Leadership and Management Profiles for the Internationalization of Iranian Higher Education

Abstract

Ongoing efforts to strengthen internationalization have increased the numbers of international students in institutions of higher learning. Such inflows will clearly place local institutions on par with many of their international counterparts. This paper explores the significance of higher education’s internationalization with regard to leadership competencies and systems management. The objective is to examine a wide range of priorities that qualify a successful leader as well as an effective ‘systems profile’ for the internationalization of higher education and its profile on the internationalization of Iranian higher education. The authors analyze differences between leaders and managers as their core focus. Required criteria for effective leaders and team management are discussed with a specific view towards the internationalization of higher education. A qualitative approach applies and findings demonstrate how both leadership’s and management’s contributions and skills combine to accomplish the task. As a detailed synopsis, this paper provides prime incentive for future investigations of educational enterprises. It presents a substantiated framework for the systematic development of prudent internationalized institutions of higher education, particularly in Iran.

Designing a Suitable Leadership Model to Achieve New Missions of Higher Education

“…Also, the findings of the quantitative section showed that the appropriate leadership model to achieve new missions of higher education had 51 indicators or items and 15 components that their factor load, validity and reliability were appropriate and based on that model was designed and approved by experts, Although no research has been found on appropriate leadership to achieve new missions in higher education, but studies on the dimensions and components of new missions in higher education and leadership have been conducted that the results of this study are in some ways consistent with their results. For example, the results of this study in the field of dimensions and components of higher education missions with the research of Abdi, et al (2017), Zolfagharzadeh & Saadabadi (2014) and Hoseini & Jahed (2013) and in the field of dimensions and components of appropriate leadership with the research of Amjadian, et al (2019), Gardner, et al (2018, Sedghy Boukany, et al(2018), Moll & Kretzschmar (2017), Hamidifar, et al (2017) and Soltani Sarvestani, et al (2017).…”

“…In addition, the results of Moll & Kretzschmar (2017) showed that the servant leadership approach in the university can improve faculty performance, facilitate excellence, creativity and innovation. Hamidifar et al (2017) concluded that the four areas of leadership and management in the internationalization of higher education include analytical study of the environment, development of a coherent and purposeful strategic plan, implementation and organization of infrastructure, and continuous monitoring and evaluation. In another study, Soltani Sarvestani et al (2017) reported that spiritual leadership in higher education had five domains: divine spirituality, existential spirituality, human spiritual excellence, organizational spiritual excellence, and sustainable global spiritual health.…”