LEADERSHIP AND VISION:

EVOLVING STRATEGIES
BY : Dr.Kandy Dayaram

Presented By:
Prashant Singh
MBA(Tech)-Comp Science
Code: 327
 ABOUT THE AUTHOR

 Dr.Kandy Dayaram,senior lecturer,Curtin Business School,Curtin

University,Perth,Western Australia, durban university of technology at south
Africa.

 Lecturing at Notre dam international Australia.

 Kandy.Dayaram@cbs.curtin.edu.au
 ABSTRACT
 Maturing in spite of change initiative proposed at state level , the
question of the processes of reformation and redress within the south
african education landscape remains obscure.
 CRUX OF THE ARTICLE

 This article assesses the evolving strategies of transformational progress

with particular focus on the prospective processes which may assist key
policy makers and executors to move towards effective public service
delivery, nationally and globally .

 Education and training was identified as key to the human resources

future of the country.
 Initiative outlined the merger of technical colleges and the removal of past
forms of discrimination within the further education and training (FET)
sector.

 South African history is also unique in that it has been conceived from a
legacy of apartheid with major inequities between educational institutions.

 Developing a compelling vision and strategy, communicating the vision and

empowering employees.
 COMMUNICATING THE VISION

 Leaders in all fields are being charged to develop and communicate a

guiding vision for their organisations and yet stay attuned to their own
needs and the self efficacy of their followers.

 It is imperative that leaders gain deeper insights in to the local and

global environment and attempt to achieve the culture change that is at
the core of the organization’s change strategy.
 EMPOWERMENT TO CHANGE

 When leaders involve others in developing a shared vision and goals for
reaching the vision, their action give meaning, challenge, motivation
and a common purpose to everyone in the organisation.

 A clear sense of identity of the values, traditions, aspirations,

competencies, and culture that guide the organisation provides a
reference point for change.
 PROCEDURES AND MEASURES

 This paper employs data from two sources:

 The first is published state government policy documents relating specifically to

further education and training.

 The second source of data is reliant on a climatic survey questionnare.

 ANALYSIS

 Demographic data was subjected to frequency assessments.

 Contrasts of mean scores by ANOVA were undertaken for the four

variables; strategy, vision, communication and empowerment.
 VALUE ADDITION
 The research findings value the importance of leadership.
 A clear vision, strategy and leadership are critical ingredients in a
change process. These findings suggests that culture can be an
overriding factor during transformation initiatives.
 Realignment with a contemporary best practices are needed.
 Variables such as vision, strategy, communication and empowerment are
a fraction of whole assimilation process, ignoring past practices and
organizational culture could be a considerable oversight.
 CONCLUSION

 The study has attempted to examine the relevance of leadership

during the change process.

 A major challenge for those leaders tasked with transformation

process will be to manage change with considerable respect for
and understanding of future directions: the creation of
employment equity; and a review of organizational culture in
favour of empowerment and democratic participation.
AUTHOR’S STYLE OF WRITING
 Clear
 Lucid
 She has used statistical tools.
 Pre-coded questionnaire.
 Hypothesis strongly supported by survey data.
 REFERENCING

 Harvard Referencing

 Author’s name cited in the text

 When making reference to an author’s work in text, their name is followed by the year of
publication of their work

 E.g.: Ralston and Wilson(2006) states Ralston, B. and Wilson, I. The

Scenario Planning Handbook: Developing Strategies in uncertain Times.
Thomson/ South western, 2006.
THANK YOU