Reflections of academic and professional leaders on leadership in a higher education institution

Frantz, José M.; Lawack, Vivienne; Rhoda, Anthea

doi:10.4102/sajhrm.v18i0.1373

Cited by 6 publications

(2 citation statements)

References 17 publications

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“…Leaders who are serving will make their subordinates to grow and succeed in their work environment (Zeeshan et al, 2021). A leader must have the view that the organization he leads is his (Frantz et al, 2020) so that a leader will try to keep that commitment well. One of the reliable leaders is a leader who can actively show openness and availability to communicate and interact with his subordinates, so that subordinates will feel valued by their leaders (Nguyen et al, 2019).…”

Section: Bootstrapping Hypothesis Testing (Path Analysis)mentioning

confidence: 99%

The Effect of Leadership and Motivation in Measuring Accountability Using the Calibrating Public Accountability Model (CPA Model)

Kustinah

Anggionaldi

2021

IJSOC

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The use of school aid funds (BOS) must be accounted for by the beneficiary schools. The performance of a school can be judged by how good the accountability of the school is. The principal plays an important role in realizing accountability in the school he leads. The principal's leadership and motivation are factors that can encourage the achievement of good school accountability. This study aims to determine the effect of leadership and motivation in measuring accountability using the CPA (Calibrating Public Accountability Model) measurement model. The research method used is quantitative verification. The population in this study were all school principals in West Bandung Regency and Cimahi City with the sample technique using a simple random technique. Data collection techniques using questionnaires. Data analysis technique using PLS. The results showed that there was an effect of leadership on accountability, while motivation had no effect on accountability. Simultaneously leadership and motivation affect accountability.

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Section: Bootstrapping Hypothesis Testing (Path Analysis)mentioning

confidence: 99%

The Effect of Leadership and Motivation in Measuring Accountability Using the Calibrating Public Accountability Model (CPA Model)

Kustinah

Anggionaldi

2021

IJSOC

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“…While studies have been conducted on the leadership and organisational cultures of higher education institutions, the public service sector, health care sector and financial institutions (Chipunza & Matsumunyane, 2018;Frantz et al, 2020;Jivan, 2020;Mokgolo et al, 2012;Stander et al, 2015), the cash management sector that deals with cash movement has not garnered particular interest. This is despite the essential role of cash management organisations and their contribution to sustaining the economy of South Africa as they ensure cash circulation within South Africa.…”

Section: Introductionmentioning

confidence: 99%

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Pillay,

Dhanpat,

De Braine

2023

SA Journal of Human Resource Management

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Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.

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Resilient Leadership in Time of Crisis in Distance Education Institutions in Sub-Saharan Africa

Makoe

2022

Handbook of Open, Distance and Digital Education

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As leaders of distance education in sub-Saharan Africa were dealing with myriad challenges of high numbers of young people seeking access to higher education, lack of technologies, and inadequate expertise for online teaching, Covid-19 pandemic emerged, and, almost overnight, quick decisions had to be made to pivot to online spaces to ensure that learning occurred even in the midst of the crisis. Leaders who were flexible and adaptive to changing environment were able to respond effectively to this crisis. Hence the focus of the study is on the character of a distance education leader who is exhibiting personality traits that will enable him or her to move a distance education institution forward.The futures triangle was used to contextualize and historicize the character of a leader who has the ability to be innovative and willing to take risks in the face of crisis. The aim of this chapter is to illustrate how some historical factors have not only influenced the leadership practices in distance education, but they have molded the characters of distance education leaders. The futures triangle mapping process revealed that the legacy of colonialism, the lack of managerial skills, the slow adoption of using technologies, the growing number of people who cannot be accommodated in higher education, and, most recently, the Covid-19 pandemic were drivers of change that illustrated how leaders responded in time of crisis. Moving distance education forward requires resilient leaders who are agile and adaptable to lead in an open and technology-rich distance education environment.

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Reflections of academic and professional leaders on leadership in a higher education institution

Cited by 6 publications

References 17 publications

The Effect of Leadership and Motivation in Measuring Accountability Using the Calibrating Public Accountability Model (CPA Model)

The Effect of Leadership and Motivation in Measuring Accountability Using the Calibrating Public Accountability Model (CPA Model)

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Resilient Leadership in Time of Crisis in Distance Education Institutions in Sub-Saharan Africa

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