International Journal of Education and Management Studies

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Study of Academic Leadership Preparedness and Leadership Style in Higher Education


Affiliations
1 School of Management Studies, Ansal University, Gurgaon, Haryana, India
     

   Subscribe/Renew Journal


The current study investigated academic leadership preparedness and leadership styles of 372 academic leaders of Indian higher education institutes. Data were collected through online survey and through post on printed version of the survey inventories. Results indicate that leadership style of academic leaders was related to their level of leadership preparedness. Leaders with paired leadership styles were found to be more prepared for academic leadership than leaders with single leadership style. It was also found that leaders with diffused leadership style or no clear leadership style were least prepared for their role of leadership in the group. Results have significant implications for designing appropriate leadership development and management training programs. Implications and suggestions for future research are discussed.

Keywords

Academic Leadership, Leadership Preparedness, Higher Education, Leadership Styles.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Amzat, I.H., & Ali,A.K. (2011). The relationship between the leadership styles of heads of departments and academic staffs self-efficacy in a selected Malaysian Islamic university. Interdisciplinary Journal of Contemporary Research in Business, 3(1), 940-964.

  • Berger, J.B., & Milern, J.F. (2000). Organizational behavior in higher education and student outcomes. In J.C. Smart (Ed) Higher education: Handbook of theory and research (Vol XV, pp.268-338). New York, NY: Agathon.

  • Bikmoradi, A., Brommels, M., Shoghli, A., Sohrabi, Z., & Masiello, I. (2008). "Requirements for effective academic leadership in Iran: A nominal group technique exercise. BMC Medical Education, 8, Issue 24.

  • Birnbaum, R. (1989). Leadership in higher education: A multi-dimensional approach to research. Review of Higher Education. 12(2), 101-105.

  • Bless, C, & Higson-Smith, C. (2000). Fundamentals of social research methods: An African perspective (3rd ed:). Cape Town: Juta.

  • Bolman, L. G., & Deal, T. E. (1984). Modern approaches to understanding and managing organizations. San Francisco: Jossey-Bass.

  • Bolman, L. G., & Deal, T. E. (1991b). Leadership and management effectiveness: Multi-frame, multi-sector analysis electronic version. Human Resource Management, 30(4), 509-534.

  • Bolman, L. G., & Deal, T. E. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass.

  • Bolman, L.G., & Gallos, J.V. (2011). Reframing academic leadership. Jossey Bass

  • Breakwell, G. M. (2006). Leadership in education: the case of vice-chancellors, percpectives.Policy and Practice in Higher Education, 10(2), 52-58.

  • Bush, T. (2011). Theories of Educational Leadership and Management (4th ed.). London, Sage.

  • Bush, T. (2015). Organisation theory in education: How does it inform school leadership?

  • Journal of Organizational Theory in Education, 1(1),35-47.

  • Cohen, A.M., & Brawer, FB. (1994). Managing community colleges: A handbook for effective practice. San Francisco, CA: Jossey-Bass.

  • Crist, B.E. (1999). A Study of the relationship of the job satisfaction of chief academic officers of institutions of higher education and the perceived leadership style of the institution president. PhD Thesis,Morgantown, West Virginia

  • Dutschke, J. (2005). Leadership style and performance in higher education: Is there a correlation ? PhD Thesis, Dallas Baptist University, Retrieved from https://www.3.dbu.edu/naugle/pdf/FridaySymposiumSp05/Leadership%20Paper.pdf

  • Gaither, G. (2004). Developing leadership skills. Academic Leadership Journal 2, Issue 1.

  • Gohain, M.P. (2013) lndian universities crying for better leadership. say 90%academics. Times of India Retrieved from, http://articles.timesofindia.indiatimes.com/2013-02-15/news/37118722_1_indian-higher-education-respondents-vice-chancellors

  • Gibbs, G., Knapper, C, & Piccinin, S. (2008). Disciplinary and contextually appropriate approaches to leadership of teaching in research-intensive academic departments in higher education. Higher Education Quarterly, 62(4), 416-436.

  • Gunter, H. (2001). Critical approaches to leadership in education. Journal of Educational Enquiry, 2(2), 94-108.

  • Gigliotti, R.A., & Ruben, B.D. (2017). Preparing higher education leaders: A conceptual, strategic, and operational approach Journal of Leadership Education. DOI:1012806/V16/11/T1

  • Hersey, P, & Blanchard, K. H. (1988). Management and Organizational Behavior Englewood Cliffs, NJ:Prentice-Hall.

  • Hofmeyer, A., Sheingold, B.H., Klopper, H.C., & Warland, J. (2015). Leadership in learning and teaching in higher education: Perspectives of academics in non-formal leadership roles. Contemporary Issues In Education Research, 8(3), 181-192.

  • Jacobson, L. (1999). Educational leadership self inventory (ELSL). Connecticut state board of education. Viewed on 12 January 2013, http://www.southemct.edu/edl/uploads/textWidget/wysiwyg/documents/elsi1.internship.pdf

  • Koen, M.P, & Bitzer, E.M. (2012). Academic leadership in higher education: A participative perspective from one institution. Academic Leadership Journal, 8(1), 1-12.

  • Mehmood, Z.I., & Arif, M.I. (2011). Leadership and HRM: Evaluating new leadership styles for effective human resource management. International Journal of Business and Social Science, 2(15), 236-243.

  • Mercy, M.D. (2004). An exploration of faculty and academic leader perception of leadership styles in Malawian higher education institution. Dissertation for degree of doctoral of philosophy lllionis state University.

  • Mohnot,H.(2015).Preparing for academic leadership in higher education: A conceptual framework. G D Goenka Business Review, 1(2), 64-71.

  • Mohnot, H. (2017). The impact of some demographic variables on academic leadership preparedness in Indian higher education. Journal of Further and Higher Education. Published online. http://dx.doi.org/10.1080/0309877X.2017.1349891

  • Moore, M.R., & Diamond, M.A. (2000). Academic leadership: Turning vision into reality. New York: Ernst and Young.

  • Morris, T.L., & Laipple, J.S. (2015). How prepared are academic administrators? Leadership and job satisfaction within US research universities. Journal of Higher Education Policy and Management, 37(2), 241-251.

  • Nigavekar, A (2011). Cultivating leaders for educational institutions. ASCI Journal of Management, 40(1), 116.

  • Noorshahi, N. (2008). A study of relationship between consequences of leadership and transformational leadership style of the presidents of Iranian universities and institutions of higher education. Academic Leadership Journal, 6, Issue 2. Retrieved from http://scholars.fhsu.edu/alj/vol6/iss2/2

  • Omari, A. A. (2005). Leadership styles and style adaptability of deans and department chairs at three public research universities PhD Thesis, Washington State University, Washington.

  • Omari, A, & Sharaah, M. (2012). Leadership readiness among prospective school Leaders in Jordan. Intemational Online Journal of Educational Sciences, 4(1),50-61.

  • Portugal, L. (2006). Diversity leadership in higher education. Academic Leadership Journal, 4, Issue 3.

  • Ramsden,P (1998) .Learning to Lead in Higher Education. Psychology Press.

  • Sathye, M. (2004). Leadership in higher education: A qualitative study Qualitative Social Research, 5(3), 1-11.

  • Seidman, W., & McCauley, M. (2011). Transfomiational leadership in a transactional world. OD Practitioner, 43, Issue 2.

  • Sessa, V. I., & Taylor, J. J. (2000). Executive selection: Strategies for success. San Francisco: Jossey-Bass.

  • Shirbagi, N. (2007). Exploring organizational commitment and leadership frames within Indian and Iranian higher education institutions. Bulletin of Education and Research, 29(1), 17-32.

  • Singh, A, & Purohit, B.(2011). Leadership for education in India: the dean role. International Journal of Leadership in Education: Theory and Practice, 14(2), 251-255.

  • Smothers, J., Bing, M. N., White, D., Trocchia, PL, & Absher, K. (2011). From the follower viewpoint: A configuration approach to the ideal academic leader. Journal of Leadership and Organizational Studies, 18(3), 293-307.

  • Way, L.J. (2010).The impact of disciplinarity on the organizational leadership styles of academic deans. PhD dissertation. University of Massachusetts-Amherst.

  • Webb, K. (2003). Presidents leadership behaviors associate with followers, job satisfaction motivation toward extra effort and presidential effectiveness at evangelical colleges and universities. PhD thesis. University of North Texas, North Texas

  • Wolverton, M., Ackerman, R, & Holt, S. (2005). Preparing for leadership: What academic department chairs need to know Journal of Higher Education Policy and Management, 27(2), 227-238.

  • Vuori, J. (2009). Leadership frames of programme heads in finnish universities of applied sciences Paper presented in frack 3, 31st Annual EAIR Forum in Vilnius, Lithuania 23-26 August

  • Yielder, L, & Codling, A. (2004). Management and leadership in the contemporary university. Journal of Higher Education Policy and Management, 26(3),315-328.


Abstract Views: 835

PDF Views: 0




  • The Study of Academic Leadership Preparedness and Leadership Style in Higher Education

Abstract Views: 835  |  PDF Views: 0

Authors

Hina Mohnot
School of Management Studies, Ansal University, Gurgaon, Haryana, India
Tania Shaw
School of Management Studies, Ansal University, Gurgaon, Haryana, India

Abstract


The current study investigated academic leadership preparedness and leadership styles of 372 academic leaders of Indian higher education institutes. Data were collected through online survey and through post on printed version of the survey inventories. Results indicate that leadership style of academic leaders was related to their level of leadership preparedness. Leaders with paired leadership styles were found to be more prepared for academic leadership than leaders with single leadership style. It was also found that leaders with diffused leadership style or no clear leadership style were least prepared for their role of leadership in the group. Results have significant implications for designing appropriate leadership development and management training programs. Implications and suggestions for future research are discussed.

Keywords


Academic Leadership, Leadership Preparedness, Higher Education, Leadership Styles.

References