Multi-Tasking Talents? Roles and Competencies of Middle-Level Manager-Academics at Two Austrian Higher Education Institutions

Ehrenstorfer, Barbara; Sterrer, Stefanie; Preymann, Silke; Aichinger, Regina; Gaisch, Martina

doi:10.1007/978-94-6300-172-4_10

Cited by 6 publications

(11 citation statements)

References 32 publications

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“…Thus, it opposes the traditional academic mind-set (Ehrenstorfer et al, 2015) as well as the professional academic logic at the organisational level. Drawing from our empirical findings, the professional academic logic is associated with academic freedom and flexibility whereas the corporative administrative logic promotes clear-cut processes and centralised monitoring, which allows for the validation of centrally designed standard operating procedures.…”

Section: Discussion and Reflectionmentioning

confidence: 99%

“…Basically, both logics are represented in a more balanced manner within the TMT. Second, the manager-academics are more strongly committed to managerial and administrative structures in the UAS (Ehrenstorfer et al, 2015), as they, most of the time, draw on prior professional expertise in companies and, from the beginning, got to know the UAS as a rather corporate like institution. Interestingly, this phenomenon is also applicable to most of the teachers and researchers.…”

Section: Discussion and Reflectionmentioning

confidence: 99%

“…At the investigated institution, namely the UAS Upper Austria, the more entrepreneurial academic identity (Ehrenstorfer et al, 2015) which is more open to corporatist tendencies reflects a stronger corporation logic [hierarchy, market position of firm, top management, bureaucratic roles, managerial capitalism (Thornton et al, 2012, p. 57)] that results from requirements of the market logic on a macro level. It opposes the traditional professional academic logic [relational network, personal expertise, professional association, personal reputation (Thornton et al, 2012, p. 57)] universities have traditionally been renowned for.…”

Section: Competing Organisational Logicsmentioning

confidence: 99%

“…In a recent qualitative study carried out at UAS Upper Austria (Ehrenstorfer et al, 2015), academic identity was identified as a significant factor of success in transforming and further developing the institution. In spite of high marketisation endeavours, many academics still feel strongly obliged to their original professional logic.…”

Section: Competing Organisational Logicsmentioning

confidence: 99%

“…The study is embedded in a wider research context of Austrian UAS internal governance structures from the perspectives of manager-academics (Ehrenstorfer et al, 2015) and 'academic drift' tendencies within the Austrian UAS sector .…”

Section: Introductionmentioning

confidence: 99%

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Impact of Islamic Values on the Leadership Style of Muslim Women Academics in Malaysia

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The Problem The religious background of Muslim women academic leaders in Malaysia guides them in performing demanding roles in managing multiple responsibilities. To date, little is known about the impact of Islamic values on Muslim women leaders in institutions of higher learning, even though Islam is the official religion in Malaysia. In addition, the field of human resource development has done little to explore the leadership style of Muslim women. The Solution This paper presents findings and recommendations of a research conducted for the purpose of exploring, understanding, and presenting the impact of Islamic values on the leadership style of Muslim women academics in Malaysia. This inquiry is significant because it’s open the new sight for HRD scholar and practitioners to explore HRD in a leadership, women leadership, religious, and the role of Muslim faith in women academic leaders. It is hoped that the findings of this research will encourage HRD scholars and practitioners to consider integrated dimension to their scholarly thought and practice related to leadership style. The Stakeholders The outcomes of this research will be of interest to those women who are currently in leadership roles in academia, as well as those women interested in moving into these roles. It should also be of interest to higher education administrators and, particularly, those within higher education charged with developing leaders. Human resource development scholars and practitioners will also benefit from the contributions of this article to our general understanding of women in leadership roles.

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Multi-Tasking Talents? Roles and Competencies of Middle-Level Manager-Academics at Two Austrian Higher Education Institutions

Cited by 6 publications

References 32 publications

Harmonising the Interface Between Academic and Administrative Mind-Sets

Harmonising the Interface Between Academic and Administrative Mind-Sets

Higher Education Research: Looking Beyond New Public Management

Impact of Islamic Values on the Leadership Style of Muslim Women Academics in Malaysia

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