Management and Leadership Development Needs: The Case of South Africa

2018 ◽  
pp. 229-249
Author(s):  
M. Anastacia Mamabolo
Keyword(s):  
South Africa ◽  
Leadership Development ◽  
Management And Leadership

Building Bridges: LIASA and leadership development in South Africa

IFLA Journal ◽  
2002 ◽  
Vol 28 (5-6) ◽  
pp. 298-307
Author(s):  
Gwenda Thomas
Keyword(s):  
South Africa ◽  
Leadership Development

Management and Leadership Development Needs: The Case of Croatia

2018 ◽  
pp. 27-46
Author(s):  
Mislav Ante Omazić ◽  
Tanja Slišković ◽  
Rebeka Danijela Vlahov ◽  
Lara Jelenc
Keyword(s):  
Leadership Development ◽  
Management And Leadership

Management and Leadership Development Needs: The Case of Slovakia

2018 ◽  
pp. 177-202
Author(s):  
Jaroslav Ďaďo ◽  
Gabriela Kormancová ◽  
Janka Táborecká-Petrovičová ◽  
Lenka Theodoulides
Keyword(s):  
Leadership Development ◽  
Management And Leadership

Management and Leadership Development

2012 ◽  
pp. 173-190 ◽  
Author(s):  
Christopher Mabey ◽  
Tim Finch-Lees
Keyword(s):  
Leadership Development ◽  
Management And Leadership

scholarly journals Developing leaders by supporting their transitions into senior positions

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Nicky H.D. Terblanche ◽  
Ruth M. Albertyn ◽  
Salome Van Coller-Peter
Keyword(s):  
South Africa ◽  
Leadership Development ◽  
Social Transformation ◽  
Macro Level ◽  
Senior Leadership ◽  
Senior Leaders ◽  
Leadership Transitions ◽  
Support Strategies ◽  
Systemic Level ◽  
Micro Level

The need for social transformation in South Africa is intrinsically linked to the transformation of corporate South Africa. Strong senior leadership is required to ensure that organisations remain sustainable during this transformation. There is, however, a shortage of skilled senior leaders, hence the need for leadership development. When leaders transition into senior positions, they face a plethora of personal and systemic challenges. Many fail with resulting disastrous effects on individual (micro) and organisational (macro) levels. This research investigates the challenges faced by newly promoted senior leaders in order to lay the groundwork for designing support strategies for individuals and organisations. The qualitative findings suggest that leadership transitions present unexpected challenges on a personal and systemic level to such individuals and that they do not receive adequate support from their organisations. For transformation to be successful and sustainable on macro level, concurrent and appropriate micro-level support and development are essential.

scholarly journals University of South Africa: Change Management and Leadership for Open Distance And E-Learning

10.28945/4228 ◽  
2018 ◽  
Vol 3 ◽  
pp. 001-011
Keyword(s):  
South Africa ◽  
Change Management ◽  
University Management ◽  
Challenges And Opportunities ◽  
E Learning ◽  
New Challenges ◽  
Learning Development ◽  
The University ◽  
Management And Leadership

Antonia Makina, an education consultant in the Directorate for Curriculum and Learning Development at the University of South Africa (UNISA), was assigned the task of recommending a theoretical guideline for adoption by the management of the university in its quest to implement Open Distance E-learning (ODeL) at the university. This was because Open Distance E-learning delivery presented new challenges and opportunities that could not always be fully addressed by the traditional theories and guidelines. She needed to decide on the models she wished to propose as the theoretical guideline for adoption by the university management.

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