Academic leadership Research Papers

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- by Kristen Betts
- •
- 2
  Sociology, Academic leadership

A person’s ability to identify, understand, use, and manage emotion provides the basis for the kinds of social and emotional competencies that are important for success in almost any job. It is said that the more complex the job, the more... more

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- by Lamara Kadagidze
- •
- 3
  Higher Education, ELT, Academic leadership

Brief article gives strategies for how department chairs can work with the chief academic officer to oust destructive workplace bullying.

This paper identifies positive (motivating) and negative (demotivating) sources of academic work motivation in Australian universities. In 1998, the Academic Work Environment Survey (Winter, Taylor, & Sarros, 2000) was administered to a... more

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- by Richard Winter
- •
- 8
  Education, Higher Education Management, Work Environment, University

With the increasing levels of multiculturalism in today’s businesses and the internationalisation of organisations, the development and management of organisations need to be considered in the light of the cultural factors which impact on... more

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- by Kwasi Dartey-Baah
- •
- 2
  Education Systems, Academic leadership

Background: Today academic institutions are facing intense competition and every institution is in the situation to differentiate them form others. To sustain its mandatory to concentrate on the attitude of the academic leaders as they... more

Academic Leadership Teams: The strength of an established leadership team is threatened by divergent expectations and aspirations. Academic Leadership Case Studies for Faculty, Department Chairs, Deans, Chief Academic Officers, and... more

Abstract: This study explores the leadership actions-oriented behavior of school principals in Finland. Actions-orientated behavior enables the leader to appropriately articulate relations and task orientation to meet the immediate... more

Abstract: This study explores the leadership actions-oriented behavior of school principals in Finland. Actions-orientated behavior
enables the leader to appropriately articulate relations and task orientation to meet the immediate contextual demands and
to accommodate followership toward change and development. The leadership actions-orientated behavior of Finnish school
principals were studied in three schools. In-depth interviews with school actors (principals, vice principals, teachers, special
educators, and nonteaching staff) were conducted to triangulate the analyzed data. It was found that leadership actions-oriented
behavior enabled school leaders to articulate appropriate behavioral patterns to generate motivation and commitment. The
results suggest that actions orientations toward high-on relations enabled leaders to achieve leadership success, while actions
orientations toward high-on task enabled leadership effectiveness. Actions-oriented behavior toward high-on task enables
leadership flexibility with greater leadership elasticity. The results suggest that school actors anticipated a relational approach,
whose actions orientations were high-on task. The results also suggest that relations-oriented behavior is rationally applied by
school leaders who have remained in the organization for a longer time to strengthen the systematic approach. It was found
that leaders’ actions orientation with high-on task were more effective, while leadership actions orientation with high-on
relations generated social harmony. The results suggest that leadership actions-oriented behavioral flexibility and mobility can
be maintained by articulating high relations to low relations and high task to low task, not necessarily from task to relations or
relations to task alone. In doing so, a leader’s personality is prevented from distortions and behavior dysfunction.

Keywords: leadership behavior, actions-oriented behavior, relations-oriented behavior, task-oriented behavior, contextual variation,
leader’s case study, behavioral articulation, Finland, Skills, Ability, Competences and Intelligence (SACI)

This short paper sets out to provide summary answers to three main questions about transformational leadership. What is it? How is it applied? What are some of its key weaknesses? In the course of the discussion, the paper also provides a... more

This is a Master's Thesis on the Uniqueness of Christ and its implications for Muslim Evangelism.

This research examines the links between learning orientation, managerial competency and performance of university leaders. The research implemented a quantitative method through survey instruments design and the population of the... more

Several proposals for addressing the “replication crisis” in social psychology have been advanced in the recent literature. In this paper, we argue that the “crisis” be interpreted as a disciplinary social dilemma, with the problem facing... more

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- by Brian D . Earp
- •
- 94
  Information Systems, Neuroscience, Sociology, Political Sociology

The words " universe " and " university " share a common root: " universus, " the Latin word for " whole, entire. " Like universe, the word university implies a capacity for limitless expansion, bringing scholars from diverse academic... more

The words " universe " and " university " share a common root: " universus, " the Latin word for " whole, entire. " Like universe, the word university implies a capacity for limitless expansion, bringing scholars from diverse academic fields together to serve the common purpose of increasing knowledge. This is equally true even when an institution of higher education goes by another name like " college " or " school. " Somehow, though, we academics turn away from this dazzling prospect of boundless knowledge. We draw together in smaller groups of people like ourselves, preferring to associate with those who share the same disciplinary engagement, professional practices, and habits of mind. These focused relationships are undeniably beneficial, serving to concentrate disciplinary activity and promoting fruitful collaborations, working together to prepare the next generation of disciplinary scholars. Nevertheless, these self-imposed boundaries are confining. The greater our disciplinary expertise, the less likely we are to reach out for those limitless possibilities within the universe of higher education. My research and professional engagements have afforded me the incomparable opportunity of studying more than 60 institutions of higher learning and placed me in contact with no less than 1000 people across disciplines literally ranging from anthropology to zoology. Among the many things I learned, I've observed that we tend to have pre-defined ideas about leaders, believing that those from certain academic disciplines are more qualified than others for positions of leadership. Most of us prefer leaders who are somehow familiar – people who think like we do, work like we do, and share our same philosophies. Likewise, it's only natural that we encounter barriers when dealing with people different from ourselves. For instance, we've probably all had the experience in our personal lives of choosing not to associate with someone because of their political views. In higher education, though, the greatest obstacle to acceptance can arise with regard to our disciplinary orientations. The more deeply entrenched we become in our academic fields, the less likely we are to view a person from a different disciplinary orientation as someone from whom we could learn, or more so, as someone whom we could follow as a leader.

This research study is focusing on the issues and problems related to universities’ leadership. This research explores the relations between learning orientation, self efficacy and performance of university leaders. The notion of... more

We've reached a tipping point in the path of human evolution; billions of data points are being generated every minute of every day by humans, computers, and technological devices all around us, creating a real-time, digital footprint of... more

We've reached a tipping point in the path of human evolution; billions of data points are being generated every minute of every day by humans, computers, and technological devices all around us, creating a real-time, digital footprint of our lives with every credit card swipe and smart phone use. With this ocean of information accessible to us, the question becomes how to use the data to better engineer our world to serve our needs. This big data movement is transforming everything from healthcare delivery systems to the way cities deliver services to citizens. Now is the time to examine how the big data movement could help build smarter universities - institutions that can use the huge amounts of data they generate to improve the student learning experience, enhance the research enterprise, support effective community outreach and advance the campus's infrastructure. While much of the cutting edge work being done with big data is happening at colleges and universities, higher education has yet to turn the digital mirror on itself to innovate the academic enterprise. This volume will focus on three primary themes related to building a smarter university: 1) enhancing the operations and management of higher education institutions; 2) improving the education pipeline; and 3) educating the next generation of data scientists. 1)Enhancing Operations & Management: For decades, institutional research offices have been collecting student data to analyze things such as retention and graduation rates. As technology rapidly continues to evolve, the breadth and depth of data available to campuses is growing. Student ID cards allow institutions to track library usage, dining habits on and off campus, health center usage, medical treatments, attendance at co-curricular activities, and what residence halls or classrooms they access. Course management software can monitor student grades, which students access course material and for how long, and provide real-time learning assessments. Colleges and universities also generate the same infrastructure information that many cities are now using to improve their own effectiveness. This includes data created by parking enforcement, pedestrian patterns, traffic flows, energy usage, and recycling efforts. The data is massive and the possibilities for ingenuity are endless. 2)Improving the Education Pipeline: Over the last several years, there has been an growing interest both inside and outside of the academy to better insulate the education pipeline, seeking to promote access, completion, and success of our students. There have been a growing number of efforts to capture and use data to better understand where students are coming from, how they experience college, and where they go after graduating. 3)Educating the Next Generation of Data Scientists: In grappling with the big data title wave, one of the most important roles of colleges and universities will be to prepare the next generation of data scientists, which the Harvard Business Review has called "the sexy new job of the 21st century." As the need for data scientists grows, colleges and universities should be at the forefront of training the workforce for these next generation careers. This third volume in the SUNY Critical Issues in Higher Education Series - Building A Smarter University: Big Data, Innovation and Ingenuity will take up this topic focusing on the opportunities and challenges of using big data to improve the academic enterprise, The book is intended to be thought provoking, analyzing some of the most pressing and complex issues about harnessing big data to build a smarter university, fostering innovation and ingenuity in the academy, and educating the next generation of data scientists. The authors, though their scholarly and practical insights, frame these issues for an international discussion.

In Mandarine and then in English... For hundreds of years American campuses have followed a particular teaching structure based on a factory model 1. The corresponding architecture of many buildings and plans for learning places reflect... more

“Liderazgo es el proceso de inducir a la acción voluntaria a otros en la persecución de una meta común”

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- by Shaheen Lakhan
- •
- 3
  Economics, Ethics, Academic leadership

This study provides an in-depth look at the practices of leadership in selected Malaysian Universities that have been identified as academic leadership. The findings of this study support the fundamental elements that have been previously... more

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- by Mehrnaz Fahimirad
- •
- Academic leadership

บทคัดย่อ การวิจัยครั้งนี้มีวัตถุประสงค์เพื่อศึกษารูปแบบภาวะผู้นำทางวิชาการของผู้บริหาร โรงเรียนสาธิต ระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ กลุ่มตัวอย่างของการวิจัย ได้แก่ ครูโรงเรียนสาธิตระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ... more

บทคัดย่อ
การวิจัยครั้งนี้มีวัตถุประสงค์เพื่อศึกษารูปแบบภาวะผู้นำทางวิชาการของผู้บริหาร โรงเรียนสาธิต ระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ กลุ่มตัวอย่างของการวิจัย ได้แก่ ครูโรงเรียนสาธิตระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ จำนวน 371 คน โดยใช้วิธีการสุ่มแบบแบ่งชั้น เครื่องมือที่ใช้ในการเก็บข้อมูลคือแบบสอบถามเกี่ยวกับภาวะผู้นำทางวิชาการพัฒนากรอบแนวคิดจากทฤษฎี 2 กรอบทฤษฎี คือ กรอบทฤษฎีของแมคอีแวน และกรอบทฤษฎีของอลิคเมลคาเรคและฮอย และใช้สถิติเพื่อการวิเคราะห์ความตรงเชิงเนื้อหา การวิเคราะห์องค์ประกอบเชิงสำรวจ และการวิเคราะห์ปัจจัยองค์ประกอบเชิงยืนยัน
การศึกษาวิจัย พบว่า ภาวะผู้นำทางวิชาการของผู้บริหารโรงเรียนสาธิต ระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ มีองค์ประกอบ 6 ด้าน โดยค่าน้ำหนักองค์ประกอบของทุกองค์ประกอบของแต่ละโมเดลมีนัยสำคัญทางสถิติที่ 0.01 และค่าน้ำหนักองค์ประกอบมาตรฐาน รายข้อ มีค่าระหว่าง 0.64-0.94 เมื่อจัดลำดับความสำคัญตามค่าน้ำหนักองค์ประกอบมาตรฐานจากมากที่สุดไปน้อยที่สุดเป็นดังนี้ (1) การพัฒนาบรรยากาศและวัฒนธรรมการเรียนรู้ของโรงเรียน (0.94) (2) การรักษาความสัมพันธ์ที่ดีระหว่างครู นักเรียน ผู้ปกครอง และชุมชน (0.90) (3) การกำหนดเป้าหมายและสร้างความเข้าใจในเป้าหมายร่วมกัน (0.88) (4) การพัฒนาวิชาชีพครู (0.82) (5) การสร้างนวัตกรรมทางวิชาการ (0.79) (6) การกำกับติดตามและสะท้อนผลการจัดการเรียนการสอน (0.73) ความสัมพันธ์ระหว่างองค์ประกอบแต่ละคู่อยู่ระหว่าง .509 - .802 (p<0.01) รูปแบบองค์ประกอบมีความสอดคล้องกับข้อมูลเชิงประจักษ์ โดยมีค่า χ2 = 575.794 df = 220, χ2/df = 2.617 RMR = .023 GFI = .887 AGFI = .804 RMSEA = .074 TLI = .926 และ CFI = .954
ข้อค้นพบใหม่จากการวิเคราะห์องค์ประกอบในการวิจัยครั้งนี้ บ่งชี้ว่าผู้บริหารโรงเรียนสาธิต ระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ ควรให้ความสำคัญกับการพัฒนาหัวหน้ากลุ่มสาระการเรียนรู้ของโรงเรียนสาธิต ระดับประถมศึกษา ในสังกัดมหาวิทยาลัยราชภัฏ โดยเฉพาะในด้านการพัฒนาบรรยากาศและวัฒนธรรมการเรียนรู้ของโรงเรียนเป็นอันดับแรก และให้ความสำคัญกับการรักษาความสัมพันธ์ที่ดีระหว่างครู นักเรียน ผู้ปกครอง และชุมชนตลอดจนความร่วมมือระหว่างกันของทุกภาคส่วนร่วมไปกับการให้ความสำคัญกับการกำหนดเป้าหมายและสร้างความเข้าใจในเป้าหมายร่วมกันเพื่อให้เกิดความชัดเจนในแนวทางการพัฒนา รวมถึงการส่งเสริมให้หัวหน้ากลุ่มสาระการเรียนรู้มีการพัฒนาทางวิชาชีพ และการสร้างนวัตกรรมทางวิชาการเพื่อให้เกิดองค์ความรู้ในการจัดการเรียนรู้ใหม่ๆ ขึ้นภายในสาระการเรียนรู้ อันจะส่งผลต่อประสิทธิผลในการจัดการเรียนการสอนของโรงเรียนเป็นลำดับ
คำสำคัญ: ภาวะผู้นำทางวิชาการ, โรงเรียนสาธิตประถม
Abstract
The purposes of this research were to study the academic leadership model of the administrators in demonstrational schools under Rajabhat Universities. The sampling group consisted of three hundred and seventy-one (371) teachers of primary demonstration school administrators under Rajabhat Universities. Instruments used for data collection were questionnaires of academic leadership developed from two concepts of McEwen and Alig-Mielcareg and Hoy. The questionnaires of academic leadership had six (6) components and sixty-five items. Statistics used in the analysis were frequency, percentage, mean, standard deviation, exploratory factor analysis and confirmatory factor analysis.
The research finding revealed that 1) academic leadership of the administrators in demonstrational schools under Rajabhat Universities had (6) components. Factor loading of all items were statistical significant at 0.01. Standard factor loading of each item was between 0.64-0.94. The factor loading of components were as following (1) The development of school environment and learning culture (0.94) (2) The maintaining good relationship between teachers students parent and the community (0.90) (3) The goal formulation and understanding of goal teaching (0.88) (4) The teacher professional development (0.82) (5) The creating academic innovation (0.79) (6) The monitoring and reflection of teaching (0.73). The correlation were range between .509 - .802 (p<0.01). The model fitness values were: χ2=575.794, df=220, χ2/df=2.617, RMR=.023, GFI=.887, AGFI=.804, RMSEA=.074, TLI = .926 and CFI=.954.
The new finding from this research shows that administrators of demonstrational schools under Rajabhat Universities should give first priority to head of department development, especially in the area of school environment and culture development. Secondly, administrator should put priority to maintaining good relationship between teachers, students, parent and the community as well as collaboration from all sectors. Thirdly, administrator should give priority to goal formulation and its understanding to see clear development path in teaching. Then administrators should have academic innovation to create new knowledge in teaching which will elevate school effectiveness in teaching accordingly.
Keywords: Academic Leadership, Primary Demonstration School

In response to both the lack of formal leadership training and the challenges facing leaders across higher education, a number of programs are being planned and initiated at colleges and universities. This application brief highlights the... more

This paper made a study on academic leadership and found that leadership in academic field poses problems that are noticeably different than leadership in government agencies and companies.Paper absorbed that academic leaders need to work... more

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- by Hemakumar Gopal
- •
- 3
  Higher Education, Academic leadership, NEP 2020

Purpose In rapidly changing global village, individuals, organizations and the society are faced with various unforeseen challenges every day and these challenges continuously trigger and test the instincts for survival and higher... more

Purpose
In rapidly changing global village, individuals, organizations and the society are faced with various unforeseen challenges every day and these challenges continuously trigger and test the instincts for survival and higher education is of no exception. In the context of today’s most critical uncertainty i.e. COVID-19, purpose of this study is to highlight the significance of two leadership styles i.e. adaptive and academic leadership and assessing readiness for change among Higher Education Institutions of Punjab, Pakistan.
Design/methodology/approach
Online survey was conducted to collect data from 404 permanent faculty members in the public sector universities identified using stratified random sampling. The hypotheses developed were tested using co-variance based Structural Equation Modelling.
Findings
As per findings, both leadership styles as exogenous constructs and the presence of Organizational Learning Capability (OLC) as mediator contributed positively in crafting Organizational Readiness for Chance (ORC) among Higher Education Institutions in the course of unpredictable circumstances.
Originality
Covid-19 has placed tremendous challenges on HEIs to adapt with the rapidly changing conditions. Hence, this study is unique in understanding the academic and adaptive leadership styles in context of ORC. This study further helps in understanding that how public sector universities that are already influenced by stringent bureaucratic structures react to change.
Practical Implications
The COVID-19 episode globally has reiterated the importance of change and the role of leadership in this regard cannot be undermined. This study for that matter, stresses on the importance and benefits of academic and adaptive leadership dealing with uncertainties or change and the readiness of HEIs for change. Several institutions faced challenges in doing so and the transition was not smooth, except for institutions where leaders were the differentiating factor. On top of it, institutions that had timely invested in digital systems and had enhanced organizations learning capacity survived in these turbulent times.

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- by Amna Tariq Mukaram and +1
  Dr Syed Sohaib Zubair
- •
- 8
  Management, Organizational Change, Organizational Learning, Higher Education

Higher education or college is an institution that gave birth to the intellectual resources expected to contribute in the human resources quality improving. All activities should be directed for the excellent academic performance.... more

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- by Zarah Puspitaningtyas
- •
- 3
  Leadership, Manager, Academic leadership

Universities have been coping with various challenges and pressures over the last decade. Therefore, capacity building for academic leaders is a critical point for universities to survive in this challenging era. Yet, existing studies... more

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- by Ngoc Dinh and +1
  AYSUN ÇALIŞKAN
- •
- 5
  Higher Education, University Governance, Perceptions, Academic leadership

This presentation provides an overview of the key strategic issues for Fiji National University over the coming years, as well as some general observations on the challenges of academic leadership based on 20+ years as a Head of... more

Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness... more

Deans: A Chair's enthusiasm for hiring a talented friend threatens to generate multiple problems. Academic Leadership Case Studies for Faculty, Department Chairs, Deans, Chief Academic Officers, and Presidents. All characters,... more

The study examined the relationship of deans’ leadership characteristics and practices to faculty performance of selected private colleges in the National Capital Region of the Philippines. This study utilized the descriptive method of... more

India is the second most populous country in the world, with over 133.92 crores people (2017), more than a sixth of the world’s population. Already containing 17.5% of the world’s population, India is projected to be the world’s most... more

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- by Publishing India Group and +1
  Dr. D.S. Chaubey
- •
- 5
  Effective leadership, Academic leadership, Leadership skills, Contemporary Leadership

This article critically interrogates East Asian academics’ positional identities in UK universities, internationalisation and diversiﬁcation against the Black and Minority Ethnic (BME) and Critical Race Theory (CRT) framework.... more

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- by Terri Kim
- •
- 10
  Academic Mobility, Critical Race Theory, Intersectionality, BME

The development of entrepreneurship projects is not an economic income option for nursing professionals, academic leadership is not observed, which influences the creation of businesses in health care. The objective of this study was to... more

Given the esoteric nature of much academic work, is academic theological education a theologically irresponsible act during a mass crisis? This article reflects upon such questions, engaging with thinkers like Lewis – who asserted the... more

This essay provides a critical commentary on my development in academic leadership in a number of learning and teaching roles in Higher Education, principally that of Programme Director of the BMus programme at City University London... more

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- by Christopher Wiley
- •
- 12
  Education, Educational Leadership, Higher Education, Leadership

Purpose In rapidly changing global village, individuals, organizations and the society are faced with various unforeseen challenges every day and these challenges continuously trigger and test the instincts for survival and higher... more

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- by K Rathore
- •
- 9
  Management, Organizational Change, Organizational Learning, Higher Education

Background: Bibliometric assessments have been increasingly used to quantitatively and qualitatively assess the scientific/research productivity of academic leaders in various field of medicine. However, emphasis has been increasingly... more

Background: Bibliometric assessments have been increasingly used to quantitatively and qualitatively assess the scientific/research productivity of academic leaders in various field of medicine. However, emphasis has been increasingly made that paying no attention to the authorship role of the researcher and his/her order in publications can lead to a misleading H-index that is completely not relevant to academic leadership determination. The use of a corrected H-index calculated from the papers that are really authored by an individual author who should be among the first three authors has been increasingly recommended. Materials and methods: The first step of this research was to determine the Iraqi pediatricians, who have H-index of 15 or more at Google Scholar Citation by reviewing more than 300 profiles of Iraqi authors during the last two days of August, 2021. The second step was to determine the corrected H-index and scientific productivity and academic output of the authors found. Results: Aamir Jalal Al-Mosawi was the only Iraqi pediatrician who had H-index of 15 or more at Google Scholar Citation. The H-index and the corrected H-index of Aamir Jalal Al-Mosawi were both 16 as he didn't have and published paper that he was not among the first three authors. Conclusion: During the last two days of August, 2021, Aamir Jalal Al-Mosawi was the only uncontroversial academic leader of pediatrics in Iraq, and assessing his academic productivity confirmed that he has been pioneering and leading several pediatric fields including pediatric nephrology, pediatric neuropsychiatry, clinical genetics and clinical dysmorphology. He also has been pioneering several non-clinical medical fields including continuing medical education and the practice of evidence based medicine, professional training and development, medical editorship, medical leadership and healthcare system studies. Aamir Jalal Al-Mosawi founded the first Iraqi international medical journal which was the first Iraqi medical journal to be included in Scopus. He also conducted the first accredited training courses in Iraq in several fields including medical and healthcare leadership, training of the trainer (TOT) courses, instruction methods for physician courses, and child psychiatry courses.

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- by Aamir Al-Mosawi
- •
- 4
  Iraq, H Index, Academic leadership, Pediatricians

"Driving leadership style" of the school leadership proclaims to be important in bringing about changes in behavioural aspect of the followers. The hallmark of driving leadership style illustrated the characteristic of teaming, toning,... more

The significance of Institutional Effectiveness is pivotal to the functioning of an academic institution. The mushrooming of private institutions in the Indian higher education space necessitates exploring its antecedents to ensure... more

LAHORE: "We are the only Pakistani business school which is among top 300 in the world. In the next few years, we aim to be among top 200 schools of business internationally. Currently we are in top 60 in Asia but our aim is to be amongst... more

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- by Jawad Syed
- •
- 2
  Higher Education, Academic leadership

The conveniences that make online education attractive also create new opportunities for academic dishonesty. Despite this, pedagogy and technology may be deployed to encourage academic integrity and ensure a level playing field for... more

The article presents the sociolinguistic analysis results of Harvard University President discourse based on the corpus of the annual ceremonial speeches delivered to graduates at the end of the school year. The lexical and stylistic... more

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Anuradha Chatterjee and Kush Patel eds., Instant Proceedings: Gender and Academic Leadership in Architecture in India Symposium. Calicut: Avani Institute of Design, https://avani.edu.in/assets/Instant-Proceedings.pdf

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- by John Ekundayo
- •
- Academic leadership

Dr Hannah Graham is interviewed by Victor Perton in a blog post on the 3rd January 2018 for the Australian Leadership Project http://www.australianleadership.com/

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- by Hannah Graham
- •
- 12
  Criminology, Violence, Leadership, Australia

Academic leadership

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