Thu, Apr 25, 2024
[Archive]
Volume 1, Issue 3 (DECEMBER ISSUE 2020)
johepal 2020, 1(3): 6-14 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Ehlers U. (2020). Digital Leadership in Higher Education. johepal. 1(3), 6-14. doi:10.29252/johepal.1.3.6
URL: http://johepal.com/article-1-66-en.html
URL: http://johepal.com/article-1-66-en.html
Abstract: (6717 Views)
The issue “digital leadership” in higher education (HE) is challenging in two ways: Firstly, it is unclear whether we talk about the concepts of “digital leadership” or rather those of “leadership in the digital age”. Secondly, it is an urgent topic: An increasing number of higher education institutions (HEIs) are involved in permanent change processes. This leads to their managers struggling to build and implement a coherent strategy for the institutions’ digital transformation processes that is also externally visible. Despite managers occupying a key role for successful change processes, surprisingly we have little research on digital transformation processes in HEIs. Whereas other research fields (e.g. management, military) can rely on a rich base of empirical research on the topic of leadership, there is a lack of research for “leadership in education”. Furthermore, only a few attempts exist to date (and to the author’s knowledge) that aim at identifying the dimensions of (good) HE-leadership in the light of the increasing digital pressure for change. The aim of this paper is to conduct a status quo analysis thereby undertaking a first attempt to provide a systematization of potential fields of action. HEIs should pay close attention to these fields to avoid switching back and forth between the various “trending” digital strategies. We present a possible framework for leading the digitalization in an HE context.
Keywords: Digital Leadership, Higher Education, Higher Education Institutions (HEIs), Institutions’ Digital Transformation Processes, Leading the Digitalization in HE
Type of Study: Research |
Subject:
Special
Received: 2020/11/5 | Accepted: 2021/01/11 | Published: 2021/01/21
Received: 2020/11/5 | Accepted: 2021/01/11 | Published: 2021/01/21
References
1. Arnold, D., & Sangrà, A. (2018). 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). International Journal of Educational Technology in Higher Education, 15, 24, 1-29. [DOI]
2. Badillo Vega, R. (2018). Präsidiale Führungsstile in Hochschulen: Vom Wandel zur Transformation (Organization & Public Management) (German Edition) (Seite 43). Springer Fachmedien Wiesbaden. Kindle-Version.
3. Badillo Vega, R. (2018). Präsidiale Führungsstile in Hochschulen: Vom Wandel zur Transformation (Organization & Public Management) (German Edition) (Seite 339). Springer Fachmedien Wiesbaden. Kindle-Version.
4. Balwant, P. T. (2016). Transformational instructor‐leadership in higher education teaching: A meta‐analytic review and research agenda. Journal of Leadership Studies, 9(4), 20-42. [DOI]
5. Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York, NY: Simon & Schuster.
6. Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership. Theory, Research, and Managerial Applications (4. Aufl.). New York: Free Press.
7. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Mahwah, NJ: Erlbaum
8. Bensimon, E. M. (1989). The meaning of "good presidential leadership". A frame analysis. The Review of Higher Education, 12(2), 107-123. [DOI]
9. Berger, P. L., & Luckmann, T. (1967). The Social Construction of Reality. A Treatise in the Sociology of Knowledge (reprint). New York, NY: Anchor Books.
10. Birnbaum, R. (1992). How Academic Leadership Works: Understanding Success and Failure in the College Presidency (1. Aufl.). San Francisco: Jossey-Bass.
11. Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6), 693-710. [DOI]
12. Budros, A. (2002). Do university presidents make a difference? A strategic leadership theory of university retrenchment. Canadian Journal of Higher Education, 32(1), 91-124. [DOI]
13. Burns, J. M. (1978). Leadership (Harper Perennial political classics, 1. Aufl.). New York, NY: Harper Perennial.
14. Cohen, M. D., & March, J. G. (1974). Leadership and Ambiguity: The American College President. Boston: Harvard Business School Press.
15. Dee, J. R., Henkin, A. B., & Holman, F. B. (2004). Reconciling differences: Conflict management strategies of catholic college and university presidents. Higher Education, 47(2), 177-196. [DOI]
16. Dion, M. (2012). Are ethical theories relevant for ethical leadership? Leadership & Organization Development Journal, 33(1), 4-24. [DOI]
17. Eckel, P. D., & Kezar, A. (2011). Presidents Leading: The dynamics and complexities of campus leadership. In P. G. Altbach, P. J. Gumport, & R. O. Berdahl (Hrsg.), American Higher Education in the Twenty-First Century: Social, Political, and Economic Challenges (3rd ed., pp. 279-314). Baltimore: Johns Hopkins University Press.
18. Ehlers, U. D. (2009). Understanding quality culture. Quality Assurance in Education, 17(4), 343-363. [DOI]
19. Eisenbach, R., Watson, K., & Pillai, R. (1999). Transformational leadership in the context of organizational change. Journal of Organizational Change Management, 12(2), 80-89. [DOI]
20. Goleman, D., Boyatzis, R., & McKee, A. (2012). Emotionale Führung (Ullstein, Bd. 36466, Ungek. Ausg., 7. Aufl). Berlin: Ullstein. Available online http://www.gbv.de/dms/faz-rez/SD1200204071374118.pdf [Article]
21. Herbst, T. H. (2007). The e-word in academic leadership: An investigation into the emotional Intelligence of managers in a higher education institution. South African Journal of Higher Education, 21(1), 85- 101. [Article]
22. House, R. J., Hanges, P. J., Mansour, J., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks: Sage Publications.
23. Köhn, A. (2010, 03. August). Der Zusammenhang von transformationaler Führung auf der Ebene der Geschäftsführung, Innovationstypen und Unternehmenserfolg. Eine empirische Analyse in der Medizintechnikbranche. Dissertation, Ernst-Moritz-Arndt-Universität Greifswald. Greifswald. [Article]
24. Levin, J. S. (1998). Presidential influence, leadership succession, and multiple interpretations of organizational change. The Review of Higher Education, 21(4), 405-425. [DOI]
25. Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. The Leadership Quarterly, 6(3), 329-341. [DOI]
26. Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Los Angeles: SAGE.
27. Peus, C., Braun, S., Weisweiler, S., & Frey, D. (2010). Kompetent führen, führend forschen? Professionalisierung der Führungskompetenz an deutschen Universitäten [Competent leadership, leading research? Professionalization of leadership competencies in German universities]. OrganisationsEntwicklung, 29(1), 38-45. [Article]
28. Rosenstiel, L. v. (2009). Grundlagen der Führung. In L. v. Rosenstiel, E. Regnet & M. E. Domsch (Hrsg.), Führung von Mitarbeitern. Handbuch für erfolgreiches Personalmanagement (6th ed., pp. 3-27). Stuttgart: SchäfferPoeschel.
29. Schmid, U., & Baeßler, B. (2016). Strategieoptionen für Hochschulen im digitalen Zeitalter. Arbeitspapier Nr. 29. Berlin: Hochschulforum Digitalisierung. [Article]
30. Spendlove, M. (2007). Competencies for effective leadership in higher education. International Journal of Educational Management, 21(5), 407-417. [DOI]
31. Stempel, C. R., Rigotti, T., & Mohr, G. (2015). Think transformational leadership - Think female? Leadership, 11(3), 259-280. [DOI]
32. Waldman, M. (2010). Rapid change and legitimacy. New Directions for Higher Education, 2010(151), 105-114. [DOI]
33. Wilson, R. E. (1998). African-American female college presidents and leadership styles. Trotter Review, 11(1), 20-22. [Article]
34. Wolverton, M. (1998). Champions, agents and collaborators: Leadership keys to successful systemic change. Journal of Higher Education Policy and Management, 20(1), 19-30. [DOI]
35. Yielder, J., & Codling, A. (2004). Management and leadership in the contemporary university. Journal of Higher Education Policy and Management, 26(3), 315-328. [DOI]
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
