2013-09-092013-04-302013-09-092013-04-252012-04-302013-04-02Pillay, D 2012, Institutional transformation at the University of the Free State, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-04022013-181741/ >F13/4/373/zwhttp://hdl.handle.net/2263/30724Dissertation (MBA (Business Administration))--University of Pretoria, 2012.This research focuses on institutional behaviour and transformation in the context of organisational change, leadership, and culture at the University of the Free State (UFS). It investigates how the transformation of the institution’s logics, the tearing down of old logics and the construction of new ones opens up the possibility for the organisation to make new kinds of status claims. The purpose of the research is to understand the recipe of listening, unwavering moral fortitude, servant leadership, and love and to build a model of transformation worth emulating.A qualitative case study method has been followed−where semi-structured interviews were conducted, including limited open-ended questions to encourage discussion of the transformation efforts−in order to gain an understanding of the approach taken, the structure and effectiveness of the transformation practices, and how and why certain strategies work while others are less effective. This qualitative case study has been designed to answer the following research questions: What are the variables that determine the pace of change in institutional transformation? What are the leadership qualities that a leader must demonstrate for effective leadership during institutional transformation? What are the indicators of the interrelationship between leadership and culture during institutional transformation? The outcome follows from the three pillars of institutional transformation, namely, organisational change, leadership, and organisational culture within the UFS. The key findings: a hands-on management style drives a vision and culture of shared values and respect – social and informal management is a huge compromise for any leader or manager but is the major part of success when it comes to change. The idea of rebranding, social cohesion, communication, collaboration and cultural belonging played a critical role during the institutional transformation at the UFS - and seems to be the key drivers of institutional transformation in this journey.en© 2012 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria.UCTDLeadershipInstitutional transformationOrganisational cultureOrganisational behaviourOrganisational changePoliticsDissertationhttp://upetd.up.ac.za/thesis/available/etd-04022013-181741/