The Role of the Leadership Style in Creating Conflict and Tension in a Higher Education Institution

2016 ◽  
pp. 233-247
Author(s):  
Grace C. Khoury ◽  
Beverley McNally
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cultural Change ◽  
Development Program ◽  
Education Institution ◽  
Workplace Stress ◽  
Higher Education Institution ◽  
High Conflict

This chapter examines the influence of context on leadership styles in a higher education institution. Specifically, the enactment of leadership, the consequence of differing leadership styles, and the resultant interpersonal conflict. Informed by the empirical literature examining the Middle East, workplace stress and conflict, leadership and interpersonal communication, the chapter highlights the consequences of a high-conflict external context and the resultant constraints on human resource policies and practices. The recommendations include establishing a leadership development program aimed at creating an awareness of different leadership styles and the leadership of diverse groups. This includes the implementation of a cultural change program, programs to support the empowerment of minority groups, management education focusing on conflict resolution. The chapter adds to the body of literature by addressing the challenges confronting leadership in a high conflict context.

scholarly journals Stress, Leadership Style and Internal Communication Among Teachers of a Higher Education Institution

2018 ◽  
Vol 27 (4) ◽  
pp. 518
Author(s):  
Maurício Benício Valadão ◽  
Valdir Inácio Do Prado Júnior ◽  
Sebastião Benício Costa Neto
Keyword(s):  
Higher Education ◽  
Leadership Style ◽  
Education Institution ◽  
Internal Communication ◽  
Private Institution ◽  
Higher Education Institution ◽  
The City ◽  
Do So

This article aimed to understand the relation stress, leadership style and internal communication between management and teachers of a higher education private institution in the city of Goiânia-GO. To achieve this, the exploratory method was used, relying on the contribution of such teachers in a focal group. Through the results found, it is understood that the institution must elaborate a number of considerations towards the relation stress and internal communication. To do so, it is highlighted: the comprehension that the lack of a well structured internal communication fosters stress; and the use of strategies that contribute to the implementation of an effective internal communication. Estresse, Estilo de Liderança e Comunicação Interna entre Docentes de uma Instituição de Ensino Superior Este artigo buscou compreender a relação estresse, estilo de liderança e comunicação interna entre chefia e docentes de uma instituição de ensino superior privada na cidade Goiânia-GO. Para a sua consecução foi utilizado o método exploratório, contando com a contribuição dos docentes em um grupo focal. Por meio dos resultados encontrados, entende-se que a instituição deve elaborar um conjunto de considerações acerca da relação estresse e comunicação interna. Para tanto, destacam-se: a compreensão de que a falta de uma comunicação interna bem estruturada fomenta o estresse; e a utilização de estratégias que contribuam para a implementação de uma comunicação interna efetiva.

Leadership Style Toward Competitive Advantage Of Business Education

2014 ◽  
Vol 1 (1) ◽  
pp. 47-50
Author(s):  
Rovila El Maghviroh
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Education ◽  
Education Institution ◽  
Administrative Staff ◽  
Transactional And Transformational Leadership

AbstractLeadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

scholarly journals Evaluating the English Proficiency of Faculty Members of a Higher Education Institution: Using Results to Develop Responsive Professional Development Program

2019 ◽  
Vol 9 (2) ◽  
pp. 52
Author(s):  
Joel C. Meniado
Keyword(s):  
Higher Education ◽  
Academic Writing ◽  
Mixed Methods Research ◽  
English Proficiency ◽  
Development Program ◽  
Education Institution ◽  
The Philippines ◽  
Faculty Members ◽  
Full Time ◽  
Higher Education Institution

Current literatures reveal that English proficiency of Filipino workforce has declined through the years. The untrained and non-proficient teachers are heavily blamed on this pressing concern. With the aim of addressing the leading cause of the problem, this study investigated the level of English proficiency of faculty members of a higher education institution in the Philippines and proposed a program that could reverse the alarming trend. Utilizing mixed methods research design with 41 full-time faculty members as samples, this study found that majority of the teachers are in B1 and B2 levels (Intermediate and Upper Intermediate). In terms of specific language skill, writing is the lowest with majority of the teachers placed in A1 and A2 levels (Basic Users). Results of the study suggest that faculty members need to undergo several language enhancement courses such as Effective Communication, Academic and Professional Communication, Academic Writing with Research, and Effective Business and Report Writing, while the higher education institution involved in this study needs to support teachers in their formal higher studies, participation in workshops and trainings, publishing in scholarly journals, and serving as speakers or presenters in various academic forums. Discussion points that arise include implications of the findings and required actions from stakeholders. The study concludes with its limitations and important recommendations.

scholarly journals Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality

2021 ◽  
Vol 9 (2) ◽  
pp. 75-102
Author(s):  
Kinza Khan ◽  
◽  
Nadeem Zaman ◽  
Bilal Sarwar ◽  
Hadi Khan ◽  
...  
Keyword(s):  
Higher Education ◽  
Leadership Styles ◽  
Leadership Style ◽  
Structural Equation ◽  
Education Institution ◽  
Equation Modeling ◽  
Democratic Leadership ◽  
Perceived Leadership ◽  
Autocratic Leadership ◽  
The Right

This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.

scholarly journals The impact of ethical leadership on employee engagement within a South African public higher education institution

2019 ◽  
Vol 17 (4) ◽  
pp. 314-324
Author(s):  
Anrusha Bhana ◽  
Sachin Suknunan
Keyword(s):  
Higher Education ◽  
Data Collection ◽  
South African ◽  
Employee Engagement ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Education Institution ◽  
Mean Value ◽  
Higher Education Institution ◽  
The Impact

Ethical leadership has become a fundamental building block amongst the corporate organizations globally. However, minimal research evidence was found from a higher education institution (HEI) perspective, including the evidence from a South African higher education setting. Due to the lack of research linking the ethical leadership`s style and employee`s engagement (EE) at higher education institutions, it becomes important to find out if ethical leadership can positively promote the EE, which, in turn, can promote various other benefits at the institutions. Therefore, this study aims to examine this from the perspective of ethical leadership style and its impact on the EE. This study focused on a large HEI (Higher Education institution) based in KwaZulu-Natal (South Africa). Quantitative data collection employed the probability sampling targeting 420 employees. Questionnaires were used as data collection tools and obtained a response rate of 312 (74%). The results show that the average mean value for EE (M = 2.87) was weak in comparison to the measurement standard of 3.00, which implied a lack of EE between leadership and employees. In addition, the results indicate that ethical leadership can positively influence the EE (M = 4.27), thus, indicating the need for more ethical leadership at this institution. Furthermore, the current lack of employee`s engagement by leaders that do not exhibit the ethical leadership style can result in employees` disengagement at the institution.

scholarly journals Building ethical leadership through training and development approach at a higher education institution in South Africa

2020 ◽  
Vol 18 (1) ◽  
pp. 405-414 ◽  
Author(s):  
Anrusha Bhana ◽  
Sachin Suknunan
Keyword(s):  
Higher Education ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Education Institution ◽  
Training And Development ◽  
Theory And Practice ◽  
Executive Management ◽  
Higher Education Institution ◽  
Qualitative Approaches ◽  
Management Leadership

The research has shown that many leaders lack ethical practice, but training and development geared towards ethical leadership can serve to bridge this gap in theory and practice. This paper focuses primarily on the key aspect of training and development to promote more ethical leadership within a higher education institution setting. The data were drawn from a mixed-method study adopting both quantitative and qualitative approaches. Simple random sampling constituted a sample of 312 academic and administrative staff members at the institution. The purposeful sampling for the qualitative component was a realized sample of 3 executive management leadership and 9 line management leadership participants, indicating a total response rate of 67%. The results for executive management leadership reflect poor leadership style from the employees’ perspective in relation to respect and fairness, transparency, behavior, and other ethical leadership-related items (of M = 2.74, SD = 0.033). In addition, there was a clear need for leadership to attend ongoing training courses (M = 4.20, SD = 0.904). From the qualitative perspective, more than 50% of the leadership respondents indicated no appropriate university leadership programmes or ethical leadership programs. Therefore, the investment in training and development can promote more ethical leadership style, which in turn can have a positive impact on employees (M = 4.43, SD = 0.740). In light of this, the results provide a strong inclination towards more training and development programs to ensure that leaders develop ethical considerations in their role as leaders.

How (Not) to Lead Academia

2019 ◽  
Author(s):  
Miguel Abambres
Keyword(s):  
Higher Education ◽  
Time Management ◽  
Social Engagement ◽  
Student Assessment ◽  
Education Institution ◽  
Academic Leadership ◽  
Academic Department ◽  
Higher Education Institution ◽  
Role Assignment ◽  
Professional Career

This work reports several issues found by the author throughout his professional career, concerning academic leadership. Topics like (i) out-of-field teaching/researching, and (ii) time management in faculty hiring or new role assignment, are addressed. Besides, the author describes which fundamental decisions he´d take if he could manage a higher education institution or academic department. The topics covered are crucial for the success of any higher education institution, such as (a) hiring, (b) social engagement, (c) student assessment, (d) open mindedness, (e) prompt communication, (f) passion in work, and (g) freedom / trust.

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