Advancing a cultural change agenda in higher education: issues and values related to reimagining academic leadership

Abstract

Traditional models of academic leadership are based largely on managerial and transactional approaches. Such efforts frequently support status quo individual success rather than values-based leadership based on collective institutional or sustainability-centered pursuits. Evolved reward systems and leaderships modes that support collective and institution-level effort and innovations prioritizing community and sustainability require new leadership models. Innovative leadership models that transcend traditional gatekeeping are needed and four leadership modes to support innovation and collective efforts are discussed, including shared leadership that draws on distributed contributions of multiple individuals; creative or innovative leadership that requires risk-taking, experimentation, and experiential learning; qualitative leadership that is data-driven and includes evidence-based innovation; and, dynamic leadership based on demonstrated agility and ability to traverse different spaces using diverse modes of doing and thinking. Progressive leaders can move in and out of these modes in response to ecosystem needs, demands, and changes through the use of design thinking and initiatives to support innovation and sustainability in higher education. Success in evolved leadership approaches, including centering sustainability goals that impact institutions themselves and communities in which they exist, require aligning reformed leadership goals and practices with funding models and reward systems, as well as policies and institutional change strategies.

The Role and Responsibilities of Academic Leaders in Effectuating Quality, Impact, and Excellence by Innovation in Higher Education

“…They also foresee and reduce the possible risks and uncertainties from innovation, such as ethical, legal, financial, or operational issues. Furthermore, they create a culture of trust, openness, and teamwork, and reward and encourage innovation (Whittaker & Montgomery, 2022).…”

Impact of Dynamic Leadership and Marketing Planning on Organizational Resilience During Covid-19: Higher Learning Institutions

“…The research in the areas of organizational resilience indicates that there is strong interest in this research subject (Brown et al, 2017; Denhardt & Denhardt, 2010; Duchek, 2020; Pal et al, 2014; Prayag et al, 2020). The same goes for research in the areas of dynamic leadership which stems from dynamic theory and leadership styles (Basham & Mathur, 2010; Bhattacharyya & Jha, 2018; Isaac Mostovicz et al, 2009; Shondrick & Lord, 2010; Von Lubitz & Wickramasinghe, 2006; Whittaker & Montgomery, 2022) Studies in these fields provide invaluable information toward understanding organizational behavior.…”

Cultural and Creative Design of Dunhuang Murals in Xixia Period Based on Deep Learning

“…Wireless Communications and Mobile Computing design and development. The expression is not made up out of thin air but based on the remnants of cultural relics or historical records, which are summarized and refined and visually recreated [9,10].…”