An Organization’s Success and a Three-Factor Model of Leadership: Evidence from Harvard University

Farhan, Bayan Yousef

doi:10.1007/s10780-021-09446-0

Cited by 2 publications

(3 citation statements)

References 18 publications

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“…Farhan (2022) also advocated that visionary, transformational, and learning leadership enormously help achieve the organization's purpose. Farhan (2022) quoted, ''a clear vision is at the core of transformational leadership.'' A clear vision involves the introduction of innovations and strategies to implement the vision.…”

Section: Academic Leadershipmentioning

confidence: 99%

“…Effective leadership behaviors like creating a strategic plan, resources management, adjusting workloads, making academic appointments along with permitting staff to participate in decision making, boosting them for open dialogue and creating a positive work atmosphere are identified in the literature impacting the reputation of the institute (Virkus & Salman, 2020). Farhan (2022) also advocated that visionary, transformational, and learning leadership enormously help achieve the organization’s purpose. Farhan (2022) quoted, “a clear vision is at the core of transformational leadership.” A clear vision involves the introduction of innovations and strategies to implement the vision.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

“…Farhan (2022) also advocated that visionary, transformational, and learning leadership enormously help achieve the organization’s purpose. Farhan (2022) quoted, “a clear vision is at the core of transformational leadership.” A clear vision involves the introduction of innovations and strategies to implement the vision. Strategies like “restructuring curriculum, redirecting the allocation of funds, implementing changes in an administration method and culture, introducing new academic programs and enhancing established programs” are paramount.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

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Tapping the Potential of Academic Leadership, Experiential Learning, and Employability of Students to Enhance Higher Educational Institute Performance

Pandita,

Kiran

2023

SAGE Open

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This research study is primarily conducted to tap the potential of academic leadership, experiential learning, and students’ employability in enhancing higher education performance. The study uses a survey to collect responses of 400 respondents from Higher Educational Institutions (HEIs). PLS-SEM has been used to design the model. Academic leadership (AL) covers three dimensions, Academic culture (AC), Academic environment (AE), and Academic operations (AO). It is essential to understand how AL influences Experiential Learning (EL). EL is based on the Kolb model and covers four subdivisions of experience viz Concrete Experience, Reflective Observation, Abstract Conceptualization, and Active Experimentation. All these dimensions are essential; however, Abstract Conceptualization emerges more substantial than the other three dimensions, setting the stage for the emergence of Active Experimentation. Higher Educational Institute Performance (HEIP) has three dimensions, student satisfaction (SS), employers’ satisfaction (ES), and sustainability perspective (SP). Initially, the study examines the impact of AL on EL. The results highlight that AL influences EL. The next stage was to explore the direct effects of EL on HEIP. The results again support that EL affects performance. In HEI, a lot of focus is being imparted to employability competencies, thus we tried to examine how EL through indirect effect with the mediation of employability impacts HEIP. The results lend support to the mediation effect of employability which enhances the impact of EL on HEIP. Thus, given these results, it can be inferred that AL has a pertinent role to play and develop EL in HEIs. Furthermore, there is a need to focus intensely on the employability perspective in HEIs. The study has meaningful implications for policymakers at universities to enable them to strategize around practices conducive to the creation of experiential learning environment and employability to enhance HEIP.

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Section: Academic Leadershipmentioning

confidence: 99%