Leadership Roles of Campus Managers in High and Low Performing TVET Colleges: A Comparative Study

Improving the quality of Technical and Vocational Education and Training (TVET) colleges and enhancing student achievement are critical for addressing youth unemployment challenges in South Africa. Although TVET colleges across provinces share similar contexts in terms of student fees, cohorts, and programme offering, their academic performance varies considerably. This study investigated the leadership roles of campus managers in relation to student achievement, focusing on 15 colleges in Mpumalanga province. A survey research design was employed, with questionnaires administered to 369 respondents comprising lecturers and campus managers. The analysis compared leadership ratings across high- and low-performing campuses. The results revealed a substantial difference: the four highest achieving campuses reported an average mean leadership score of 4.06, while the four lowest achieving campuses rated their managers 40 per cent lower, with a mean score of 2.06. The findings provide evidence of the link between leadership and student achievement. High performing campuses demonstrated clear academic goals and targets that were actively supported by staff and students. These were systematically integrated into daily institutional activities and regularly monitored by campus managers. The study concludes that replicating the leadership practices of managers in high-performing colleges holds significant potential for improving student achievement across the TVET sector.