Strategic Thinking And Strategic Leadership For Change: Lessons For Technical Universities In Ghana

Abstract

Global competition is forcing tertiary institutions to excel in knowledge-creation that are relevant and innovative. Innovations bring solutions to societal problems. Perhaps a new system of thinking will enhance the relevance and sustainability of Ghana's new Technical Universities (TU) that were established by PNDC Law 321 to provide technical leadership, entrepreneurial solutions, and support of industries for its national development. For strategic thinking, the TUs are advised to avoid the Polytechnic traditions and be transformed by 'lessons' from other institutions such as Germany's University of Applied Research. The purpose of this study was to examine institutional leadership and policy practices of an African institution, (herein referred to as PaceSetter Institute or PSI) to serve as lessons for Ghana's Technical Universities towards sustainable development. Qualitative data came from field notes during interviews, interactions, observations, and desk reviews. Using an act of serendipity approach to case study, data revealed lessons such as: (i) Strategic thinking and leadership, (ii) Excellence in scholarship of engagement, (iii) Change in professionalism and specialization, and (iv) Entrepreneurship. The researchers urged TUs to consider strategic thinking for sustainable development of their institutions to bring social enterprise to academic pursuits, making profit by applied research, and consider scholarship of engagement with the Ghanaian society and change. The recommendations also focused on each TU envisioning on how to become a "Centre of Excellence" in Ghana by showcasing faculty and students' work, setting high standards of scholarship and professionalism, and entrepreneurship that brings solution to social problems.

Strategic Thinking, Leadership and Governance for African Universities: Lessons from Successful Universities

“…A study conducted by [1] found that strategic leadership influences activities and the thinking behind ideas in order to 'move people' to accomplish change. For example; one the institutional leader's echoed through interview that to lead strategically, "Institutional leaders must lead academically … and in solving social problems … leave those politicians … [if ] they [politicians] create problems, ….…”

“…First of all, every vision must be shared, communicated, and spread with a passion that becomes contagious [22]. It was evident in their study [1] that institutional leadership in African universities has to think of ways to demonstrate passion and commitment to a dream for others to believe and yield to any systematic change. Whereby strategic change can only take place when people are ready and looking forward to a better alternative [24].…”

“…"So, see, at PSI we specialized". "Academic excellence will come when you specialize in what you can do best"(Interviewee #1) [1].…”

“…In this regard research is centralized to the every University's transformation process, and ultimately strengthening their impact and visibility both locally and internationally. A study conducted by [1,6] shared some common features of research strategies adopted by successful universities in Ghana and Burkina Faso. Most successful universities in Africa implemented their research strategies through:…”

“…The real question is how can we continually be more focused on our strategic thinking skills in order to thrive in today's unstable higher education management? The fact is most higher education leaders in Africa are now required to be more successful with fewer resources [1]. In 2009, several authors commissioned by the Association of African Universities (AAU) pointed out that Higher Education Institutions (HEI) are struggling with strategic thinking, re-thinking, and sustainability issues and that HEIs may need to improvise on their knowledge creation ventures [2][3][4].…”