Using Multilevel SEM to Study Leadership Effectiveness in Higher Education

2003 ◽  
pp. 389-420 ◽  
Author(s):  
Vicki J. Rosser
Keyword(s):  
Higher Education ◽  
Leadership Effectiveness ◽  
Multilevel Sem

scholarly journals Perceived managerial and leadership effectiveness within a Moroccan Higher Education Institution

2018 ◽  
Vol 21 (4) ◽  
pp. 340-361 ◽  
Author(s):  
Siham Lekchiri ◽  
Barbara. A. W. Eversole ◽  
Robert. G. Hamlin ◽  
Cindy. L. Crowder
Keyword(s):  
Higher Education ◽  
Leadership Effectiveness ◽  
Education Institution ◽  
Higher Education Institution

Higher education under fire: implementing and assessing a culture change for sustainment

2019 ◽  
Vol 32 (1) ◽  
pp. 164-180
Author(s):  
Paul Barrett ◽  
John Gaskins ◽  
James Haug
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Culture Change ◽  
Change Process ◽  
Business School ◽  
Leadership Effectiveness ◽  
Academic Program ◽  
Assessment Process ◽  
Content Type ◽  
Development Intervention

PurposeLeadership development is a significant organizational investment and is considered a foundation for a culture change process. In a highly disruptive environment, higher education administrators are investigating the potential benefits of this investment. Specifically, while the great recession was underway in 2010, and with a backdrop of continuous enrollment decline, a business school in a public university in the USA utilized an experimental design to test a globally recognized business model for leadership development and its impacts on leadership effectiveness. The paper aims to discuss these issues.Design/methodology/approachThe intervention included a two-day training session followed by a year-long process for cementing in learning, while examining ensuing leadership effectiveness. Potential control variables in the model included measures of four dimensions of leadership fitness which were defined as the physical, socio-emotional, spiritual and mental dimensions. When the leadership development intervention showed promising results the business school forged ahead to implement a culture change process based on the leadership development intervention to foster teamwork and innovation.FindingsAs a longitudinal implementation and assessment process, subsequent results of the culture change process spurred year over year increases in enrollments, student retention, student placement, along with consistently escalating faculty research and academic program rankings. The culture change process spread organically from the business school throughout the university as a whole with similar positive impacts.Research limitations/implicationsImplications, including an assertion that leadership development is a viable tool for higher education’s organizational sustainment are discussed.Originality/valueFuture research opportunities of institutional outcomes in higher education due to a systemic investment in annual culture enhancement are also discussed.

Does government support matter in the relationship between future orientations on women’s effective leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdullahi Hassan Gorondutse ◽  
Fayez Hamed Al Shdaifat ◽  
Haim Hilman ◽  
Rajeh Alajmi ◽  
Fais Ahmed
Keyword(s):  
Higher Education ◽  
Effective Leadership ◽  
Leadership Effectiveness ◽  
Higher Education Institutions ◽  
Women's Leadership ◽  
Government Support ◽  
Full Time ◽  
Content Type ◽  
Future Orientations ◽  
The Relationship

Purpose The purpose of this paper is to understand emerging future orientations, women’s effective leadership and further examine its impact on government support in the context of higher education institutions. Design/methodology/approach A cross-sectional survey with 500 full-time women employees, working in Saudi Arabia Public University, was selected using a quantitative approach and analysed on the proposed hypotheses. Findings The initial prediction was that future orientations is significant on women’s leadership effectiveness as well as on government support, to the extent that it is associated with women’s leadership effectiveness where it tends to have a stronger relationship. Surprisingly, the indirect effect of government support on the relationship between future orientations on women’s leadership effectiveness was not significant. Practical implications Academic scholars/leaders in higher education should realize that the development of women leadership has a positive effect on future orientations. Policymakers and leaders of higher education institutions should focus on women leaders to improve their leadership effectiveness. Originality/value From the perspective of emerging nations, this paper extends the knowledge regarding the complexity leadership theory which explains the development of women’s leadership effectiveness and provides empirical evidence.

scholarly journals Thinking style preference, emotional intelligence and leadership effectiveness

2008 ◽  
Vol 34 (1) ◽  
Author(s):  
Tessie H. Herbst ◽  
Kobus G. Maree
Keyword(s):  
Higher Education ◽  
Emotional Intelligence ◽  
Leadership Effectiveness ◽  
Education Institution ◽  
Leadership Practices Inventory ◽  
Measuring Instruments ◽  
Thinking Style ◽  
Brain Dominance ◽  
Kouzes And Posner ◽  
The Relationship

In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profle (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours.

scholarly journals Leadership effectiveness in Higher Education: Managerial self-perceptions versus perceptions of others

2011 ◽  
Vol 37 (1) ◽  
Author(s):  
Tessie H.H. Herbst ◽  
Pieter D.P. Conradie
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
South African ◽  
Leadership Practices ◽  
Leadership Effectiveness ◽  
Shared Vision ◽  
Self Perception ◽  
Self Perceptions ◽  
Leadership Behaviour ◽  
The Relationship

Orientation: The study reported here explores the relationship between managerial selfperceptions and perceptions of others (the manager’s direct supervisor, peers and subordinates) with regard to leadership effectiveness (LE) in a group of managers in the context of a South African university undergoing a merging process.Research purpose: The purpose of this study was to investigate the prevalence of selfperception accuracy amongst the managers and to explore the patterns of interaction between self-perception accuracy (regarding their leadership behaviour) and perceived transformational leadership behaviour (as measured by composite ‘other’-ratings).Motivation of the study: Research has shown that managers in various work environments typically overestimate their own level of competence and that this could impact on the effectiveness of their leadership behaviour. This phenomenon has however not yet been researched in the context of South African higher education institutions.Research design, approach and method: A quantitative cross-sectional study of the relationship between self-perception accuracy and leadership effectiveness was conducted amongst the total population (N = 204) of staff members in management positions. The response rate was 67% and the realised sample consisted of 137 managers. Leadership behaviour was measured by means of behavioural ratings on the following five dimensions of the Leadership Practices Inventory (LPI): ‘Challenging the process’, ‘Inspiring a shared vision’, ‘Enabling others to act’, ‘Modelling the way’ and ‘Encouraging the heart’.Main findings: Statistically significant discrepancies were found between self- and observer ratings on all five leadership dimensions, indicating a probable overestimation of their own capabilities. Results further provide evidence that perceived leadership effectiveness on three of the five transformational leadership practices varied as a function of the self-perceptions of managers.Practical/managerial implications: Managerial development practices should sensitise managers to what is essentially introspective and provide opportunities for them to reflect upon and question their leadership practices.Contribution/value-add: A challenge for higher education is to embark on feedback intensive leadership development processes that provide participants with comprehensive feedback in a supportive environment.

scholarly journals How Self-Concept Interferes Between Integrative Leadership and Leadership Effectiveness

2019 ◽  
Vol 8 (3) ◽  
pp. 4685-4690
Keyword(s):  
Higher Education ◽  
Leadership Effectiveness ◽  
Self Concept ◽  
Institutions Of Higher Education ◽  
Common Goal ◽  
Balanced Approach ◽  
The Status ◽  
The Common ◽  
Integrative Leadership ◽  
Mutual Action

This paper uses a qualitative study method, describing the association of Integrative Leadership and SelfConcept with Leadership Effectiveness. It attempts to explore the intersection of these concepts rooted in higher education Institutions at a deeper level. This can provide practitioners with clues on how to realistically apply the theory to everyday practice. Moreover, through integrative leadership and self-concept, this paper describes how leadership effectiveness can be ensured in a ways that can foster mutual action in order to achieve the common goal. This can be used to push back on the forces of individualism, neoliberalism, and “tyranny of the majority” that tend to undermine democracy and perpetuate inequality in the Institutions of higher education. While this paper suggests a more collective or communitarian view, the intent is not to reject individual and neoliberal values, but to create a more balanced approach for the status quo. This paper lays the foundation of a more comprehensive conceptualization of leading and self as both the fields include diversity of approaches and theories

scholarly journals Leadership Effectiveness in Implementing Quality Assurance Programs at Private Universities of Lahore

2021 ◽  
Vol 10 (2) ◽  
pp. 56-72
Author(s):  
SEEMA ARIF ◽  
SAFIA IQBAL ◽  
MUHAMMAD NADEEM
Keyword(s):  
Higher Education ◽  
Quality Assurance ◽  
Leadership Effectiveness ◽  
Private Universities ◽  
Education Leadership ◽  
Higher Education Leadership ◽  
Leadership Characteristics ◽  
University Leadership ◽  
Education Commission ◽  
The University

Quality assurance has become acceptable, and all private universities are trying hard to achieve better standards executed by Higher Education Commission Pakistan (HEC) every year. The implementation of quality assurance (QA) programs rests upon the performance of university faculty. An exploratory study was conducted with the faculty of seven private universities in Pakistan to determine the leadership effectiveness regarding the implementation of QA programs. The strengths and weaknesses of the university leadership were measured in a three-fold exercise by identifying leadership characteristics, values, and actions taken to implement QA. For this purpose, a questionnaire was constructed, comprising both close-ended and open-ended responses. Data was collected from 430 faculty members from five private universities in Lahore, Pakistan. Both descriptive and inferential statistics were applied to meet the research objectives. The results indicate that leadership attempts are yet superficial and inadequate to reach the transformational quality. The effectiveness of higher education leadership needs much improvement to meet the needs of the 21st century. Unless the leaders align their efforts with the faculty's expectations and involve them in shared decision making, reaching transformative quality would remain barred; therefore, the sustainability of higher education will remain in danger. Keywords: Higher Education, Leadership Characteristics, Leadership Effectiveness, Private Universities, Quality Assurance.

scholarly journals Critical factors affecting leadership: a higher education context

2018 ◽  
Vol 12 (1) ◽  
pp. 110-130 ◽  
Author(s):  
Ahlam Hassan ◽  
David Gallear ◽  
Uthayasankar Sivarajah
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Leadership Effectiveness ◽  
Business Schools ◽  
Education Sector ◽  
Critical Factors ◽  
Leadership Practice ◽  
Content Type ◽  
Factors Affecting ◽  
Extant Literature

Purpose While the importance of leadership in various domains has been highlighted in the extant literature, effective leadership in the context of higher education sector has not been well addressed in the leadership scholarship. There is a need to address the challenge of leadership effectiveness in the education sector, including business schools, given the failures noticed in the sector attributed to poor-quality leadership. The purpose of this study was therefore to explore the factors that affected leadership in the context of higher education institutions. Design/methodology/approach The research is exploratory in nature as the study critically reviewed extant literature surrounding leadership practices specifically from a public-sector context to identify factors affecting leadership effectiveness. Findings The findings of the study pointed out that, regardless of the nation or organisation, leadership effectiveness is a factor that is dependent on how well the followers have accepted the leader. This indicates that, amongst the different challenges explored in this study, leadership effectiveness is not only a challenge by itself but is also affected by other challenges, including leadership practice and style. Research limitations/implications This research provides a better understanding of the critical factors affecting leadership practice of deans of business schools and how the styles’ influence on leadership practice, the relationship between leadership practice and leadership effectiveness and how leadership style translates into leadership effectiveness. Originality/value This research contributes to the growing body of knowledge surrounding leadership scholarship from a public-sector context about the challenges that affect leadership effectiveness in the context of HEIs and stimulates further investigation into those challenges.

Sign in / Sign up

Export Citation Format

Share Document