Multi-Campus Colleges in South Africa: Challenging Capabilities of Principals in Managing Institutional Transformation

Mergers, institutional reorganisation and the establishment of a network of multi-campus colleges in South Africa has served as a major policy trajectory to transform the post-schooling education and training sub-system under the current democratic dispensation. The changes have had a fundamental impact on the leadership capabilities of college principals and their management teams. This article draws upon findings of the training needs assessment study conducted in 2012 in the Further Education and Training colleges. From a systems thinking approach, the study tries to locate leadership development within the context of policies that undergird transformation. The study used the mixed method of inquiry and data were collected through questionnaires, focus group discussions and document analysis. A purposive sampling procedure was followed. The findings reveal an urgent need to equip managers with essential competences to lead effectively in a complex environment of constant change. The article concludes by suggesting integrating continuing professional development in the overall strategy of change and transformation, using learning communities as a mechanism to sustain effective leadership in the long-term. Keywords:Capabilities, mergers; transformation; systems thinking; professional learning communitie