Strategic Leadership in Higher Education

2017 ◽  
pp. 1546-1555
Author(s):  
Sharon E. Norris
Keyword(s):  
Higher Education ◽  
Strategic Change ◽  
Strategic Leadership ◽  
Higher Education Administrators ◽  
University Administrators ◽  
College And University ◽  
Technological Advances ◽  
Leadership In Higher Education ◽  
Education Today ◽  
Education Administrators

Higher education administrators face unprecedented changes that require not only faster decisions but also strategic ones. Unfortunately, institutionalization and isomorphic pressures weigh heavily on college and university administrators making it challenging for these individuals to envision the type of changes needed to formulate diverse strategies and lead the strategic change necessary in higher education. How many of today's higher education administrators have the knowledge and skills necessary to successfully lead their colleges and universities through the competitive, global, and technological advances that influence education today? The focus of this chapter will be on the need for strategic leadership in higher education, the outcomes that results when higher education administrators lack strategic leadership skills, and why it is important for administrators to develop associative thinking and collaborative innovation skills in order to successfully navigate the future.

Book Review - Multiculturalism and "The Politics of Recognition"

NASPA Journal ◽  
1997 ◽  
Vol 34 (2) ◽  
Author(s):  
Kathleen Manning ◽  
Charles Taylor
Keyword(s):  
Higher Education ◽  
Student Affairs ◽  
Higher Education Administrators ◽  
University Administrators ◽  
Politics Of Recognition ◽  
College And University ◽  
National Debate ◽  
University Life ◽  
Education Administrators

A diverse cultural presence on campus, political rankling among liberals and conservative, and media reprots of campus activism prevent higher education administrators from ignoring the current national debate concerning multiculturalism. College and university administrators, particularly in the area of student affairs, have taken the lead to bring the issue front and center in university life.

scholarly journals Leading in Higher Education with Emotional Competence

2021 ◽  
Vol 11 (3) ◽  
pp. 116
Author(s):  
Osman Ferda Beytekin
Keyword(s):  
Higher Education ◽  
Qualitative Research ◽  
Emotional Competence ◽  
Future Research ◽  
Higher Education Administrators ◽  
University Administrators ◽  
Emotional Competencies ◽  
Depth Interview ◽  
One Step ◽  
Education Administrators

The aim of this interpretative study was to find out how higher education administrators thought about emotional competence and what emotional competence ideas and skills they thought were essential for success. Specifically, the aim of this study was to get a better understanding of how administrators in departments of higher education may use their emotional skills to their benefit in their professions. In-depth interviewing takes one step further by focusing in considerable detail on the life experiences and social behavior of selected individual respondents in qualitative research. An in-depth interview was conducted for this qualitative research with eight experienced heads of departments who shared their experiences for a number of reasons. In order to get meaning from the narratives, certain techniques and templates were used. Purposive sampling was used in the 2019-2020 academic year for eight heads of departments at a public university in Izmir, Turkey, with an emphasis on phenomena relevant to the topic and at least four years of administration experience in selecting criteria. The key insight from the study's findings is that participants interpreted emotional competence to entail the ability for university administrators to develop connections by generating trust in order to lead their department. Having an open mind, having an optimistic attitude, being respectful, being inclusive, listening actively were all regarded as key subthemes by higher education administrators. Longitudinal or mixed methods studies, as well as demographic variations in leaders' use of emotional competencies, might be explored in future research.

Book Review: Strategic Change in Colleges and Universities: Planning to Survive and Prosper

NASPA Journal ◽  
1999 ◽  
Vol 36 (2) ◽  
Author(s):  
Michael D. Parsons
Keyword(s):  
Higher Education ◽  
Strategic Change ◽  
Colleges And Universities ◽  
Business Community ◽  
Education Administration ◽  
Higher Education Administrators ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
Education Administrators ◽  
Academic Strategy

One of the enduring and unfortunate trends of the 1980s and 1990s has been the wholesale adoption of business language and methods by higher education administrators. Responding to public pressure to be more accountable, a changing environment, and the reality of having to do more with less, higher education leaders have looked to business methods and techniques for ways to rationalize the intellectual work and methods of discovery characteristic of the academy. In the process, they have alienated the faculty, won few friends in the business community, and impoverished the language of higher education administration. "Strategic Change in Colleges and Universities" represents one of the latest offspring of a literature whose lineage can be tracked backed to George Keller's (1983) "Academic Strategy."

scholarly journals The Effects Of Different Sections And Students Pre-Course Interest On An Instructors Teaching Evaluations

2007 ◽  
Vol 4 (3) ◽  
Author(s):  
Obeua S. Persons
Keyword(s):  
Higher Education ◽  
Teaching Effectiveness ◽  
Higher Education Administrators ◽  
Teaching Evaluations ◽  
Teaching Ability ◽  
Education Administrators

This study has identified two important factors, unrelated to an instructor’s teaching ability, which can affect an instructor’s teaching evaluations.  The first factor, which has never been examined in any prior studies, is the section effect.  This study finds that teaching evaluations differ significantly across sections of the same course taught by the same instructor.  This section effect cannot be explained by six student-related variables.  The second factor, which is students’ pre-course interest measured at the beginning of a course, is found to be positively related to teaching evaluations.  These findings suggest that higher-education administrators may want to consider the section effect and the students’ pre-course interest when they evaluate an instructor’s teaching effectiveness for promotion, tenure and merit decisions.

scholarly journals Impacting Networked Technologies on Teaching Practices

2018 ◽  
Author(s):  
Maria Cutajar ◽  
Matthew Montebello
Keyword(s):  
Higher Education ◽  
Teaching Practices ◽  
Exploratory Research ◽  
Higher Education Administrators ◽  
Online Environment ◽  
Teaching Experiences ◽  
Policy Makers ◽  
Education Administrators ◽  
Shed Light ◽  
Work And Life

Networked technologies are found permeating all work and life activities even in the education realm. Today’s networked technologies are changing the way we interact within the online environment and amongst themselves. Networked technologies have unleashed a plethora of possibilities for educators to take advantage of by employing them as part of their teaching practices. In this paper are presented findings related to how academics are experiencing networked technologies for teaching and their relation to learning. A phenomenographic approach and subsequently a quantitative stance was employed to shed light on the nature and the current dynamic of such practices. This paper recounts the phenomenographic outcome, but it particularly attends to subsequent quantitative findings obtained from consideration of learning experiences against the phenomenographic map of variation in teaching experiences whereby an unexpected clustering trend was exposed. The outcomes of this exploratory research provide crucial and essential insights for higher education administrators and policy makers on how to regulate themselves with regards to the adoption of networked technologies within their institution.

Transcollegial leadership: a new paradigm for leadership

2018 ◽  
Vol 32 (1) ◽  
pp. 57-70
Author(s):  
David J. Burns ◽  
Debra Mooney
Keyword(s):  
Higher Education ◽  
Dynamic Environment ◽  
Colleges And Universities ◽  
Alternative Form ◽  
Institutions Of Higher Education ◽  
New Paradigm ◽  
Content Type ◽  
Leadership In Higher Education ◽  
Education Today ◽  
Individual Self

Purpose The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today. Design/methodology/approach First, existing research on leadership is explored. Particular attention is placed on identifying the applicability of the primary leadership approaches to the unique organizational environment typically found in institutions of higher education. Transcollegial leadership is then developed as an alternative form of leadership better suited to colleges and universities in today’s dynamic environment. Findings After examining the inadequacies of existing forms of leadership in higher education, transcollegial leadership is introduced as the process involved in leaders systematically, but informally, relating to persons and groups of equivalent authority in different areas of an institution of higher education for its betterment and the advancement of its mission, not for person gain. Practical implications It appears that transcollegial leadership may be specifically suited for institutions of higher education given their unique organizational structure. Transcollegial leadership permits colleges and universities to better utilize the skills and expertise of their members. The skills and expertise of transcollegial leaders not only benefit their home organizational units, but can benefit the entire organization. Originality/value The paper examines a different approach to leadership to aid colleges and universities in facing the challenges of a rapidly changing and increasingly competitive environment.

Redesigning Prediction Algorithms for At-Risk Students in Higher Education

2019 ◽  
pp. 232-250 ◽  
Author(s):  
Dennis Foung
Keyword(s):  
Higher Education ◽  
At Risk ◽  
Logistic Regression ◽  
Academic Writing ◽  
Industry 4.0 ◽  
Classification Tree ◽  
At Risk Students ◽  
Higher Education Administrators ◽  
Writing Courses ◽  
Education Administrators

Use of algorithms and data mining approaches are not new to Industry 4.0. However, these may not be common for students and educators in higher education. This chapter compares various classification techniques: classification tree, logistic regression, and artificial neural networks (ANN). The comparison focuses on each method's accuracy, algorithm, and practicality in higher education. This study made use of a dataset from two academic writing courses in a university in Hong Kong with more than 5,000 records. Results suggest that classification trees and logistic regression can be easily used in the higher education context, but ANN may not be applicable in higher educational settings. The research team suggests that higher education administrators take this research forward and design platforms to realize these classification algorithms to predict at-risk students.

Strategic Leadership in Higher Education

2017 ◽  
pp. 1535-1545
Author(s):  
David Starr-Glass
Keyword(s):  
Higher Education ◽  
Education System ◽  
Strategic Leadership ◽  
Value Proposition ◽  
Higher Education System ◽  
Leadership In Higher Education ◽  
Viable Solution ◽  
Market Driven ◽  
Task Environments

In the complex and turbulent task environments of the millennium, strategic leadership is enjoying exceptional popularity and enthusiastic adoption. Higher education is currently facing significant difficulties and many have suggested that strategic leadership provides a viable solution for these problems. However, what advantages might strategic leadership really provide in higher education? This chapter looks in particular at the service-orientated nature of higher education, at some of the inherent challenges in utilizing strategic leadership in such a service-orientated environment, and at the extent to which this leadership approach might provide benefits and advantages in restoring the value proposition to the market-driven US higher education system.

Sign in / Sign up

Export Citation Format

Share Document