This research critically examines employees’ perceptions of how and to what extent senior managers at a specific higher education institution (HEI) employ future-focused leadership skills to transform the institution and ensure sustainability. Since HEIs primarily aim to prepare current and future generations for the world they live and work in, they must lead this change to meet the needs of a constantly changing world influenced by technology, climate change, and societal shifts. For HEIs to be forward-thinking and sustainable, they must recognise the importance of effective future-oriented leadership within the organisation to thrive in this volatile, uncertain, complex, and ambiguous (VUCA) environment. This study used a qualitative case study approach based on future-focused leadership theories. The target group for this research consisted of academic staff from the selected HEI, chosen through purposive sampling. Eight junior and eight middle management staff from various departments were included. Data were gathered via semi-structured, one-on-one interviews and analysed through content analysis. The key findings revealed that a hierarchical culture maintained by the institution hinders middle management's ability to act courageously and influence change, which limits their capacity to drive transformational change and promote sustainability in HEIs. Therefore, HEI leadership should adopt future-focused leadership skills and engage in reflective practice to help HEIs progress in line with the current VUCA environment.
Alane Naidoo (Mon,) studied this question.