From Crisis to Vision

2022 ◽  
pp. 29-44
Author(s):  
Alan Bruce

Higher education now faces the critical role of partnerships, linkage, and strategic joint ventures to achieve shared goals in a transformed external environment. This environment is itself shaped not only by the pressures of neo-liberal competition, but by a set of crises emerging from the contradictions that is producing greater levels of inequity and social division. It is in this context that the chapter evaluates the importance of global learning as a critical tool to understand, engage with, and potentially transform a globalized socio-economic environment and engage proactively with existing multiple crises. Academics and educators are now intimately connected to the need to articulate and demonstrate globalized learning models and reflective practice founded on explicitly international perspectives. Given the urgency, internationalization alone is insufficient to achieve transformation. A re-appropriation of purpose and values is also required within an emancipatory and social justice model that asserts human needs, not corporate efficiency.

Author(s):  
Eric Archer ◽  
Yuqian Zhang

“We are on the precipice of an epoch,” in which 21st century organizations are facing a complex, competitive landscape driven largely by globalization and the technological revolution (Hitt, 1998, p. 218). As such, Bikson, Treverton, Moini and Lindstrom (2003) have urged universities to develop a global leadership curriculum, based on their prediction of a future shortage of global leaders in all sectors. This essay examines the critical role of global and culturally responsive leadership for graduates of higher education institutions.


Author(s):  
Phillis George

Evaluative in nature, this article includes an initial examination of a doctoral program uniquely designed to prepare higher education administrators and practitioners to be socially just and equity-minded leaders.  The program emphasizes the integration of equity, social justice, and ethics into professional practice.  As such, this article utilizes a social justice, leadership framework.  Originally designed in 2006 by Colleen Capper, GeorgeTheoharis, and James Sebastian to prepare secondary administrators for social justice leadership, the framework assists with the enclosed evaluation of a program that prepares postsecondary administrators for social justice leadership.  The article delineates the effectiveness of the program’s implementation and the extent to which the program’s goals, curriculum, and pedagogy align with components of the framework.  The program has been chosen because of its commitment to addressing socio-economic and educational attainment disparities in higher education through the focused teaching and professional development of academic and student affairs personnel.


Author(s):  
Loukas Anninos

During the last decade, an intensification of evaluation at the Greek universities has been noted, encouraged by the state and institutional initiatives aiming to reform, modernize, and cultivate a culture of excellence. The progress that has been reported was facilitated by global developments that gradually strengthened the cultural and scientific foundations of university performance evaluation and set the foundations for continuous institutional improvement and transformation. However, the role of academic leadership is crucial if universities wish to fully embrace the concept of excellence in their operations and services not from an obligatory, but from an evolutionary perspective that would allow them to learn and improve. As Greek universities are currently in the process of quality accreditation, the chapter briefly presents the framework for quality accreditation in Greek universities and underlines the critical role of academic leadership for achieving accreditation and establishing a culture for sustainable excellence.


Author(s):  
Naziema Begum Jappie

Higher education institutions in South Africa are undergoing remarkable changes. Traditionally, universities have been governed on a scholastic, academic, and research basis. This promoted an authoritarian and autonomous governance system, which clearly justified separate education under apartheid. The new democracy in South Africa vowed to change the system to ensure equity, diversity, and justice in education. Universities had to transform to benefit the underprivileged, disadvantaged, Black population of the country. This resulted in universities having to conduct their activities in a corporate style and, as such, required a commitment by all stakeholders to succeed. University leaderships are important role players who are pivotal in ensuring that social justice prevails. This chapter will investigate the role of leadership in shaping vision and mission in addition, ensuring policy implementation at the various higher education institutions.


2022 ◽  
pp. 138-156
Author(s):  
Bryan Q. Patterson

In the last decade, there has been a greater focus on social justice concerns in United States. These concerns include addressing situations of racism, microaggressions, and racial injustices. As a result of these concerns, the need for social justice has become more apparent for institutions of higher education to adjust and rethink how they become more inclusive and provide more equitable opportunities for all stakeholders. Institutions of higher education are being pushed into unfamiliar territory, and the role of academics and high education institutions will need to be redefined in a new model of true systematic change and policy overhaul. How do institutions of higher education (colleges and universities) become more accountable in reshaping their purpose and mission statements through the lens of social justice and inclusivity? This chapter will generate insights and illuminate ongoing institutional conversations regarding the successful adoption of social justice frameworks and practices in the foundations of higher education.


2008 ◽  
Vol 22 (4) ◽  
pp. 245-251 ◽  
Author(s):  
Tracy M. Lara ◽  
Aaron W. Hughey

Many companies have implemented the team approach as a way to empower their employees in an effort to enhance productivity, quality and overall profitability. While application of the concept to higher education administration has been limited, colleges and universities could benefit from the team approach if implemented appropriately and conscientiously. The authors discuss some of the issues and concerns that are relevant to implementing the team approach in an academic environment. Suggestions for implementing teams in higher education are provided, including the difference between the team approach and traditional administration, the importance of a preliminary needs assessment, the development of an implementation plan, the critical role of leadership, dealing with issues of assessment and accountability, and the concept of team efficacy.


2021 ◽  
pp. 221-226
Author(s):  
Mandla S. Makhanya

AbstractWhile the old Heraclitan adage: “The only constant in life is change” remains true, it is the scale and impact of that change that distinguishes the routine from the radical, and the evolution from the revolution. This difference is captured succinctly by Palinkas who asserts:“Change uses external influences to modify actions, but transformation modifies beliefs so actions become natural and thereby achieve the desired result ” (Palinkas 2013). Higher education, in its current state of disruption, is forcing us to revisit everything that we know and believe about education, in pursuit of its continued relevance and sustainability as a “new normal”. Key contributors to the state of disruption are fundamental and influential shifts in geo-socio-economic and political practices, rampant technological and scientific innovation, a multiplicity of role players, many of whom reside outside of the traditional higher education sphere, changing views on the nature and value of knowledge and the role of the university, and compelling contextual realities such as the need (and demands) for equity, social justice and redress.


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