THE PROBLEM OF ACADEMIC GENDER MOBBING IN TURKISH UNIVERSITIES

The issue of academic mobbing is growing at an alarming rate in Turkish universities. This is a negative practice whereby outspoken and ethical scholars are attacked. These scholars are always kicking against bad practices in society. They possess knowledge that most people consider intimidating. These actions are usually initiated by their lesser administrators and colleagues. Based on this, it is crucial to know how this problem starts and deteriorates among colleagues. This research study will be aiming to determine mobbing behavior prevalence as exposed by superiors, the dean and heads of departments. Various subtopics will be analyzed and discussed in this paper like faculty outcomes, ethics, and envy twinge. These are all related to rectors, university presidents, provosts, department chairs, deans, policymakers, academic leaders, researchers, academicians, and many others.

Inside the Push for Good Governance: Institutional Predictors of Administrative Transparency in Public Organizations

Policy actors around the world perceive transparency as a means to achieve good governance. Research often focuses on the determinants of fiscal and economic transparency and gives less attention to administrative transparency. This study examines whether multiple types of institutional factors influence administrative transparency in the context of the hiring of college and university presidents in U.S. postsecondary education. Across 54 contracts obtained between institutions of higher education and third-party search firms, no contract explicitly referred to the term transparency, but contracts varied in attention given to issues of confidentiality. Using data for 157 presidential searches between 2010 and 2018, we find that few structural components predict indicators of transparency, though the presence of state sunshine laws and whether a governing board oversees multiple institutions can influence specific portions of the executive search process.

Can Twitter give insights into international differences in Covid-19 vaccination? Eight countries’ English tweets to 21 March 2021

Vaccination programs may help the world to reduce or eliminate Covid-19. Information about them may help countries to design theirs more effectively, with important benefits for public health. This article investigates whether it is possible to get insights into national vaccination programmes from a quick international comparison of public comments on Twitter. For this, word association thematic analysis (WATA) was applied to English-language vaccine-related tweets from eight countries gathered between 5 December 2020 and 21 March 2021. The method was able to quickly identify multiple international differences. Whilst some were irrelevant, potentially non-trivial differences include differing extents to which non-government scientific experts are important to national vaccination discussions. For example, Ireland seemed to be the only country in which university presidents were widely tweeted about in vaccine discussions. India’s vaccine kindness term #VaccineMaitri was another interesting difference, highlighting the need for international sharing.

Higher education leadership and context: a study of university vice-chancellors and presidents

PurposeUniversities claim to provide many benefits to their context. What remains less clear is what is meant by context. Whatever it is, context is fundamental to decision-making. Understanding what context means is crucial to understanding leadership in higher education.Design/methodology/approachTheoretically informed by Eacott's relational approach, this study is based on interview data from a purposive sample of ten English vice-chancellors and nine Canadian university presidents. Transcripts were analysed for the assumptions participants held regarding the work of universities and how that played out in practice.FindingsContext is not an external variable engaged with or acted upon. It is not separate to leadership and the work of universities but is constitutive of and emergent from activities. There is no single definition of context, and this has major implications for university activities.Research limitations/implicationsContext(s) is based on assumptions. Making explicit the assumptions of participants, without pre-defining them, is a key task of research on leadership in higher education.Practical implicationsLeaders need to explicitly articulate their assumptions regarding the work of universities. Assessment should be based on the coherence between the espoused position and activities undertaken.Originality/valueThrough the emerging resources of relational scholarship, this paper demonstrates how context is constitutive of and emergent from the activities of universities. More than novel vocabulary, the paper makes a fundamental point about the generative nature of context. De-centring entities (e.g. university, leader, context) and focusing on relations our approach provide a path forward by encouraging the articulation of intended purpose(s) and perspective on the work of universities.

“Dead but Standing Erect”: Why Southern Conference Members Left to Form the Southeastern Conference

Thirteen institutions left the Southern Conference to form the Southeastern Conference during 1932. Why did these schools leave the Southern Conference? Previous historical research portrays the large size of the Southern Conference and the desire to pass academic reforms as reasons for the Southeastern Conference’s formation. This article argues that the university presidents and other administrators at Southeastern Conference institutions formed it to enhance the legitimacy of their member institutions. Throughout the Great Depression, the conference’s administrators pursued increased legitimacy by attempting to reform academic eligibility rules, allowing football games to be broadcast over the radio, awarding athletic scholarships, allowing member institutions to compete in emerging postseason football bowl games, and hiring a commissioner. This instance of conference realignment is historically significant because some of the policies implemented by the Southeastern Conference contributed to its rise as one of the top revenue-generating conferences in college athletics.

Pathways to the Presidency

There is no singular way to prepare for the unique challenges of a college or university presidency. College and university presidents, as well as those who aspire to the position, utilize a myriad of professional experiences as they navigate the complexities of the role. The purpose of this chapter is to review the traditional and nontraditional career pathways of college and university presidents, discuss the preparation practices utilized by higher education leaders to be successful in the presidency, and offer advice for aspiring college and university presidents.

Leading From the Top

Higher education institutions represent powerful structures that both empower and disenfranchise students, faculty, administrators, and communities, influencing the possibilities of progress and inclusion. This chapter focuses on the role presidents have as agents of ongoing engagement in civic and democratic ideals and efforts. In the midst of a global pandemic, police violence, racial injustice, and the conclusion to a divisive four-year presidency, 2020 presented college and university presidents with unique challenges on their campuses. Leading a campus is further complicated by competing interests and the identities of presidents themselves with most presidents identifying as white men in their 60s. Lastly, this chapter will share examples of best practices demonstrating ways in which presidents are driving democracy and civic engagement in varying ways centered in recent world events such as the 2020 COVID-19 pandemic, violent deaths of Black community members, and the presidential election.

Leading During a Crisis

Being a college president is hard enough, but when you add to it a crisis, it makes the task of leading even more of a challenge. Whether that crisis is isolated like Virginia Tech, regional with situations like hurricanes and natural disasters (Hurricane Katrina, Hurricane Harvey, wildfires, tornadoes), or now a national issue with the coronavirus (COVID-19), leadership has definitely been a hard thing to do. For the first time in history, we are all dealing with the same situation at the same time. While there is research about leading during a crisis, this new pandemic is unprecedented. The purpose of this research is to gather a perspective from college and university presidents in working through this. This will add to the literature on crisis leadership, and how some current college presidents are addressing this issue. Public and private 2-year and 4-year college/university presidents/chancellors were interviewed about their thoughts on this topic. What is gleaned from this information will add to the leadership information in dealing with the “new normal.”