higher education leadership
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2022 ◽  
pp. 39-54
Author(s):  
Tricia J. Stewart ◽  
Robin Throne ◽  
Lesley Anne Evans

This chapter presents the results of a systematic review to analyze the current research since 2019 for voice dispossession as attributional accommodation among women in higher education leadership. The authors sought to quantify and categorize these attributes to better identify the verbal and nonverbal accommodations made by women in higher education leadership to extend prior critical review of gender parity and equity for these leaders. Study findings may inform higher educational leadership to better understand voice dispossession among female leaders and the resulting attributional accommodations made to improve gender equity and parity for leadership roles in higher education.


2022 ◽  
pp. 169-181
Author(s):  
Vimbi Petrus Mahlangu ◽  
Boledi Melita Moloto

The aim of the chapter is to explore competencies and strategic skills required for future university leaders to be more agile in their daily activities. Coping with the pandemic has been particularly difficult for some universities because they serve several different stakeholder, albeit overlapping, functions. The focus will be on the strategic skills that are required for future university leaders and what needs to be done to change universities to be more agile in the future. To contribute to the development of best practices in higher education leadership through approaches and strategies that will be in line with future universities, data will be collected via literature review.


2022 ◽  
pp. 1-15
Author(s):  
Antonio Arturo Fernandez ◽  
Graham Paul Shaw

The coronavirus pandemic remains one of the most significant and unpredictable global public health crises. The disease (COVID-19) caused by the virus represents a complex and ambiguous adaptive crisis that prompted the rise of the allostatic higher education leader. These leaders were able to learn from the pandemic and inspire faculty to exhibit similar leadership behaviors such as connecting with people, distributing leadership, and communicating clearly. COVID-19 provided higher education leadership with the opportunity for mission-driven changes related to course delivery models, pedagogy, student choices, affordability, access, and opportunity, and the post-COVID-19 institute of higher education will be a better place to work, and more student-centric. Those academic leaders with the adaptive capacity to see the crisis as an opportunity will envision a continued role for new and disruptive technologies. The pandemic has also provided faculty leaders with an opportunity for self-reflection that in many cases was long overdue.


2021 ◽  
Vol 10 (2) ◽  
pp. 56-72
Author(s):  
SEEMA ARIF ◽  
SAFIA IQBAL ◽  
MUHAMMAD NADEEM

Quality assurance has become acceptable, and all private universities are trying hard to achieve better standards executed by Higher Education Commission Pakistan (HEC) every year. The implementation of quality assurance (QA) programs rests upon the performance of university faculty. An exploratory study was conducted with the faculty of seven private universities in Pakistan to determine the leadership effectiveness regarding the implementation of QA programs. The strengths and weaknesses of the university leadership were measured in a three-fold exercise by identifying leadership characteristics, values, and actions taken to implement QA. For this purpose, a questionnaire was constructed, comprising both close-ended and open-ended responses. Data was collected from 430 faculty members from five private universities in Lahore, Pakistan. Both descriptive and inferential statistics were applied to meet the research objectives. The results indicate that leadership attempts are yet superficial and inadequate to reach the transformational quality. The effectiveness of higher education leadership needs much improvement to meet the needs of the 21st century. Unless the leaders align their efforts with the faculty's expectations and involve them in shared decision making, reaching transformative quality would remain barred; therefore, the sustainability of higher education will remain in danger. Keywords: Higher Education, Leadership Characteristics, Leadership Effectiveness, Private Universities, Quality Assurance.


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