This study only looked at leadership from the perception of the leaders of the academic cadre and the SRC representative and chairpersons of councils of UNAM and NUST and how it impact organisational transformation

This study only looked at leadership from the perception of the leaders of the academic cadre and the SRC representative and chairpersons of councils of UNAM and NUST and how it impact organisational transformation. The research questions for this study only cover the view of the internal leaders regarding their view of leadership practices, view on transformation, the decision-making process regarding transformation and the opinion on a normative leadership model to drive organisational transformation.

This study confined itself to interview the Vice-Chancellors, chairpersons and SRC representatives of councils and survey questionnaires for the Pro/Deputy Vice-Chancellors, Deans and HODs of UNAM and NUST. The questionnaire employed for the pro vice chancellors, deans and heads of departments had Likert scale questions, tick questions and open ended questions. The purpose of the open ended questions was to give the respondents the opportunity to raise their personal opinion.

The population groups such as, the students, academic staff and support staff, alumni, industry leaders, the Ministry of Higher Education, Training and Innovation, that may impact organisational transformation at these public institutions of higher learning in Namibia, were excluded from this study. The purpose was to restrict the study to elicit the set perceptions from the internal academic cadre and council.

The other variables that may impact the independent variable of this study, namely, organisational transformation was excluded because this study only looked at the view of the internal leaders and how it may impact organisational transformation at UNAM and NUST. These other variables that may impact organisational transformation at UNAM and NUST are, but not limited to, staff turnover, productivity, the dynamic environment, culture and stress.

1.8 ORGANISATION OF THIS STUDY

Chapter one dealt with the orientation of this study, an historical background of these two public institutions of higher learning, the problem statement which underlined this study, the research questions of this study, significance, limitations and delimitations of this study and concluded with an overview of the subsequent chapters of this study.

The second and third chapter deal with the relevant literature that address the research questions. Chapter two examines the difference between leadership and management, leadership development, components of an effective leader, and leadership at institutions of higher learning. Chapter three addresses organisational transformation under the following headings: what is organisational transformation, the process of organisational transformation, why there is a need for organisational transformation, mistakes made during an organisational transformation process, strategies to ensure a successful organisational transformation process and why institutions of higher learning need to embark on organisational transformation.

Chapter four looks at the methodology and design employed to collect the relevant data and analysis of the data. The fifth chapter gives a detailed presentation, analysis and an interpretation of the data collected. The last chapter covers an in-depth discussion of the findings and a summary of conclusions drawn and recommendations and offer areas for future research and a conclusion for the chapter.

1.9 SUMMARY

In 1980, the Academy for Tertiary Education, the first higher learning institution in Namibia was established. Five years later the Academy for Tertiary Education was divided into a Technicon, a College for Out of School Training (COST) and a University. At independence in 1990 the Report on Higher Education (Turner Report) recommended that two independent institutions of higher learning be established. However only the University of Namibia was established in 1992 by an Act of parliament whilst the other two components were placed under the oversight of UNAM. In 1994, PON was established and the Technicon and COST components were placed under the umbrella of PoN. In 2015 PoN was transformed to NUST.

These two relatively young institutions of higher learning have made significant progress in expansion and development. The question remains whether this progress meets the expectations of their stakeholders. In the later sections of this study, the problem statement and the research questions were addressed. The problem statement resulting from the GRN’s National Documents show that these two public institutions have not met the expectations of the GRN or Namibian society, especially when taking into account the significant portion of the national budget spent on them. This study set out four questions to determine the internal perception of the leadership that is in place and its impact on organisational transformation at these two institutions.

These two public institutions of higher learning show exponential growth in terms of increased numbers of students and staff and other developments. However, considering that UNAM and NUST receive a major share of the national budget they do not live up to the expectations of the GRN as set out in the National Documents of Namibia (NDP 2 to 4, Vision 2030 and the HPP).