Original Research

Effective Transformational Leadership Behaviours For Managing Change

Gift Vinger, Frans Cilliers
SA Journal of Human Resource Management | Vol 4, No 2 | a87 | DOI: https://doi.org/10.4102/sajhrm.v4i2.87 | © 2006 Gift Vinger, Frans Cilliers | This work is licensed under CC Attribution 4.0
Submitted: 05 November 2006 | Published: 06 November 2006

About the author(s)

Gift Vinger, University of Johannesburg, South Africa
Frans Cilliers, University of Johannesburg, South Africa

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The South African higher education (HE) sector has been criticised for an apparent lack of leadership, calling into question the leaders’ ability to manage change as a result of the recent mergers of HE institutions. The aim of this present research was to establish the frequency of exhibition of transformational leadership and its behaviours and its level in this sector, including the commonly manifesting themes and strategies that transformational leaders, as change agents, utilise to effect change in their organisations. The Multifactor Leadership Questionnaire was administered to 190 HE leaders, followed by individual interviews. It was found that these leaders exhibit transformational leadership fairly often and that, contrary to criticism, they manage change fairly successfully.


Effective; transformational leadership behaviours; managing challenge; HE institutions


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