Department Chair Perspectives About Contingent Faculty in Higher Education

2018 ◽  
pp. 1684-1704
Author(s):  
Lorna C. Timmerman ◽  
Thalia M. Mulvihill
Keyword(s):  
Higher Education ◽  
Leadership Style ◽  
Department Chair ◽  
Research University ◽  
Contingent Faculty ◽  
Effective Leaders ◽  
Four Frames ◽  
To Come ◽  
The Impact ◽  
Administrative Problem

This chapter examined the increasing reliance on contingent faculty in U.S. higher education as an administrative problem ripe for continued investigation. The specific purpose of this inquiry was to gain a better understanding of the impact of employing contingent faculty from the viewpoint of a departmental chair of a medium-sized Midwestern research university who routinely hired many contingent faculty. Within the context of these interviews, the chair discussed various aspects of his leadership style, his experiences and responsibilities in the job, his organizational philosophies, his departmental vision and his concerns related to the changing landscape of higher education. As Bolman and Deal's (2003) four-frames model suggests, effective leaders draw from all four frames to make the best decisions and to come to the most productive solutions. The results of this examination revealed this leader's propensity for leading with the human resource frame and then blending in the remaining frames when thinking and acting on issues related to contingent faculty.

Department Chair Perspectives About Contingent Faculty in Higher Education

2017 ◽  
pp. 440-460
Author(s):  
Lorna C. Timmerman ◽  
Thalia M. Mulvihill
Keyword(s):  
Higher Education ◽  
Leadership Style ◽  
Department Chair ◽  
Research University ◽  
Contingent Faculty ◽  
Effective Leaders ◽  
Four Frames ◽  
To Come ◽  
The Impact ◽  
Administrative Problem

This chapter examined the increasing reliance on contingent faculty in U.S. higher education as an administrative problem ripe for continued investigation. The specific purpose of this inquiry was to gain a better understanding of the impact of employing contingent faculty from the viewpoint of a departmental chair of a medium-sized Midwestern research university who routinely hired many contingent faculty. Within the context of these interviews, the chair discussed various aspects of his leadership style, his experiences and responsibilities in the job, his organizational philosophies, his departmental vision and his concerns related to the changing landscape of higher education. As Bolman and Deal's (2003) four-frames model suggests, effective leaders draw from all four frames to make the best decisions and to come to the most productive solutions. The results of this examination revealed this leader's propensity for leading with the human resource frame and then blending in the remaining frames when thinking and acting on issues related to contingent faculty.

The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective

2017 ◽  
Vol 48 (3) ◽  
pp. 58-75 ◽  
Author(s):  
Rashid Maqbool ◽  
Ye Sudong ◽  
Nasir Manzoor ◽  
Yahya Rashid
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Construction Projects ◽  
Project Success ◽  
Leadership Behavior ◽  
Project Managers ◽  
Effective Leaders ◽  
Transformational Leadership Style ◽  
The Impact

Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by various factors, project managers play a very important role. This study aims to examine the relationship and impact of construction project managers’ emotional intelligence (EI), managerial competencies, and transformational leadership style on project success. A total of 107 Pakistani construction firms were studied with a view to measuring the effects of these variables on the overall performance of construction projects. The results show that project managers with high emotional intelligence who bear the desired competencies and exhibit transformational leadership behavior are effective leaders and ensure higher success in projects than their counterparts. The findings will assist project sponsors in selecting the appropriate project managers for their projects.

scholarly journals An Analysis of the Instructional Leadership Model at an Institution of Higher Education in the United Arab Emirates

2015 ◽  
Vol 11 (28) ◽  
pp. 162 ◽  
Author(s):  
Lee Edward Waller ◽  
Lincoln Pettaway ◽  
Sharon Waller ◽  
Majed Khoder
Keyword(s):  
Higher Education ◽  
Servant Leadership ◽  
United Arab Emirates ◽  
Leadership Style ◽  
Global Economy ◽  
Driving Forces ◽  
Leadership Model ◽  
Playing Field ◽  
Reduction Techniques ◽  
The Impact

<p>Leadership remains key to the successful delivery of instruction. The impact of the global economy and the digitalization of higher education continue to level the playing field for institutions of higher education as the competition for enrollment increases. Universities in the United Arab Emirates are not isolated from these changes as many are determined to emulate models of accepted academic leadership and shared governance in order to obtain institutional and programmatic accreditations from outside the region. This research examined the development, implementation and findings associated with the assessment of one institution’s instructional servant leadership model. The study employed factor analysis (dimension reduction) techniques to identify the underlying components driving responses to an employee quesionaire designed to measure the fundamental aspects of servant leadership. The results identified two major driving forces: (1) a holistic overview of the leadership style and (2) the soft skills associated with intrapersonal interaction. The research reminds leaders of the need to comprehend the power of any or all decisions to distract their followers and of the need to cultivate strong interpersonal skills such as communication and respect for others. <strong></strong></p><strong>Keywords:</strong> leadership, servant-leadership, higher education, United Arab Emirates

scholarly journals Impact of Islamic Values on the Leadership Style of Muslim Women Academics in Malaysia

2016 ◽  
Vol 18 (2) ◽  
pp. 187-203 ◽  
Author(s):  
Siti Raba’ah Hamzah ◽  
Azimi Hamzah ◽  
Jamilah Othman ◽  
Sharmila Devi
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Muslim Women ◽  
Leadership Roles ◽  
Academic Leaders ◽  
Women Academics ◽  
The Impact ◽  
Islamic Values

The Problem The religious background of Muslim women academic leaders in Malaysia guides them in performing demanding roles in managing multiple responsibilities. To date, little is known about the impact of Islamic values on Muslim women leaders in institutions of higher learning, even though Islam is the official religion in Malaysia. In addition, the field of human resource development has done little to explore the leadership style of Muslim women. The Solution This paper presents findings and recommendations of a research conducted for the purpose of exploring, understanding, and presenting the impact of Islamic values on the leadership style of Muslim women academics in Malaysia. This inquiry is significant because it’s open the new sight for HRD scholar and practitioners to explore HRD in a leadership, women leadership, religious, and the role of Muslim faith in women academic leaders. It is hoped that the findings of this research will encourage HRD scholars and practitioners to consider integrated dimension to their scholarly thought and practice related to leadership style. The Stakeholders The outcomes of this research will be of interest to those women who are currently in leadership roles in academia, as well as those women interested in moving into these roles. It should also be of interest to higher education administrators and, particularly, those within higher education charged with developing leaders. Human resource development scholars and practitioners will also benefit from the contributions of this article to our general understanding of women in leadership roles.

scholarly journals Impact of Education Tourism on Bahrain’s Economic Growth: A Perspective

2019 ◽  
Vol 9 (2) ◽  
pp. 116 ◽  
Author(s):  
Ramzi Nekhili ◽  
Saad Darwish ◽  
Marwan Mohamed Abdeldayem
Keyword(s):  
Higher Education ◽  
Research University ◽  
Positive Impact ◽  
Access To Higher Education ◽  
Branch Campuses ◽  
International Branch Campuses ◽  
Knowledge Based ◽  
Gulf States ◽  
Public Economy ◽  
The Impact

The existence of international students makes an investigation of the impact on a country’s economy topical. Despite the complexity of measuring the economic impact of education tourism, many countries have conducted analyses to justify that international higher education students have a positive impact on the public economy. In the Gulf States, efforts to reform and modernize higher education to create knowledge-based societies are ongoing. Member states of the Gulf Cooperation Council (GCC) share a regional vision to make the Arab Gulf a hub for a world-class education. Arab higher education systems that were long characterized by mass production of graduates and incremental support from the state are now shifting to new Western models of higher education. Several factors, including the development of the knowledge economy, massive access to higher education and increasing higher education differentiation are contributing to this push. To achieve this vision, the Gulf States have adopted the Western research university model by hosting international branch campuses (IBCs) in the region. GCC governments have also embraced study abroad scholarship programs that sponsor large numbers of Gulf nationals to study in Western universities.

The Uses of the University: After Fifty Years

2012 ◽  
Vol 36 (4) ◽  
pp. 473-479
Author(s):  
Michael A. Bernstein
Keyword(s):  
Higher Education ◽  
United States ◽  
Research University ◽  
The United States ◽  
Harvard University ◽  
University Of California ◽  
Clark Kerr ◽  
To Come ◽  
The University

It is now almost a half century since Clark Kerr (1911–2003) delivered the 1963 Edwin L. Godkin Lectures at Harvard University, presenting what was ultimately recognized as one of the most significant and influential ruminations on the nature of higher education in the United States. This sustained reflection on the modern evolution of the research university, ultimately published by Harvard University Press as The Uses of the University (1963), framed discussion and debate regarding the role of what Kerr called “the multiversity” for decades to come. In this endeavor, there was no one at the time better suited to the task. An economist who had served for several years on the faculty at the University of Washington, Seattle, Kerr joined the University of California, Berkeley, in 1945. Appointed Berkeley's first chancellor in 1952, he was the mastermind behind the enormous expansion (in both capacity and excellence) that marked the campus's immediate postwar history. By 1958, as the then legendary Robert Gordon Sproul concluded his 28-year duty as University of California (UC) president, Kerr seemed the obvious and best choice as successor.

Leadership style and job satisfaction in higher education institutions

2016 ◽  
Vol 30 (1) ◽  
pp. 140-164 ◽  
Author(s):  
Raimonda Alonderiene ◽  
Modesta Majauskaite
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Faculty Members ◽  
Leadership Studies ◽  
Content Type ◽  
Faculty Job Satisfaction ◽  
The Impact ◽  
Practical Implications

Purpose – Although leadership is found to have impact on the followers’ attitudes and performance there is a gap in leadership studies in HEIs, especially having Lithuania in mind. The purpose of this paper is to study the impact of leadership style on job satisfaction of faculty in higher education institutions (HEI). Design/methodology/approach – In order to investigate before mentioned problem, the representative quantitative empirical research was conducted in 2013. It includes 72 faculty members and ten supervisors from Lithuanian public and private universities. The survey was conducted to check how leadership styles of supervisors influence faculty job satisfaction and compare the opinion of supervisors and subordinates. Findings – The empirical research revealed significant positive impact of leadership style on job satisfaction of faculty where servant leadership style has been found to have the highest positive significant impact on job satisfaction of faculty while controlling autocrat leadership style has the lowest impact. Research limitations/implications – There are several implications for further research. It can be expanded whether geographically (e.g. comparative analysis in different countries) or institutionally (e.g. in other educational institutions, such as schools or pre-schools). Practical implications – Practical implications reveal that supervisors have the power to increase the levels of job satisfaction of their faculty members, by defining their role as a leader, demonstrating certain leadership behaviors. Originality/value – This survey covers the area which lacks academic research, namely, the impact of leadership on HEI faculty. Previous leadership studies in HEI focus on particular leadership style demonstrated (van Ameijde, 2009), the impact of leadership on culture (Asmawi et al., 2013), organizational effectiveness (Siddique et al., 2011) and other factors. However, very few of them (one of the examples is the study of Webb, 2009 in USA) investigate the direct managers’ leadership style and faculty job satisfaction. Besides, the previous surveys have not covered as many leadership styles as this one does.

scholarly journals The influence of organisational culture on leadership style in higher education institutions

2019 ◽  
Vol 49 (3) ◽  
pp. 709-732 ◽  
Author(s):  
Babatunde Akanji ◽  
Chima Mordi ◽  
Afam Ituma ◽  
Toyin Ajibade Adisa ◽  
Hakeem Ajonbadi
Keyword(s):  
Higher Education ◽  
Leadership Styles ◽  
Social Exchange ◽  
Leadership Style ◽  
Higher Education Institutions ◽  
Organisational Culture ◽  
Cultural Dimensions ◽  
Teaching Staff ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of organisational culture (OC) on leadership styles in Nigerian universities. The study utilises the cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena. Design/methodology/approach Using an exploratory qualitative approach, 40 interviews were conducted with senior academics and non-teaching staff working in Nigerian universities. Findings The findings reveal hierarchical, patriarchal, servile, and interdependent values as the underlying characteristics of organisation culture, shaping the choice of leadership styles in the management of Nigerian universities. As a result, it emerged from the study that positional, formalised exchanges, paternalism, relational approach and gendered reactions to leadership were typically adopted in university administration in this context. Research limitations/implications The study relies on a small qualitative sample size, which makes the generalisation of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different from those of western cultures. Originality/value The findings of this study help to bridge the research gap concerning the implications of OC, and its influence on leadership behaviours in the Sub-Saharan African context. Research within this subfield in Africa is rare. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.

scholarly journals Distributed Leadership Theory in Creating Capabilities and Learning Outcomes in Higher Education: An Analysis of Online Leadership

2018 ◽  
Author(s):  
Sarah-Taylor Gough
Keyword(s):  
Higher Education ◽  
Leadership Style ◽  
Distributed Leadership ◽  
Administrative Roles ◽  
Knowledge Based ◽  
The Us ◽  
Online Leadership ◽  
Online Persona ◽  
The Impact

Online leadership of higher education institutions (HEIs) is conducted on Twitter. By highlighting the existing patterns of interactions, distributed leadership (DL) is not only eminent in its simplest form, but collegiality and autonomy can readily be realized. New knowledge, based on the tweets and collegial online interactions from the 14,183 tweets sent by the HEIs in the US, UK, Canada, and South Korea, not only promotes the HEIs' unique online persona, but captures the very essence of leadership under investigation. Distinct leadership styles are separated into any one of the twenty-one administrative activities, which I constructed. Further, the learning opportunities and outcomes, associated with either managerial and non-managerial functions, culminate as the distinguishing features of online leadership. Contextual analysis has been applied to navigate the open conversations and the interactions taking place to categorize and measure the impact of the leadership in the ongoing practice of DL as a demonstrative theory. Long-term instruction in all its administrative roles is favored as the means for providing a new form of education—tweet by tweet. How the learning objectives are being advanced in the tweets themselves governs not only the resulting leadership style, but predicts the learning process in HE.

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