Effective Leadership in Higher Education: A Review of Leadership Style Preferences among Faculty and Staff within the United States

Mews, Joseph

doi:10.4236/ojl.2019.82004

Cited by 12 publications

(5 citation statements)

References 16 publications

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“…This might be due to circumstances such as COVID 19, where most of the work was conducted from home, providing the academics with more freedom to do their work without constant supervision. This shows that a situational approach would be a better way of leading higher academic institutions (Mews, 2019). In order to facilitate this, leadership development programs should be offered in Malaysia or abroad to help both new and veteran academicians and deans.…”

Section: Discussionmentioning

confidence: 99%

“…Then, to prepare new educators for their new role as new leaders, authorities must establish a wellstructured orientation program that is theoretically and culturally grounded. This program can help new instructors succeed by easing their transition into the organization (Mews, 2019). Higher Education can improve educator quality by providing proper training and knowledge-based workshops (Priest & Seemiller, 2018).…”

Section: Discussionmentioning

confidence: 99%

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Effects of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions

SHAARI

Kamarudin

Suderman

2022

Asya Öğretim Dergisi

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Employee job satisfaction is an important component of any job and could be influenced by different types of leadership. Keeping employees happy and satisfied while at the same time being a great leader is an extremely difficult balance, especially in educational leadership, where there are two different types of employees, mainly administrators, and educators. It requires a leader who can balance between the lines and choose the proper leadership style to motivate different types of employees. This study looks at three different leadership types: laissez-faire, transformational and transactional leadership. A purposeful sampling of 393 participants was utilized to sample educators from Malaysia's private and governmental education institutions. Data were collected using questionnaires. The findings indicated that transformational leadership and laissez-faire have a significant relationship to job satisfaction where laissez-faire (β = 0.608, t = 16.576, p = 0.000) and transformational leadership (β = 0.865, t = 8.498; p = 0.000), while transactional leadership has an insignificant relationship with job satisfaction (β = -0.019, t = 0.747, p = 0.227).

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Effects of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions

SHAARI

Kamarudin

Suderman

2022

Asya Öğretim Dergisi

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“…Recientemente, (Mews, 2019) estudió los estilos de liderazgo de docentes y empleados administrativos en instituciones de educación superior de los Estados Unidos.…”

Section: Discussionunclassified

Relación entre el nivel de liderazgo del profesor y la retención estudiantil de una institución de educación superior

Padilla¹

2022

HOJ

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Este estudio de diseño descriptivo correlacional, longitudinal y por cohortes investigó la relación entre el nivel de liderazgo del profesor y la retención estudiantil. El estudio fue basado en los planteamientos teóricos del modelo de liderazgo completo de Bass y Avolio (1994) y el modelo de partida institucional (Tinto, 1993). Se administró un cuestionario para la determinación del nivel de liderazgo del profesor y se utilizó el sistema de información estudiantil de la institución para determinar la retención estudiantil. El cuestionario Nivel de liderazgo del profesor, fue validado y sometido a análisis de confiabilidad arrojando 0.92 en la prueba Alpha de Cronbach. El nivel predominante entre los docentes fue el nivel En desarrollo. En términos de la tasa de retención de los facultativos, la muestra obtuvo una tasa de retención general de 88.5%. El análisis del coeficiente de correlación Spearman’s arrojó un 0.039 rs con un valor p >0.05 determinando que no existe relación entre el nivel de liderazgo del profesor y la retención estudiantil. Los hallazgos de este estudio validan la retención como fenómeno multifactorial donde el nivel de liderazgo de facultad y la retención estudiantil no se asocian como factores que inciden en la retención estudiantil.

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“…Each leader in all these positions have their own leadership style which affects how they perform their duties (Kasalak et al, 2022). The common leadership styles in higher education are instructional, transformational, constructivist, servant and strategic leadership (Mews, 2019).…”

Section: Difference Between Management and Governance As Applied In H...mentioning

confidence: 99%

Contemporary Issues in Higher Education: Diversity, Inclusion, Management and Governance

Makuve

2024

AJEP

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Purpose: Teachers, students, and the administration of higher education institutions face a variety of opportunities and challenges as a result of diversity and inclusion. This study looks at diversity and inclusion as a current concern in postsecondary education from the perspectives of instructors, students, and institutional administration. It aims to offer suggestions for dealing with these problems in universities. Higher education institutions are independent and not subject to government oversight in the same manner as public sector organizations, despite receiving significant public funding. The governance, management, and autonomous status of higher education institutions are other topics covered in this work. Methodology: This review draws from inclusion theory which has transformed the view on diversity management from preventing discrimination, which suits the moral view on equality as procedural or individual justice, to ensuring inclusion, which fits the moral view on equality as recognition of diversity. The information is based on literature from various sources. Findings: This study highlights that diversity and inclusion creates a better workplace for everyone while creating an inclusive learning environment. Good governance assures the quality of decision-making hence promotes effective delivery of educational services in a higher learning institution. Unique Contribution to Theory, Practice and Policy: This review article discusses various initiatives, strategies and challenges on diversity and inclusion in higher education as a contemporary issue. The paper also discusses the differences in management and governance as applied in higher education.

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Effective Leadership in Higher Education: A Review of Leadership Style Preferences among Faculty and Staff within the United States

Abstract: This causal-comparative study reviewed the leadership style preferences of faculty and staff from participating higher education institutions (HEI).

Cited by 12 publications

References 16 publications

Effects of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions

Effects of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions

Relación entre el nivel de liderazgo del profesor y la retención estudiantil de una institución de educación superior

Contemporary Issues in Higher Education: Diversity, Inclusion, Management and Governance

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