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Publication date: 21 November 2022

Alasdair Blair, Darrell Evans, Christina Hughes and Malcolm Tight

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Malcolm Tight

Leadership in higher education has become of increasing importance as the size of the enterprise has grown, and this has naturally led to a growing research interest in the topic…

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Leadership in higher education has become of increasing importance as the size of the enterprise has grown, and this has naturally led to a growing research interest in the topic. Using systematic review methods, this chapter interrogates and synthesises the research literature on leadership in higher education in terms of its meanings, application and practice, and the issues and critiques raised. It concludes that research into leadership in higher education has been both extensive and global in nature, identifying a variety of understandings, practices and approaches adopted, and the continuing dominance of white men in senior leadership positions. There is clearly scope for more research on this topic, which could both emphasise different issues and give greater recognition to the particular nature of higher education and higher education institutions.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Ken Sloan

This chapter considers the reasons for appointing external leaders to higher education institutions, and how to support and retain them. Outsiders can bring a particular set of…

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This chapter considers the reasons for appointing external leaders to higher education institutions, and how to support and retain them. Outsiders can bring a particular set of skills that can be valuable to modern higher education institutions and which are complementary to the skillsets of ‘expert’ academic leaders. The success of injecting ‘otherness’ into institutions is an active and ongoing process if the benefits sought after are to be realised. Three scenarios are given particular attention: being recruited from a different sector; being recruited to a higher education institution in another country and arriving in the sector having followed a very different career path. For each scenario, factors are identified that can enable a positive impact and contribution. Some of the unintentional and unforeseen barriers that can hamper such leaders having the desired impact are also identified.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Ana González Ramos and Nora Räthzel

In this chapter the authors analyse different forms of gender and class discrimination in Spanish academic institutions. Androcentrism in terms of the structures of academic…

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In this chapter the authors analyse different forms of gender and class discrimination in Spanish academic institutions. Androcentrism in terms of the structures of academic institutions, the meritocratic system, the rhythms and contents of work present barriers for women advancing into positions of leadership. The intersectionality of gender and class provides different kinds of hurdles and possibilities for women and men from middle-class and working-class backgrounds. Relationships between (mostly male) supervisors and men and women researchers tend to strengthen men's capabilities of developing their own scientific aspirations and claims to leadership, while women tend to become subordinated supporters of their supervisors' objectives. Power structures dominated by men's values have the effect that some women do not perceive leadership positions as desirable.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Brent Ruben, Gwendolyn Mahon and Karen Shapiro

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time…

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Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time of significant transformation in higher education, academic leaders face intensifying institutional, environmental, and societal challenges, yet colleges and universities often devote limited attention to integrating their approaches to the selection, development, evaluation, and recognition of leaders. Moreover, traditional approaches and criteria used in the selection of academic leaders are often inadequate for predicting their success. Through the process of organizational and leader profiling, as described in this chapter, institutions can better understand the landscape in which the leader will be functioning, providing a more contextualized and useful approach to leader selection, development, evaluation, and recognition.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Linda Evans

Drawing upon the findings from three related research projects focused on academic leadership provided by university professors, in this chapter a leadership-sceptic lens is…

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Drawing upon the findings from three related research projects focused on academic leadership provided by university professors, in this chapter a leadership-sceptic lens is applied to the examination of the concepts of, first, leadership, and second, academic leadership. Discussion then focuses on the ways in which their perceptions of their leadership roles were found to influence how professors carried out their work, and with what effect(s). The key challenge is to persuade senior managers to remove their blinkers so that they may then see leadership not primarily as embodied in a person, but as influential agency that may – and does – occur in a myriad of ways, many of which go unnoticed and unrecognised, and are difficult to monitor and assess through formal performativity mechanisms.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Walter Gmelch and Chioma Ezeh

Department chairs represent one of the most intriguing, complex, and important leadership roles in higher education. Despite the important role chairs play, there is limited…

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Department chairs represent one of the most intriguing, complex, and important leadership roles in higher education. Despite the important role chairs play, there is limited research about ongoing dynamics and how they manage the complexities that come along with the position. The tension between the academic and administrative cores creates inherent stress in the position. What stresses department chairs? Has it changed over time? The theoretical construct used to investigate these questions is based on the four-stage chair stress cycle (identification, perception, response, and consequences), and in particular the first two stages of identification and perception. The data for this study are derived from two data sets collected in 1991 and 2016 surveying 800 and 982 department chairs respectively. Each survey assessed personal profiles, professional and organizational variables, and two validated stress and role instruments. Findings collected 25 years apart suggested some shifts in chair gender, motivation to serve, professional identity, preparation, tenure status, and ethnicity. When comparing top stressors from 1991 to 2016, more stress emanated from chairs trying to balance scholarship and leadership as well as work-life balance. Top department chair stressors underscored the difficulty to find some balance between professional and personal roles. Many of these imbalances appeared to be more structural and inherent in the position while others fall within the chairs' control to be personally managed. Female chairs experienced higher stress than men from having insufficient time to stay current in their academic fields and balancing administrative and scholarly demands. The researchers expected to find significant differences according to marital status, ethnicity, and age, but no significant trends emerged. Ultimately, higher education institutions will continue to have a leadership crisis if the conditions for chairing departments remain unmanageable.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Ozge Hacifazlioglu, Ihsan Kuyumcu, Bilge Kalkavan and Rebecca Cheung

This chapter focuses on the impact of the COVID-19 pandemic on academic leadership. Interview data from 13 academic leaders (department chairs, deans, vice-rectors) at two Turkish…

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This chapter focuses on the impact of the COVID-19 pandemic on academic leadership. Interview data from 13 academic leaders (department chairs, deans, vice-rectors) at two Turkish universities are used to voice their experiences. Two main themes emerged from the analysis: the challenges encountered in an era or uncertainty, and the experience of being in between balance and resilience. While all of the leaders interviewed got through the uncertainty produced by the pandemic, and some thrived, it is clear that universities need to do more to prepare themselves and their leaders for future crises.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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Publication date: 21 November 2022

Barbara Bassa

This chapter presents a unique perspective on opportunities that the Covid pandemic has created for the sector. Drawing on extensive, professional experience of working with…

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This chapter presents a unique perspective on opportunities that the Covid pandemic has created for the sector. Drawing on extensive, professional experience of working with leaders in the higher education sector, a more holistic perspective is offered in relation to organisational development; transforming university cultures into more inclusive, collaborative and evolutionary environments. Three key leadership skills needed for the post-pandemic world are outlined: presencing, taking courageous actions and transmuting the ego in the service for others. System thinking, leaderful and holistic development models are used to consider the practical implications of leading the new.

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International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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