Academic Governance and Leadership in Malaysia: Examining the National Higher Education Strategic Initiatives

Abstract

Academic governance and leadership are two interrelated concepts that set the tone and direction for the development of higher education at the system as well as institutional levels. This article examines the academic governance and leadership in Malaysian higher education by focusing on two national higher education strategic initiatives: the National

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“…Malaysia has a population of 32 million. It is a multi-ethnic society comprised of ethnic Malays and members of indigenous people (67%), ethnic Chinese (25%), ethnic Indians (7%) and the minority ethnic groups (1%) (Wan et al, 2020). This developing country has plans to base its tenable economy on a more knowledgeable and creative nation (Wan et al, 2015).…”

“…Since the establishment of the University of Malaya in 1949, Malaysian higher education has been improving steadily, thus enhancing the roles of universities in society and their relationship with the governments . As noted by and Wan et al (2020), two critical documents help in better comprehension of the higher education management system in the context of Malaysia, namely the National Higher Education Strategic Plan (NHESP) 2007-2020 and the Malaysia Education Blueprint (Higher Education) 2015-2025. While public universities are tasked to fulfill the developmental and nation-building purposes, private institutions are mainly designed and expected to boost the economy (Wan et al, 2015).…”

“…, 2018). As noted by Wan and Morshidi (2018) and Wan et al. (2020), two critical documents help in better comprehension of the higher education management system in the context of Malaysia, namely the National Higher Education Strategic Plan (NHESP) 2007–2020 and the Malaysia Education Blueprint (Higher Education) 2015–2025.…”

“…Malaysia has a population of 32 million. It is a multi-ethnic society comprised of ethnic Malays and members of indigenous people (67%), ethnic Chinese (25%), ethnic Indians (7%) and the minority ethnic groups (1%) (Wan et al. , 2020).…”

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“…Nigerian university work environment is generally challenging (Ugwu et al, 2023). University employees especially academics encounter tougher challenges because their work includes variety of roles with opposing demands (Wan et al, 2020). Anecdotal report has it that Nigerian university workers receive lower pay than other professional groups.…”