The Changing Shape of University Decision-Making Processes and the Consequences for Faculty Participation in Ireland

Dowling‐Hetherington, Linda

doi:10.1080/13583883.2013.790071

Cited by 6 publications

(5 citation statements)

References 18 publications

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“…Academic staff members will work hard if they feel they are contributing and appreciated for their contribution by their administrators (Johnsrud & Rosser, ). Dowling‐Hetherington () suggests that participative decision‐making should be one of the central values of academic life. Similarly, Bryman () points out that effective leaders at department level should set a clear vision, communicate well, be trustworthy and considerate, and allow the academic staff to participate in key decisions.…”

Section: Resultsmentioning

confidence: 99%

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Alemayehu

Woldemariam

2020

Higher Education Quarterly

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We have fair level of understanding about the cost of high employee turnover; however, our knowledge regarding how employers adjust themselves to counter the problem is very much limited, particularly in developing countries like Ethiopia. Hence, this study was conducted with the purpose of throwing a light on the uncharted part of employee retention in Ethiopian higher education. The study identifies determinants of academic staff retention by employing a mix of descriptive statistics, factor analysis and multiple regression techniques. A sample of 380 active academic staff was selected from three major public universities. Besides, unstructured interview was conducted with 15 lecturers who had left their respective universities. The result indicates that academic staff willingness to stay in their current institution is contingent on leader's qualities in building an environment that guarantees participation and fosters concern for followers, availability of a reward system that is competitive and fair, a range of benefit packages, prevalence of fair human resource policies and practices, and perceived attractiveness of cities/towns where the institutions are located. The study explains the limitations of the ongoing attempts aimed at retaining the academics and highlights actions that must be taken to improve employee retention.

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Section: Resultsmentioning

confidence: 99%

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Alemayehu

Woldemariam

2020

Higher Education Quarterly

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“…exerted on the professoriate and how individual faculty members react in their professional pursuits (Höhle & Teichler, 2013;Locke & Teichler, 2007). Faculty across Europe, in no small measure due to the Bologna Process, increasing administrative demands, and expanded teaching responsibilities, are experiencing more negative impacts on their work from the rise of managerialism (Dowling-Hetherington, 2013;Locke et al, 2011;Teelken, 2011). With dramatic geopolitical shifts toward less free inquiry (e.g.…”

Section: Research Questionsmentioning

confidence: 99%

Internationalizing a Broader View of Scholarship: An Exploratory Study of Faculty Publication Productivity in Boyer’s Four Domains of Scholarship in English-speaking Universities

Heuser

Lyken-Segosebe²,

Braxton³

2020

JCIHE

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Boyer’s four domains of scholarship provided the basis for a comparative investigation of the scholarly output of faculty members in 14 countries and at 100 English-speaking universities on the Times Higher Education World University Rankings (2013–2014) top-400 institutions. Full-time university faculty members who held tenured, tenure-track, and non-tenure-track academic appointments across three high-consensus and three low-consensus academic fields were the population of interest. The findings revealed that faculty members in US Research I and doctoral-granting universities and their international faculty counterparts in English-speaking universities publish relatively similar levels of scholarship directed toward application and discovery and have similar levels of inactivity in their publication of teaching-oriented scholarship. Tests for academic discipline-specific differences revealed little variation except for the finding that academic chemists tend to produce more publications in the application domain. Cross-national variation was also found in the publication of application-oriented scholarship. Suggestions for further research are proposed.

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“…Multiple authors have suggested that distributed leadership may reduce the tension and differences between faculty governance and formal, hierarchical leadership models in colleges and universities (Jones, Lefoe, Harvey, & Ryland, ). Dowling‐Hetherington () suggested that a more distributed leadership model has the potential to reengage disillusioned faculty who disconnected from governance and organizational life because of a more executive‐style management and decision‐making. Jones et al () found in a study of Australian universities that a distributed leadership model with a high degree of collaboration across professional staff and academics supported successful pedagogy reform.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Strategies and Challenges for Distributing Leadership in Communities of Practice

Lester

Kezar

2017

J Ldrship Studies

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A major concern of higher education in the United States and abroad is increasing the number of college‐educated citizens in science, technology, engineering, and mathematics (STEM) fields. Researchers argue that innovative and empirically tested teaching practices will support STEM college student retention and degree completion. Promoting change in pedagogy reform among faculty is found to be successful in communities of practice (CoP) where individuals come together based on a common interest or passion in a distributed leadership model. In the CoP and distributed leadership literature, leadership is process oriented, shared, situated, and dependent on a positional or key leader, termed the community coordinator. What is not present in the literature is how a community, such as a CoP, manages to continue a distributed leadership model during critical leadership junctures. Drawing on interviews of over 112 individuals, three key themes were identified related to strategies leadership development and challenges for distributing leadership in CoPs beyond the core group. The findings identify the need for a new CoP leadership model that engages the multiple levels of CoP membership in the earlier stages of formation.

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The Changing Shape of University Decision-Making Processes and the Consequences for Faculty Participation in Ireland

Cited by 6 publications

References 18 publications

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Internationalizing a Broader View of Scholarship: An Exploratory Study of Faculty Publication Productivity in Boyer’s Four Domains of Scholarship in English-speaking Universities

Strategies and Challenges for Distributing Leadership in Communities of Practice

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