The Leadership’S Behaviour On Institutional Transformation Of A Previously Disadvantaged Higher Education Institution In South Africa

Institutional transformation is a complex process that necessitates meticulous planning and management. As a result, it is imperative that an institution establishes effective leadership that will best steer the institution toward the desired objectives. Higher education and training is one sector that identified the need for transformation of its public tertiary institutions because of historical inequalities and imbalances, particularly with historically disadvantaged institutions. Universities are viewed as a driving force for social, political, and economic transformation. The state government's transition to a democratic regime shaped policies and took into account components of global trends. This magnitude prompted research on the behaviour and perspective of leadership on institutional transformation of a historically disadvantaged institution (HDU). The University of Limpopo as one of the institutions in South Africa that is catogrised under the previously disadvantaged was used as a case study for this research. The study used an exploratory sequential mixed-method approach that relied equally on primary and secondary data collection. Questionnaires, interviews, document analysis, and past publications were used to collect data that contributed to the study's conclusions. The findings of the study clearly show that effective leadership is a key factor in attaining the institution's transformational goals. The conclusions revealed that the institution's leadership should adopt a full transformational style of leadership qualities to ensure effective institutional transformation. This will provide the institution with greater opportunities and broaden its impact on society.