The Relationship between Perceived Academic Leadership Style and Support for Strategic Planning

Strategic Priorities, Management Competencies, and Performance of the Divisions of Schools in Negros Island, Philippines

“…This finding, however, contradicts Bagheri (2016)'s findings, which state that human resource planning is an element of strategic planning, implying that strategic priorities are linked to managerial skills or vice versa; Lara et al ( 2020)'s definition of management competency as having traits that are causally related to effective or superior performance, as well as observable behavior that contributes to success in a specific task or function; Akilli et al (2014), who discovered a link between perceived academic leadership style and support for strategic planning; Kotler (2002), who emphasized the importance of developing strategic leaders who can visualize the future and implement strategic plans; and, Deeboonmee and Ariratana (2014), who posited in their study the importance of developing strategic leaders who can visualize the future and implement strategic plans. DepEd, as a large organization, has formalized the behavior of its people.…”

Influencia del liderazgo académico en el aprendizaje significativo de los estudiantes de la Facultad de Ingeniería, Universidad de La Serena, Chile

“…La función de los líderes debe basarse en fomentar la confianza mutua, desarrollando relaciones positivas entre todas las personas implicadas y en las instituciones educativas, el líder ha de estimular el potencial emocional y lograr un adecuado equilibrio entre el desempeño de tareas que llevan a cabo y su base emocional, que le sirve de apoyo continuo ante posibles impactos no controlados (Medina y Gómez, 2014). Para Akilli et al (2014), el liderazgo académico requiere más que fuerza y rasgos de liderazgo convencionales para incorporar con éxito las demandas y expectativas tanto externas como internas, lo que genera un ambiente de confianza en la comunidad educativa.…”

The Future of Leadership in Public Universities: Is Shared Leadership the Answer?

“…These goals center on meeting the market, building a strategic profile for the institution, and attaining educational and financial sustainability (Bolden et al ; Bradshaw ). The convergence of these complementary agendas can be realized through shared leadership (Akilli et al ; Harris et al ; Wassenaar and Pearce ), where the emphasis is on transparency; engaging expertise for institutional imperatives; building teaching and research directly into the imperatives; and using proportional representation to identify experts.…”

“…In fact, even though we have identified a number of problems associated with top‐down leadership and with shared governance in many public universities, we actually view both as useful components of the health of such organizations. Leadership from the top is imperative—senior administrators are responsible for the overarching vision; for shepherding the organizational values; for ensuring the ethical climate, but they need to engage the shared leadership of the faculty in the process if they are to be optimally successful (Akilli et al ; Kok and McDonald ). Shared governance, on the other hand, guards against, for example, the abuse of power; it ensures that multiple constituents are consulted and provides a degree of voice.…”