Browsing by Author "Van der Westhuizen, Andre Jeanne"
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- ItemAn academic leadership model for transformation towards learning organisations in higher education(Stellenbosch : Stellenbosch University, 1998-12) Van der Westhuizen, Andre Jeanne; Kapp, C. A.; Bitzer, E. M.; Stellenbosch University. Faculty of Education. Dept. of Education Policy Studies.ENGLISH SUMMARY: The pressures and demands for change and transformation are not bounded by national borders or geography and the complex challenges facing higher education call for a diversity of viewpoints and approaches. Institutional leadership must adjust to realize the full potential of institutions. Leaders will have to look beyond their own self - interest and meet the emotional needs of followers and find a radically new understanding of what it is to be effective. The study indicates that higher education institutions must have the will and the ability to adjust and respond to rapid change. It will be the responsibility of the leader(s) to define reality, to have an understanding of the past, the present and the future. Leading requires a refocusing of the mind, that includes fundamental beliefs, knows what it aspires to and where it is going to. Organisations have become so complicated that conditions must be created that are flexible enough that they can create a value system and learning culture that will inspire employees to participate enthusiastically, and at the same time enable and empower followers and individual leaders. However, before leaders can lead others, they must learn to lead themselves. Leaders have to understand that self - leadership is the power that drives new "boundaryless organizations." Such strategies help to create organisational culture where people value strong leadership and strive to create it. For higher education institutions to be able to survive the next millennium, they will have to strive for empowering their workforce and becoming learning organisations. Employees must experience the aliveness of a learning organisation, of something that has to do with the "whole"(Senge, 1990:339;371). The format of the study is that of a literature review of the leadership, transformation and learning organisations disciplines for the purpose to identify patterns and regularities to provide a systematic representation to be able to create a model. The model for academic leadership to accommodate change and transformation provides the institutional culture for leadership development and becoming learning organisations. The model gives a "(w)holistic" viewpoint on how leadership development in institutions can create the "space" to become, not only, learning organisations, but boundaryless organisations as well.
- ItemSouth African higher education institutions as learning organisations : a leadership process model(Stellenbosch : Stellenbosch University, 2002) Van der Westhuizen, Andre Jeanne; Kapp, C. A.; Bitzer, E. M.; Stellenbosch University. Faculty of Education. Dept. of Curriculum Studies.ENGLISH ABSTRACT:Reform is one of the most controversial elements in higher education and has therefore attracted much attention from within the academic community and from outside. The present higher education scene is characterised by demands for transformation and change, not only in South Africa but in Africa and the developed countries as well. The pressures and demands for change come from outside the field of higher education as well as from within. Some countries have been involved in the process of change and transformation for a period of over thirty years, while others have just embarked on the route or still have to start the change process. The post-apartheid era has marked an era of profound change for South African higher education institutions with concomitant legislation to ensure the change process. If effective and successful transformation of higher education institutions and systems can take place in South Africa with new models of transformation and the effective integration of cultures and openness to change at all institutional levels, these models could be instructive not only to Africa but also to the rest of the world and to academic life universally. However, the demands for change worldwide indicates not only towards new legislation but also towards flexible approaches and new forms of institutional structures and leadership to accommodate the significant, rapid and fundamental changes taking place in higher education and the realisation that institutions of the future will be different from those of the past and the present. In this study the influence of organisational models are used to establish a conceptual framework towards the development of learning organisations. The study reflects on how these new types of organisations will influence higher education institutions as organisations. It also considers what will be expected of higher education institutions to become learning organisations. Learning organisations have special qualities and higher education institutions or teaching institutions do not automatically qualify as learning organisations. The promise of the new millennium provides the higher educationcommunity with the opportunity to take stock of their position and to find out if they possess the necessary skills and have the enabling structures to accommodate a new world. Becoming a learning organisation involves more than a paradigm shift for higher education institutions. It requires a revolution, a quantum leap towards individual recognition and growth, leadership development and empowerment and institutional learning. The Academic 'Process Leadership' Super structure provides the space, structure and process for higher education organisations to re-organise and re-create itself to fit the demands of a new world. An analysis of leadership, leadership development and institutional change in higher education institutions brought to the fore that these institutions have not been effective in providing programmes that develop leaders because they simply do not know what is necessary for effective leadership development. Institutions do not have an in-depth understanding of leadership and they have not enculturated leadership development as a core aspect and activity in higher education institutions. There is grave concern regarding the development of 'soft' people skills. The qualitative research investigation into the process of change towards learning organisations in higher education institutions indicate that there are profound problems in the areas of leadership, leadership development, people management and satisfaction, knowledge management and learning dynamics. These areas form the core aspects within the new structures, that of learning organisations. The insights gained from the process analysis of five higher education institutions indicate that the implementation of the academic leadership model as described in the study will provide individual leaders with the necessary leadership skills to fulfill their roles in the recreated empowered institutions. This process of leadership development, as indicated in the study, could enable institutions to become learning organisations.