The perception and implementation of sustainable Leadership strategies in further education colleges

Lambert, Steve

doi:10.12806/v11/i2/rf6

Cited by 36 publications

(55 citation statements)

References 24 publications

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“…Sustainable leadership concept in education were analysed by scientists as Hargreaves, Fink (2004), Hoyle, Wallace (2005), Bottery (Botery et al 2008; Botery 2012), Morrison (2010), Lambert (2012) and others. According to Lambert (2012) sustainable leadership in education sector is its infancy (Lambert 2012). Hargreaves, Fink (2004) developed a model of sustainable leadership in education sector particularly primary, secondary and post-secondary.…”

Section: Theoretical Aspects Of Sustainable Leadership Organisationamentioning

confidence: 99%

Sustainable Leadership, Organizational Trust on Job Satisfaction: Empirical Evidence from Higher Education Institutions in Syria

Dalati

Raudeliūnienė

Davidavičienė

2017

Business, Management and Education

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This research develops a theoretical model of sustainable leadership, organizational trust and satisfaction at work in higher education environment in Syria. The model assesses staff perception of outstanding leadership behaviors and examines its relationship with perceived organizational trust in the field of higher education institutions in Syria. This research examines a conceptual framework identifying outstanding leadership styles and behaviors which are associated with sustainable leadership, organisational trust identified by members’ trust in their coworkers, and job satisfaction at an institutional level. The research methodology applied in this research develops a quantitative approach through application of questionnaire survey. To measure the dimensionality of scale factors an exploratory factor analysis is conducted. Reliability analysis is performed, Cronbach alpha test indicates that the research scales are internally consistent. The sample of the study employed a convenience sample from higher education institutions. The managerial implication of the research study recommends application and adoption of sustainable leadership behaviors among functional, mid and senior levels of managers and academics in management positions in higher education institutions. The limitation of research is mainly indicated in the sample size and measurement scales of sustainable leadership, organizational trust and job satisfaction.

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Section: Theoretical Aspects Of Sustainable Leadership Organisationamentioning

confidence: 99%

Sustainable Leadership, Organizational Trust on Job Satisfaction: Empirical Evidence from Higher Education Institutions in Syria

Dalati

Raudeliūnienė

Davidavičienė

2017

Business, Management and Education

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“…Building on this, Leader (2004) emphasises the value of allowing middle manager to shape vision and strategy, rather than them simply being a used as a tool for its implementation. Due to the potential shortage in educational leaders it is essential to develop middle managers into strategic visionaries (Lambert 2012).…”

Section: Expectations and Challenges Of Further Education Middle Managersmentioning

confidence: 99%

From teacher to manager: expectations and challenge in the further education sector. a relationship model

Corbett

2017

Research in Post-Compulsory Education

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In a turbulent working environment with varying expectations and challenges is it fair to expect further education teachers and managers to maintain and improve standards? This article highlights that with the incorporation of colleges began a series of initiatives to professionalise the FE sector. This coupled with pressures for those who work within it to meet KPIs in a climate of financial constraint and inconsistency of policy decisions led to a culmination of challenges. By reviewing current literature the article goes on to suggest that a conceptual shift in our thinking about teachers and managers based within the further education sector is necessary; one that considers the parallels in the two roles and the similarities in the expectations and challenges of each. This could considerably assist our understanding of the commonalities between these roles, and that instead of discussing teachers and managers as separate and seemingly opposing forces, it will develop a teacher-manager relationship model. This model creates an opportunity for further research to build upon to either; consider how the roles may seek a collegiate response to challenges or; how the gap in expectations may be narrowed.

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“…The concept of sustainable leadership in education has been analyzed by scholars such as Hargreaves and Fink [24], Hoyle and Wallace [28], Fullan [23], Bottery [20], and Lambert [33,34]. According to Lambert [44], sustainable leadership in the education sector is at its beginning.…”

Section: The Role Of Lifelong Learning For Sustainable Leadership In mentioning

confidence: 99%

“…Lambert, as a result of his study, emphasized that the development of sustainable leadership would be effective in developing the skills needed for individuals in higher-level roles. Similarly, Lambert [34] has established a sustainable leadership framework in the education sector consisting of six factors including human capacity, strategy and partnership building, developing long-term goals from short-term goals, diversified workplace building, and courses. In another study, Šimanskienė and Župerkienė [35] revealed the differences between sustainable leadership and non-sustainable leadership.…”

Section: The Role Of Lifelong Learning For Sustainable Leadership In mentioning

confidence: 99%

“…Learning lessons from the past experiences: Learning lessons from the past enables the organization, managers, and leaders to honor past experiences and learn from them to create a better future [22,26,34] and in the education sector, understanding the past is important for understanding the present or the future [23]. When the answers to this question were examined, it was seen that one person gave a positive response, while the others all gave negative responses.…”

Section: Roundmentioning

confidence: 99%

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Evaluation of Lifelong Learning Centers in Higher Education: A Sustainable Leadership Perspective

Taşçı

Titrek

2019

Sustainability

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Technological developments that have taken place in the 21st century have also affected higher education institutions. These changes have created an obligation to respond to the effects and needs of globalization. In response to these developments, the emphasis on lifelong learning and individuals who "learn how to learn" in higher education institutions has become more and more important in order to educate individuals to fulfill the needs of the century. In general, studies on topics such as the development of lifelong learning in higher education and the role of leaders are limited in Turkey. Regarding this point of view, the current study aims at examining the perceptions of sustainability leaders studying in the higher education sector in Turkey in terms of the lifelong learning provided, the strategies applied, the difficulties faced, the experiences shared, and the sustainability practiced. Therefore, the study uses a descriptive phenomenological pattern under a qualitative research method. The study group was established with maximum diversity, using a purposeful sampling technique. The study group consisted of 10 middle-level managers working at the universities in the Marmara region. The topic was discussed with the study group members in depth. In this study, the data were collected with a semi-structured interview form created by the researchers. In the analysis of data, a content analysis method was used. As a result of the research, it was found out about those observed that administrators in higher education institutions define lifelong learning in a similar way to the definitions in the literature. In addition, the strategies of administrators for lifelong learning, their views concerning their experiences, and their views on the difficulties they encountered are revealed in the research. In the last part, practical recommendations suggestions are made using with regard to the results of the research.

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The perception and implementation of sustainable Leadership strategies in further education colleges

Cited by 36 publications

References 24 publications

Sustainable Leadership, Organizational Trust on Job Satisfaction: Empirical Evidence from Higher Education Institutions in Syria

Sustainable Leadership, Organizational Trust on Job Satisfaction: Empirical Evidence from Higher Education Institutions in Syria

From teacher to manager: expectations and challenge in the further education sector. a relationship model

Evaluation of Lifelong Learning Centers in Higher Education: A Sustainable Leadership Perspective

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