The work of leadership in higher education management

Dawn or dusk of the 5th age of research in educational technology? A literature review on (e-)leadership for technology-enhanced learning in higher education (2013-2017)

“…It is thus recommended that interdisciplinary teams collaborate on such research in order to reinforce synergies and ensure the best possible understanding of both worlds. In this respect, much can be learnt from the HE leadership and management literature, for example H. Davis' work on Leadership Literacies (Davis, 2012(Davis, , 2014Davis & Jones, 2014), and by continuing to develop the connections between leadership and change management for TEL (Martins & Baptista Nunes, 2016;Risquez & Moore, 2013). Further efforts to publish in education management journals should also be made, in order to increase the awareness of issues relating to the integration of technology for teaching and learning at HE governance level.…”

Leadership and the ATHE

“…However, as pointed out earlier, the higher education landscape has experienced a rather dynamic shift in recent years, as globalization, increased competition, and fiscal afflictions have led to a more user-driven environment (Black, 2015). Concurringly, Davis (2012) affirms, "effective leadership at the university level often points away from acting as an authoritarian and utilizes more transformational styles that include collaboration and mentorship" (p. 2). To this extent, a compulsory more transformative and fresh leadership model emerged -one that was increasingly student/learner-centered and entrepreneurial in mindset (Amey, 2006;Arsenault, 2007;Astin & Astin, 2000;Black, 2015).…”

“…Historically, one of the most commonly employed leadership styles found in institutions of higher education was the traditional "authority and power/command and control" approach often associated with hierarchy culture (Arsenault, 2007;Astin & Astin, 2000;Black, 2015;Davis, 2012;Greenberg, 2011). This may have been effective in the past as "teacher-centered approaches tend to equate to this top-down, autocratic view of leadership" (Amey, 2006;Black, 2015, p. 56).…”

“…At its core, transformational leadership places a spotlight on human interaction, as it is typically concerned with emotions, values, standards, ethics, long-term goals, and long-range thinking (Black, 2015;Kubler & Sayers, 2010;Northouse, 2016). Considering that higher education is rooted in human interaction, it is befitting that the transformational leadership style has become its bailiwick (Astin & Astin, 2000;Black, 2015;Davis, 2012;Greenberg, 2011;Kubler & Sayers, 2010).…”

Towards an understanding of the effect of leadership on employee wellbeing and organizational outcomes in Australian universities

“…Whilst there has been considerable research on leadership in HES (Bolden et al 2012;López-Domínguez et al 2014) and specifically in Australia (Davis and Jones, 2014;Fullan and Scott, 2009), these studies have varied widely in terms of context, purpose and methodology. This paper addresses the identified gap in current research where the exploration of the inter-relationships between leadership, wellbeing and organizational outcomes in HES will be of wider interest to the field as well as making a particular contribution to leadership studies in Australian universities, ahead of a PhD study to address this gap.…”