The role of leadership in effective implementation of quality assurance mechanisms in higher education: an exploratory case study from Pakistan

Abstract

Purpose This study aims to explore whether and how leaders’ attributes, understanding of and attitude towards quality assurance (QA) shape their practices towards effective implementation of QA in universities. Design/methodology/approach Using qualitative case study, the data were collected from nine institutional leaders purposively selected from two universities. The data, collected through semi-structured interviews, were analysed using thematic analysis technique. Findings The findings revealed that personal attributes of leaders such as understanding of QA, attitude towards QA and practices shape leadership style either as transformational or compliance leader. The transformational leader implements QA procedures with the intention of bringing improvement in teaching learning and research quality. In contrast, the compliance leaders are primarily concerned with implementation of QA procedures merely to fulfil the requirements of an external regulatory body. Research limitations/implications This study acknowledges that certain other factors (e.g. demographics, institutional policies or practices) might have an influence on leadership practices. Using the framework of this study, further quantitative and/or mixed methods research can expand by bringing more factors that can shape leadership practices. Originality/value The role of leadership is significant to the success of any university. A plethora of studies have reported various aspects of successful leadership in higher education (HE). However, in the changing nature of HE due to the emergence of formal QA, there is paucity of research that focusses on the role of leader’s attributes in the effective implementation of QA procedures.

Gets the Ball Rolling Through the Intellectual Leadership of QEC Leaders. A Quantitative Model with Parallel Mediation of Self-Assessment Mechanism & Effective Internal Audit

“…This is one of the primary quantitative studies on the intellectual competencies of QEC leaders on major functions of the QEC department as well as on institutional performance. Findings indicated that intellectual competencies are fruitful for the optimization of major functions allocated to QEC and hence find consistent with Ahmad and Ahmed (2022). Therefore, it is optimal to appreciate the use of Malcolm Bridge theory, as used by Noor et al (2022), and order to discuss the intellectual competencies of leaders as indicated by Meredith and Mantel (2012) and Meredith et al (2017).…”

“…Similarly, rear studies are done to relate intellectual competencies of QEC leader with quality management in HEIs. Few of the conducted studies include Ahmad and Ahmed (2022) and Ali et al (2018). However, none of these studies explore the concept through inferential statistics as Ali et al (2018) is a form of descriptive research and predicts the impact of intellectual competencies on the bases of correlation.…”

“…The other study under this vein by Ahmad and Ahmed (2022) was qualitative and basically based on the opinion of institutional leaders from two universities only. Therefore, considering the framework of variables given by Ali et al (2018) this study tries to cover the need of research associated with leadership attributes and quality assurance perspective at HEIs (Ahmad & Ahmed, 2022). Following are the breakdown of research work used by Ali et al (2018) to predict the impact of intellectual competencies of QEC leaders over quality enhancement of HEIs.…”

The culture of excellence and its dimensions in higher education

“…Leaders, in this case, rectors, vice-rectors, deans, vice-deans and their clear vision of excellence, are those who use their power to influence and motivate academic teachers and researchers for the betterment of themselves as well as for the organization (Anyamele, 2007;Nasriman et al, 2016;Jensen et al, 2017;Hasnawi et al, 2021). The role of leadership is significant to the success of any university (Osseo-Asare et al, 2005;Sharabi, 2013;Ahmad and Ahmed, 2022). Leadership representatives and their pioneer mentality (Abatayo and Regis, 2018) have a very crucial influence on employees' attitudes toward their job and everyday commitment (Saleem, 2015;Torlak and Kuzey, 2019;Jamalia et al, 2022).…”

“…The role of leadership is significant to the success of any university (Osseo‐ Asare et al. , 2005; Sharabi, 2013; Ahmad and Ahmed, 2022). Leadership representatives and their pioneer mentality (Abatayo and Regis, 2018) have a very crucial influence on employees' attitudes toward their job and everyday commitment (Saleem, 2015; Torlak and Kuzey, 2019; Jamalia et al.…”