The leadership roles of Mexico’s university presidents

Vega, Rosalba Badillo; Buendía-Espinosa, Angélica

doi:10.1080/03075079.2020.1750582

Cited by 5 publications

(7 citation statements)

References 36 publications

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“…Numerous studies using narrative enquiry have been conducted with university VCs in other contexts (Badillo-Vega & Buendía-Espinosa, 2022;Juntrasook, 2014;Wei & Xing, 2022). This article contributes to this body of work in that it addresses black South African VCs' narratives around leadership and in leading universities for transformation in South Africa.…”

Section: Methodsmentioning

confidence: 99%

“…In the literature on leadership, several studies have emphasised the TFL style (Badillo-Vega & Buendía-Espinosa, 2022;Manamela, 1997). This is especially valuable in a context that requires substantial reform; transformational leaders are needed to strengthen the broader goal of social and economic prosperity.…”

Section: Situating Tfl In South Africamentioning

confidence: 99%

“…The idea of transformation as a core operating activity in the work of VCs is not unique to South Africa. As noted by several international scholars, transformation serves as a central organising principle for the ways in which VCs conceptualise their visions and challenges (Badillo-Vega & Buendía-Espinosa, 2022;Heffernan et al, 2021). However, to understand how VCs make sense of transformative goals requires an understanding of what they prioritise as goals and strategies necessary for transformation.…”

Section: Introduction: An Overview Of Leadership In Complex Contextsmentioning

confidence: 99%

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"In the trenches": South African vice-chancellors leading transformation in times of change

Buccus

Potgieter

2023

J. educ. (Univ. KwaZulu-natal)

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This paper examined the transformational goals and strategies of nine black university vice-chancellors in South Africa in order to understand how they direct transformation of higher education in the country. The paper draws from narrative inquiry underlined by transformational leadership theory, and focuses on in-depth interviews with university vice-chancellors. The study focused on the key themes that direct vice-chancellors' transformational leadership strategies. These are devolution of power, the needs to transform the institutional culture and attain social equity through putting students first, and addressing the next generation of academic scholars. Finally, the paper draws attention to the enduring imperative to transform universities through a social equity lens and the significance of vice-chancellors' transformational agendas and strategies in this regard. The local context of the university plays an important role in transformational leadership goals and strategies

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Section: Methodsmentioning

confidence: 99%

Section: Situating Tfl In South Africamentioning

confidence: 99%

Section: Introduction: An Overview Of Leadership In Complex Contextsmentioning

confidence: 99%

See 1 more Smart Citation

"In the trenches": South African vice-chancellors leading transformation in times of change

Buccus

Potgieter

2023

J. educ. (Univ. KwaZulu-natal)

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“…Aquí los estudios empíricos tienen distintos focos, ya sea en centrarse en los rasgos propios de la persona que se enfrenta al cargo de líder como en las actitudes que estos tienen hacia los académicos, estudiantes, miembros de un equipo de trabajo o institución en general. Bajo esta perspectiva, se pueden nombrar investigaciones realizadas en países como Estados Unidos [83,84,85], Reino Unido [86], Australia [87], Canadá [88], China [89], India [90,91], Indonesia [92,93], Nigeria [2], España [94], Cuba [95] y México [96]. De igual manera se han realizado estudios con cooperación internacional (ejemplo [97]).…”

Section: Dimensión Descripción Variables De Interésunclassified

Liderazgo en instituciones de educación superior: Un análisis a través de Bibliometrix R

Pedraja-Rejas

Rodríguez-Ponce

Bernasconi

et al. 2021

Ingeniare. Rev. chil. ing.

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“…Forming connections and consulting with stakeholders will ultimately increase support for a president's agenda (Bensimon, 1991). Higher education contains a uniquely large amount of stakeholder groups (Badillo-Vega & Buendía-Espinosa, 2020;Gearhart et al, 2020;Maddox & Johnson, 2018;Ong, 2022), and new and old presidents regularly meet people across "institutional levels and boundaries" (Chu, 2022, p. 250). Using relationships to engage constituents turns leadership into a collaborative action ) that brings about mutual fulfillment of goals and potential (Hibbert et al, 2017;Tierney & Lanford, 2018).…”

Section: Listening and Relationship Buildingmentioning

confidence: 99%

Sensemaking in higher education: the experiences of first-time public university presidents

Merrill

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This study examined how recently appointed, first-time public university presidents made sense of their new institution and position during their transition into their presidency. The information gained from these interviews is expected to illustrate how first-time public university presidents prepare, collect information, and learn about their new role and institution. Semi-structured interviews were carried out with seven university presidents who have served for more than or equal to one and a half years but less than but up to five years in the role. Utilizing Interpretative Phenomenological Analysis (IPA) to analyze transcripts of the interviews yielded three themes and 12 subordinate themes.The three emergent themes were 1) participants felt ready to take on the role of president because of their professional experience and preparation methods, 2) after being named president, the participants proactively engaged with various stakeholder groups to develop relationships and extract information, and 3) participants felt overwhelmed by the responsibilities of the position and the demands on their time. This study suggests that the higher education industry needs to place a greater emphasis on succession plans to prepare incoming leaders better, new presidents should find ways to network with presidential peers to exchange information and provide support, a more significant focus should be placed on the work-life balance of presidents to avoid burnout and increase institutional success, and more opportunities to learn about the complexity and difficulty of being president should be made available to aspiring presidents.

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The leadership roles of Mexico’s university presidents

Cited by 5 publications

References 36 publications

"In the trenches": South African vice-chancellors leading transformation in times of change

"In the trenches": South African vice-chancellors leading transformation in times of change

Liderazgo en instituciones de educación superior: Un análisis a través de Bibliometrix R

Sensemaking in higher education: the experiences of first-time public university presidents

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