the Government of Republic of Namibia. The purpose of the study is to discover the perceptions of senior management, academic cadre, governing councils and Student Representatives on these councils on leadership at the two institutions and what factors might support or prevent successful organisational transformation. Various leadership styles are discussed in detail. This study uses a mixed method approach and opts for purposive sampling. The population for this study covers senior, middle and lower management levels of the academic cadre and other relevant informants at both Universities and respondents were the Vice Chancellors, Pro-Vice Chancellors, all Deans and Heads of Department, as well as members of the governing councils and representatives of the Student Representative Councils. The data reveals that the leaders at these two institutions should be business-minded leaders who could lead and manage the limited resources. They should embrace ethical principles, be good listeners, trustworthy and canng for all stakeholders. Furthermore, leaders should have an inclusive approach towards decision-making and an open and inclusive communication approach towards all stakeholders. Such qualities in the most senior academic leaders would enable a successful organisational transformation process at the University of Namibia and Namibia University of Science and Technology that would contribute to the realisation of Vision 2030 for Namibia and Harambee Prosperity Plan for Namibia. Four recommendations are made, namely that leaders at these public institutions of higher learning in Namibia should uphold leadership practices conducive to organisational transformation; leaders should embrace a transformational leadership style; leaders should streamline inclusive decision-making practices to ensure stakeholders take ownership and that the normative leadership model, based on a transformational leadership style, is the most appropriate and should be implemented to guide organisational transformation at the two public tertiary education institutions.