What is more important to effective governance: Relationships, trust, and leadership, or structures and formal processes?

Kezar, Adrianna

doi:10.1002/he.154

Cited by 64 publications

(76 citation statements)

References 10 publications

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“…We also need to lower the risk of doing so by creating experiences of trust. In higher education the importance-but also the lack-of trust has been pointed out by Kezar (2004), who summarises, after going through several studies on leadership and governance in higher education: 'Unless there are relationships of respect and trust, people do not share ideas. '…”

Section: Cluster To Cluster and The Importance Of Trustmentioning

confidence: 98%

Understanding and influencing teaching and learning cultures at university: a network approach

2010

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Academic cultures might be perceived as conservative, at least in terms of development of teaching and learning. Through a lens of network theory this conceptual article analyses the pattern of pathways in which culture is constructed through negotiation of meaning. The perspective contributes to an understanding of culture construction and maintenance with a potential to aid academic developers and others in the endeavour to influence teaching and learning cultures in academia. Throughout the discussion the importance of supporting the weak links between clusters of individuals stands out as a feature to focus upon. We propose that the sheer complexity of culture construction and maintenance in academic organisations is likely to cause any single, isolated attempt for change to fail Instead, we argue that a multitude of inter-related initiatives over a long period of time is likely to distinguish strategies that are successful in influencing academic teaching and learning cultures.

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Section: Cluster To Cluster and The Importance Of Trustmentioning

confidence: 98%

Understanding and influencing teaching and learning cultures at university: a network approach

2010

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“…From an institutional management point of view, further work needs to be conducted to highlight the importance of trust, consensus, and vision shared by senior managers on campus, which seems to be keys to institutional effectiveness. Institutional leadership and trust (see Kezar 2004), and appropriate governance and management structures (Birnbaum 2004;Shattock 2003) against appropriate 'value dimensions' (Balderston 1995) would be imperative in order to develop institutional capability within the differentiated system. In order to manage diversification, appropriate internal governance and mediation mechanisms would need to be created at the institutional level, for example, to manage diversification of funding resources through multiple channels.…”

Section: Discussionmentioning

confidence: 99%

Managing differentiation of higher education system in Japan: connecting excellence and diversity

Kitagawa

Oba

2009

High Educ

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This article presents recent reform processes in Japanese higher education, concerning the tensions emerging within the system regarding 'excellence' and 'diversity'. The article particularly focuses on how Japanese universities have reacted to the recent 'competition' and 'differentiation' policy promoted by the government, drawing on recent survey results conducted with academic managers at Japanese universities. It is interesting to examine the case of Japan, a historically diversified and differentiated national system, which has been changing rapidly with recent national 'top-down' policy reforms, followed by more recent and new bottom-up institutional initiatives. The study shows that universities are trying to achieve excellence, fulfilling different functions at the same time, aspiring to be excellent in teaching, research and social contribution without having institutional capacity to meet these expectations. Appropriate internal governance and external mediation mechanisms need to be created at the institutional level to manage diversification of the higher education system as a whole.

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“…Still, when leaders determine that change is needed, the structure of governance is often the first thing to be examined and adjusted. Echoing Birnbaum's criticisms, Kezar (2004) explains that "there is widespread acknowledgement of the governance problem, but few solutions have been proposed and, of those, few have proven successful" (p. 35). She posited that one reason for the governance problem might be the historical focus on the effectiveness of governance structures rather than on the role of other processes such as culture, communication, preparation, and teambased leadership.…”

Section: Considerations For Governancementioning

confidence: 97%

Community college governance: What matters and why?

Amey

Jessup-Anger

2008

New Drctns Community Coll

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What is more important to effective governance: Relationships, trust, and leadership, or structures and formal processes?

Abstract: Changing structures may be a less important factor in creating an effective approach to governance than leadership, relationships, and trust.

Cited by 64 publications

References 10 publications

Understanding and influencing teaching and learning cultures at university: a network approach

Understanding and influencing teaching and learning cultures at university: a network approach

Managing differentiation of higher education system in Japan: connecting excellence and diversity

Community college governance: What matters and why?

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