2016
DOI: 10.1007/s12564-016-9414-0
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Leadership and decision-making practices in public versus private universities in Pakistan

Abstract: The goal of this study is to examine differences in leadership and decision-making practices in public and private universities in Pakistan, with a focus on transformational leadership (TL) and participative decision-making (PDM). We conducted semi-structured interviews with 46 deans and heads of department from two public and two private universities in Pakistan. Our findings indicate that leadership and decision-making practices are different in public and private universities. While differences were observe… Show more

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Cited by 22 publications
(25 citation statements)
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“…The earlier survey results (Zulfqar, Valcke, Devos, Tuytens, & Shahzad, 2016), help to determine the nature of leadership in Pakistani universities. The nature of leadership is transformational to some extent.…”
Section: Methodsmentioning
confidence: 99%
See 3 more Smart Citations
“…The earlier survey results (Zulfqar, Valcke, Devos, Tuytens, & Shahzad, 2016), help to determine the nature of leadership in Pakistani universities. The nature of leadership is transformational to some extent.…”
Section: Methodsmentioning
confidence: 99%
“…the Pakistan university setting and that had been collected during earlier survey studies (Zulfqar et al, 2016) involving Pakistan leaders. The problem solution was carried out with the Metaplan technique (Metaplan, 2000).…”
Section: Eissn: 2357-1330 Selection and Peer-review Under Responsibilitmentioning
confidence: 99%
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“…Most of these research efforts have been done in North America, Canada and European culture (Lee & Kramer, 2016). Nevertheless less systematic research efforts have appear in the context of Asian countries, such as Iran, China, and particularly in Pakistan (Zulfqar, Valcke, Devos, Tuytens, & Shahzad, 2016). Next to that, research to date has largely been blur about the moderate influence of cultural tightness and looseness in the literature of organizational autonomous and role ambiguity particularly in higher education sector of Pakistan.…”
Section: Introductionmentioning
confidence: 99%