Faculty member perceptions of department head leadership effectiveness at a state university in Turkey

Akbulut, Meltem; Seggie, Fatma Nevra; Börkan, Bengü

doi:10.1080/13603124.2014.997799

Cited by 11 publications

(23 citation statements)

References 49 publications

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“…In such a context, academicians may believe that unequal distribution of rewards and disrespectful treatment will somehow even out in the long run. Recently, in a state university sample, Akbulut et al (2015) showed that academics' perceptions of the leadership effectiveness of their department head was closely linked to the latter's collaborative leadership function. This function is based on intra-university interactions, and includes facilitator, mentor and empathizer roles.…”

Section: Discussionmentioning

confidence: 99%

“…It determines enrollment numbers, administers the examinations for university admissions, approves the opening and closing of departments and programs, and shapes academic governance structures by requiring the establishment of administrative bodies such as the university senate or faculty boards. This centralized character of Higher Education Council influences several managerial functions in universities, such as planning and regulating, selecting, and organizing (Akbulut et al, 2015).…”

Section: Research Contextmentioning

confidence: 99%

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The Impact of Organizational Justice on the Quality of the Leader-Member Relationship in Public versus Foundation Universities

Selekler-Goksen

Yıldırım-Öktem

Inelmen

2016

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KeywordsThis study investigates the impact of organizational justice on the quality of leader-member exchange relationships in the Turkish higher education context. Public and foundation universities are compared, as extant literature reveals significant differences between them. The study employs a sequential mixed-method design. Surveys from 182 academicians from faculties of economics and administrative sciences in Istanbul are collected through key contact persons or via e-mails. Surveys are complemented by 17 face-to-face semi-structured interviews, most of which were conducted at the interviewees' universities. Findings point to a strong impact of informational justice that is modestly complemented by procedural justice on the quality of the leader-member relationship in public universities. In foundation universities, however, procedural, informational and interpersonal justice dimensions influence the quality of the leader-member relationship in a balanced manner. The study also has implications for university administrators. Organizational justiceLeader-member exchange relationshipHigher education Foundation universityPublic university Mixed-method designArticle Info

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Section: Discussionmentioning

confidence: 99%

Section: Research Contextmentioning

confidence: 99%

The Impact of Organizational Justice on the Quality of the Leader-Member Relationship in Public versus Foundation Universities

Selekler-Goksen

Yıldırım-Öktem

Inelmen

2016

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“…Blurring the lines between leadership and management adds to this tension in that academics are often resistant to the notion of being "managed" [13]. Yet, perversely, academics recognise that there is a need for clear leadership and are critical of ineffective or unhelpful leadership [14]. This inherent contradiction or tension in the perception of leadership and how it impacts on the role of the academic creates a problem for the development of leadership capabilities.…”

Section: Leadership In Higher Educationmentioning

confidence: 99%

“…This could account for challenges in attempting to articulate precisely what effective leadership looks like at departmental level. As Akbulut et al [14] identify "despite elaborate descriptions of the behaviours and styles of deans, department heads and other academic leaders, little evidence exists regarding which behaviours and styles are most effective, and why" (p.442). This causes problems for the design of any leadership development programme, as in order to deliver effective leadership development there is a need to identify exactly what that effective leadership looks like [17].…”

Section: Leadership In Higher Educationmentioning

confidence: 99%

“…This causes problems for the design of any leadership development programme, as in order to deliver effective leadership development there is a need to identify exactly what that effective leadership looks like [17]. Ramsden [18] points to resource management as one of the key features of departmental leadership, as well as balancing between external and internal factors ( [18], [14]). This translates slightly differently to the leadership of learning and teaching specifically.…”

Section: Leadership In Higher Educationmentioning

confidence: 99%

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Developing Educational Leadership

Quinsee¹,

Parker²

2017

INTED Proceedings

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Developing effective leadership within an academic setting is becoming increasingly important in the UK with the changes in the higher education sector. This is particularly pertinent in relation to the leadership of learning and teaching activities, where, for the first time, there will be more systematic external review and benchmarking of academic practice through the introduction of the Teaching Excellence Framework (TEF). However, ensuring that we are giving our current and future leaders' appropriate development, both in terms of relevance and timeliness, is more challenging. Stefani [1] identifies this as being an under researched area and, anecdotally, the two principal investigators know that many programme leaders and those in head of department roles often have received little or no development for their role. However, leading education is central to the development of high quality programmes and student success and satisfaction. McInnis, Ramsden and Maconachie [2] outline the need for robust leadership if colleagues are to be inspired and influenced.In order to prepare our staff more effectively for the requirements of educational leadership, at City, University of London, we are undertaking research to explore what knowledge, skills, support and preparation staff need for these roles. This project involves a range of data collection from both existing leaders and those either new or aspiring to these roles. This paper discusses our initial data gathered from a survey via an online questionnaire of open questions with 17 education leaders. The paper will outline their views of the knowledge and skills needed to undertake such a role, the support and preparation they had for their role and what support and preparation they believe new leaders need. The paper will then conclude with some recommendations arising from this data and outline the next stages of the research.

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Academic middle leaders, middle leading and middle leadership of university learning and teaching: A systematic review of the higher education literature

Maddock

2023

Journal of Higher Education Policy and Management

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Faculty member perceptions of department head leadership effectiveness at a state university in Turkey

Cited by 11 publications

References 49 publications

The Impact of Organizational Justice on the Quality of the Leader-Member Relationship in Public versus Foundation Universities

The Impact of Organizational Justice on the Quality of the Leader-Member Relationship in Public versus Foundation Universities

Developing Educational Leadership

Academic middle leaders, middle leading and middle leadership of university learning and teaching: A systematic review of the higher education literature

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