Management, Leadership, and Governance of Higher Education (Ghana)

2021 ◽  
Author(s):  
Ben Quarshie Honyenuga
Keyword(s):  
Higher Education ◽  
Management Leadership

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

scholarly journals The Relationship between Ethical Leadership Styles and Employees Effective Work Practices

2020 ◽  
Vol 9 (4) ◽  
pp. 128
Author(s):  
Anrusha Bhana ◽  
Mohamed Saheed Bayat
Keyword(s):  
Higher Education ◽  
South African ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Education Institution ◽  
Management Leadership ◽  
African Higher Education ◽  
South African Higher Education ◽  
The Relationship ◽  
Line Management

South African Higher ]Education Institutions are diverse, highly debated by academia as well as the portfolio committee on higher education and structured with a strong focus on the customer being students, with a negligible concern for the academic and professional employees. The revolutionary changes at Higher Education Institution have gestured the importance of both leadership and employees to support the transformational strategy at these institutions. Higher Education transformation has a lot to do with leadership - not the leadership of the Vice-chancellor, but the leadership of a collective of people, executive management leadership, line management leadership, academics and administration, and other stakeholders (MacGregor, 2015:28; 2012). The aim of the study was to examine the relationship between the ethical leadership style of line management leadership, and academic and administrative at a South African Higher Education Institution in KwaZulu-Natal. Data analysis utilized a quantitative method with an academic sample size of 165 (52.9%) and administrative sample size of 147 (47.1%). The study used descriptive and linear regression analysis to examine the two variables. The descriptive findings revealed that ethical leadership style was not present at the line management leadership level. The inferential analysis findings exhibited a significant strong linear relationship of 74.7% between line management leadership and employee items. Data analysis revealed that line management leadership style had an impact on employees’ performance and behavior at the institution. Thus, it is imperative to have a fully engaged workforce in order for an institution to achieve greater levels of innovation, intrapreneurship, design thinking and financial management.

scholarly journals Practical Guidelines for the Practice of Knowledge Management in Higher Education

2015 ◽  
Vol 5 (2) ◽  
Author(s):  
Luis F. Rodriguez
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
Management Model ◽  
Knowledge Gap ◽  
Management Culture ◽  
Management Leadership ◽  
Practical Guidelines ◽  
History Of

The paper would propose, define and support, five guidelines for the practice of knowledge management in Higher Education drawn from the history of epistemological thought. The guidelines for the practice of knowledge management include to develop of Organizational Knowledge, to develop a Knowledge Management Culture, to development of a Knowledge Gap Analysis, to develop Knowledge Management Leadership and too develop of a Knowledge Management Model.

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.

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