Dynamics of Public Training in a University Setting: Promoting Excellence through Leadership

Bantu Morolong (University of Botswana, Botswana), Rebecca Lekoko (University of Botswana, Botswana) and Veronica Magang (University of Botswana, Botswana)
Copyright: © 2015 |Pages: 295
EISBN13: 9781466695153|DOI: 10.4018/978-1-4666-8589-5.ch014
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The case presented in this chapter submits a general consensus about the role of leadership in a university public training program. Focusing on short training programs provided by the Centre for Continuing Education of the University of Botswana, there are some indications that the effectiveness of these training is compromised by a number of issues. Emerging from reflective evaluations and experiences from coordinators are issues of relevance, feedback loop, inclusiveness and training goals. In the light of our understanding of different goals of training, it becomes clear that current public training at the University of Botswana focus more on the conceptual understanding along with occupational at the expense of other areas of public training. The analysis reveals some shortcomings in a number of aspects that calls for a multi-task, multi-skilled leader who can serve well as a strategic decision-maker, partner with clients; skilled designer and marketer of training programs.
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