scholarly journals Leadership and Management: Case Studies in Training in Higher Education in Africa

2015 ◽  
Keyword(s):  
Higher Education ◽  
Evaluation Studies ◽  
Historical Context ◽  
Leadership And Management ◽  
Education Leaders ◽  
Starting Point ◽  
African Higher Education ◽  
Higher Education Leaders ◽  
Training Programmes ◽  
University Leaders

There has been a resurgence of interest in training programmes for higher education leaders and management (HELM) at African universities in recent times. Although there have been a few cases of evaluation studies of such programmes in Africa, a more systematic review of the lessons learnt through these programmes has not been done. This book aims to document and reflect on the learnings from intervention programmes at three African higher education councils. It is clear that university leaders face many leadership and management challenges. This is the starting point of the book. More specific questions that are addressed include: The book commences with an introduction that sets the historical context for this initiative. The remainder of the book is divided into three main parts:

Framing Your Future Through Employee Engagement

2022 ◽  
pp. 94-110
Author(s):  
Matthew Williwam Hurtienne
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Higher Education Institutions ◽  
Organizational Level ◽  
Institutions Of Higher Education ◽  
Change Models ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
University Leaders

There are many diverse demands and pressures on institutions of higher education. We are now at a time where innovation is required for many higher education institutions' survival and sustainability. However, university leaders should not look to old archaic change models to determine a way forward. Institutional leaders should look for methods to engage all generations of their workforce and decrease the level of resistance to the proposed change. This chapter looks at employee engagement and provides a model that higher education leaders can deploy to stimulate employee engagement and innovation. Framing Your Future is a model that can easily be deployed at a team, department, or even organizational level.

scholarly journals Higher Education Leadership Training: Global Maps and Gaps

2018 ◽  
Vol 2 (93) ◽  
pp. 4 ◽  
Author(s):  
Laura Rumbley ◽  
Hilligje Van't Land ◽  
Juliette Becker
Keyword(s):  
Higher Education ◽  
Low Income ◽  
Leadership And Management ◽  
Education Leaders ◽  
Management Capacity ◽  
The Face ◽  
Higher Education Leaders ◽  
Long Term Impact ◽  
Training Opportunities

Globally, most higher education leaders, managers, and policymakers receive no formal/specialized training for their work. Compared to the need, there is a relatively small number of structured training opportunities that exist to build leadership and management capacity in higher education around the world. These training programs are almost universally small in scale and largely unable to offer systematic accounts ofthe long-term impact of their efforts. This is a critical concern in the face of the myriad opportunities and imperatives facing higher education institutions and systems worldwide—particularly in low-income and emerging economy contexts—now and into the foreseeable future.

scholarly journals Higher Education Leadership Training: Global Maps and Gaps

2018 ◽  
pp. 4-6
Author(s):  
Laura Rumbley ◽  
Hilligje Van't Land ◽  
Juliette Becker
Keyword(s):  
Higher Education ◽  
Low Income ◽  
Leadership And Management ◽  
Education Leaders ◽  
Management Capacity ◽  
The Face ◽  
Higher Education Leaders ◽  
Long Term Impact ◽  
Training Opportunities

Globally, most higher education leaders, managers, and policymakers receive no formal/specialized training for their work. Compared to the need, there is a relatively small number of structured training opportunities that exist to build leadership and management capacity in higher education around the world. These training programs are almost universally small in scale and largely unable to offer systematic accounts ofthe long-term impact of their efforts. This is a critical concern in the face of the myriad opportunities and imperatives facing higher education institutions and systems worldwide—particularly in low-income and emerging economy contexts—now and into the foreseeable future.

The Challenge of CBE Programs

2017 ◽  
pp. 92-115
Author(s):  
Julie Uranis ◽  
Tanja Bibbs
Keyword(s):  
Higher Education ◽  
Future Research ◽  
Research Directions ◽  
Competency Based Education ◽  
Education Leaders ◽  
Starting Point ◽  
Competency Based ◽  
Future Research Directions ◽  
Higher Education Leaders ◽  
Programs Of Study

Using the student lifecycle as a framework, the authors explore the administrative and technological considerations pertaining to competency-based education (CBE). The goal of this chapter is to familiarize readers with the administrative issues surrounding the development of CBE programs. While the chapter is not all-inclusive, it should serve as a starting point for higher education leaders interested in CBE, especially those lacking the resources to develop a program outside existing governance, policies, and systems. This chapter may serve as a guide for institutional leaders working through the administrative challenges related to CBE programs. The authors address aspects of recruitment, marketing, pre-admission support, admissions, advising, orientation, registration, billing, programs of study, access to institutional resources, transcripts, and key performance indicators. The chapter concludes with future research directions as well as solutions and recommendations.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

Historical Review of Distance and Online Education from 1700s to 2021 in the United States: Instructional Design and Pivotal Pedagogy in Higher Education

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Kristen Betts ◽  
Brian Delaney ◽  
Tamara Galoyan ◽  
William Lynch
Keyword(s):  
Higher Education ◽  
United States ◽  
Instructional Design ◽  
Online Education ◽  
Teaching And Learning ◽  
Historical Review ◽  
The United States ◽  
Face To Face ◽  
Education Leaders ◽  
Higher Education Leaders

In March 2020, the coronavirus disease 2019 (COVID-19) pandemic disrupted education worldwide. In the United States, the pandemic forced colleges and universities across the nation to adopt quickly emergency remote teaching and learning. The ability to pivot instruction seamlessly and effectively across learning formats (e.g., face-to-face, hybrid, online) while supporting student engagement, learning, and completion in an authentic and high-quality manner challenged higher education leaders. This historical review of the literature examines distance and online education from the 1700s to 2021 to identify how external and internal pressures and opportunities have impacted and influenced the evolution of educational formats pre-COVID-19, and how they will continue to evolve post pandemic. This historical review also explores how instructional design and pedagogy have been and continue to be influenced by technological advancements, emerging research from the Learning Sciences and Mind (psychology), Brain (neuroscience), and Education (pedagogy) science.

Observations through a Keyhole

2014 ◽  
pp. 59-78
Author(s):  
Tak Cheung Chan ◽  
Evan G. Mense ◽  
Mindy Crain-Dorough ◽  
Michael D. Richardson ◽  
Kenneth E. Lane
Keyword(s):  
Higher Education ◽  
History Of Higher Education ◽  
Holistic View ◽  
Management By Objectives ◽  
Online Technology ◽  
Education Leaders ◽  
Brick And Mortar ◽  
History Of ◽  
Higher Education Leaders ◽  
Results Orientation

Global higher education leaders face the most explosive political environment in the history of higher education in the world due to decreased financial resources coupled with increased accountability. As revenues become scarcer, calls for accountability continually increase the five often-competing forces driving change in global higher education. In order to gain a more holistic view of accountability, the authors focus on five major shifts in global higher education: 1) Supply: financing; move from state-supported to state-assisted; 2) Demand: students; by 2020 minority students will be the majority; 3) Delivery: competition; faculty, f2f, online, technology, etc.; 4) Structure: new structures in different locations, internationalization, no longer brick and mortar, brick and click; 5) Productivity: management by objectives and results orientation.

Tackling the Emerging New Norms in Higher Education in Post-Recession America

2017 ◽  
pp. 46-62
Author(s):  
Wayne Perry Webster ◽  
Zach P. Messitte
Keyword(s):  
Higher Education ◽  
The United States ◽  
Private Higher Education ◽  
Private Institutions ◽  
Prospective Students ◽  
Public And Private ◽  
Cost Structures ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
New Situation

This chapter will examine emerging new norms across higher education in the United States following the recession of 2008-09. Colleges and universities face an environment increasingly made up of prospective students and their families shopping and bargaining for the best college deal; institutions are struggling to control student costs by raising discount rates; administrators are seeking to find new sources of revenue and programmatic niches; and faculty are increasingly focused on how to make their curriculum more unique and relevant. Finally, higher education leaders should closely examine long-held recruitment and financial aid strategies, cost structures, academic calendars and mission to meet the new situation. This chapter will summarize the development of the new landscape in public and private higher education, including the growing similarities facing public and private institutions including their common efforts to keep higher education affordable and accessible, and conclude with recommendations for administrators as they navigate their way through the new norm.

Management Quandary

2020 ◽  
pp. 140-157
Author(s):  
Jerrid P. Freeman ◽  
Karen J. Haley
Keyword(s):  
Higher Education ◽  
Skill Acquisition ◽  
Historical Perspective ◽  
Multiple Relationships ◽  
The Public ◽  
Education Leaders ◽  
Institutional Structures ◽  
Higher Education Leaders ◽  
Business Acumen

Higher education is changing in significant ways and cannot continue to operate in the same ways it once functioned. This multifaceted complexity requires leaders to manage and lead not only the business enterprise of higher education, but also societal demands within the context of multiple institutional structures and values. Every leader must understand their role in managing and how to be nimble enough to respond and adapt to the needs of society, students, and business while also developing the quality of education and experience that restores the faith of the public in higher education. Higher education leaders must be willing to take on the management quandary before them—maintain a strong business acumen, manage the multiple relationships inside and outside the Academy, and address the needs of society and business in knowledge and skill acquisition. The current climate presents a scenario where it is difficult for a leader who focuses heavily on only one element and lacks the historical perspective of higher education to be successful.

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