Higher Education Leadership Purpose Statement Essay

Pages: 8 (2401 words)  ·  Bibliography Sources: 6  ·  Level: College Senior  ·  Topic: Leadership

SAMPLE EXCERPT:

[. . .] In almost all the above studies, personal interviews were conducted to determine the problems revolving around higher education leadership as well as the attributes of academic leader. For this study, people working in leadership positions in various educational institutions will be interviewed in order to get insights into the needs and problems of higher education leadership. Following open ended questions can be included in interviews,

How long have you been working in education field?

Describe your job. What areas of your job description require you to lead others?

Do your subordinates depend on you for accomplishing certain tasks?

How many leadership training workshops or seminars you have attended so far?

Are you and your institution flexible enough to incorporate new teaching methods and learning methodologies?

What leadership style do you prefer to handle conflicts and redress grievances? Elaborate reasons.

Can you transmit your ideas and vision in others' minds? Support your answer in light of a previous experience.

Furthermore, queries regarding the teaching performance of adjunct faculty will be addressed through observation of classes taught by both adjunct and non-adjunct faculty. A comparative analysis of the resulting case scenarios will be followed.

Research Instrument

The study conducted by Callow (2011) has measured higher education leadership in light of four leadership components of transformational leadership. Educational leaders need to be transformational so that they can ensure change through collaboration with the followers (Bass, 2000). Thus, for current study, the instrument of transformational leadership developed by Bass & Avolio (1995) will be used to assess the leadership skills of academic leaders. Multifactor Leadership Questionnaire will measure the degree of academic leadership skills of the selected sample.

Data Analysis

Simple Correlation will be used to statistically analyze the relationship and interdependence of transformational leadership dimensions of academic leaders.

Potential Bias

There is a probability of bias in using Bass & Avolio (1995) instrument of transformational leadership. A study conducted to investigate the consistency and validity of MLQ found out that MLQ generates high correlations among all the dimensions of transformational leadership. This implies that at certain points the dimensions of transformational leadership described by Bass may converge into one another. For example, respondents might be ambiguous in separately identifying the behaviors of transformational leadership. I.e. intellectual stimulation, individualized consideration, inspirational motivation and idealized influence (Charisma). This may lead to biased data and findings. However, the authors conclude that MLQ is relatively the most accurate instrument to measure transformational leadership (Lievens, Geit & Coetsier, 1997).

Anticipated Results and Research Significance

A lot of literary work has already been done in the field of higher education leadership. Similarly, the discussions of the problems encountered by adjunct faculty as well as their consequences are also in place. The current study will take into account two main issues. Firstly, the role of key people in education sector as leaders will be examined. Secondly, the study will address the causes and effects of poor teaching quality of adjunct faculty. The former will not only help in analyzing the educator's role as a leader, but will assist several educational institutions bearing the fruits of ineffective and inefficient leadership. Qualitative information acquired through interviews will be helpful in determining particular leadership patterns prevailing among academic leaders nowadays. Whereas measuring transformational leadership quantitatively will build an accurate understanding of how academic leaders transform their followers and lead them towards the desired destination. On the other hand, the issues of adjunct faculty if addressed can bring tremendous improvements in the performance of education institutions. Establishing new courses of action including fair pay rates and suitable working conditions can elevate the teaching performance of adjunct faculty while keeping the costs low at the same time. A case study derived from the comparison of both adjunct and non-adjunct faculty will further enhance the findings.

Bibliography

American Association of University Professors (2008).

Academic Impressions (2011). Rethinking Higher Education's Leadership Crisis. Retrieved on 22/10/2013 (http://www.academicimpressions.com/news/rethinking-higher-educations-leadership-crisis)

Avolio, B.J. & Bass B.M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-framework for examining the diffusion of transformational leadership. Leadership Quarterly, 6, 188-218.

Bass, B.M. (2000). The Future of Leadership in Learning Organizations. Journal of Leadership and Organizational Studies. Sage Publications.

Bettinger, E. & Long, B.T. (2005). Help or Hinder? Adjunct Professors and Student Outcomes. NBER.

Bryman, A. (2007). Effective Leadership in Higher Education. Research and Development Series, Leadership Foundation for Higher Education.

Callow, N. (2011). Transformational Leadership in Higher Education: Resource Guide. The Higher Education Academy.

DuBrin, A.J. (1998). Leadership- Research Findings, Practices, and Skills. Second Edition. Houghton Mifflin.

Hanna, D. (2003). Building a Leadership Vision, Eleven Strategic Challenges for Higher Education. EDUCAUSE Review.

Hill, L. (2005). Leadership Development- A Strategic Imperative for Higher Education. Harvard Business School Working Paper.

Kenzer, A.J., Carducci, R. & Contreras-McGavin, M (2006). Rethinking the L Word in Higher Education: The Revolution of Research on Leadership. ASHE Higher Education Report.

Lievens, F., Geit, P.V. & Coetsier, P. (1997). Identification of Transformaional Leadership Qualities: An Examination of Potential Biases. European Journal of Work and Organizational Psychology. Vol 6, 4, 415-430. 1997 Psychology Press Ltd.

Morley, L. (2013). Women and Higher Education Leadership: Absences and Aspirations. Leadership Foundation for Higher Education.

Ramsden, P. (1998). Managing the Effective University. Higher Education Research and Development. Vol 17, 3, 347-370.

Sathye, M. (2004). Leadership in Higher Education: A Qualitative… [END OF PREVIEW]

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