Volume 1, Issue 2 (SEPTEMBER ISSUE 2020)                   johepal 2020, 1(2): 41-47 | Back to browse issues page

XML Print

Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Denney F. Compassion in Higher Education Leadership: Casualty or Companion During the Era of Coronavirus?. johepal. 2020; 1 (2) :41-47
URL: http://johepal.com/article-1-51-en.html
Abstract:   (1122 Views)
Coronavirus has presented the world with enormous challenges but also, potentially, an opportunity in that it has provided a way for people to share that they are suffering and to permit others to respond with compassion. Universities have become increasingly difficult working environments since the late 1990s due to high levels of competition, global league tables and a move towards scientific managerialism.  A lack of compassion in academia now contrasts sharply with the care and support that we have seen in our communities as a result of Covid-19. This opinion piece acknowledges that different forms of suffering can be either inevitable or preventable and argues that our university leaders must take the opportunity presented by Covid-19 to redesign compassion into our structures and eliminate the preventable suffering.  This is a call to arms for the sector to embrace compassion as the leadership tool of the future.
Full-Text [PDF 1627 kb]   (188 Downloads)    
Type of Study: Research | Subject: Special
Received: 2020/08/13 | Accepted: 2020/09/27 | Published: 2020/10/13

1. Cameron, K., & Smart, J. (1998). Maintaining effectiveness amid downsizing and decline in institutions of higher education. Research in Higher Education, 39(1), 65–86. [DOI]
2. Dearing, R. S. (1997). The Dearing Report-National Committee of Inquiry into Higher Education. Available at: https://www.leeds.ac.uk/educol/ncihe/ (accessed 6 July 2020). [Article]
3. Deem, R. (1998). ‘New managerialism’ and higher education: The management of performances and cultures in universities in the United Kingdom. International Studies in Sociology of Education, 8(1). 47–70. [DOI]
4. Erickson, M., Hanna, P., & Walker, C. (2020). The UK higher education senior management survey: a statactivist response to managerialist governance*. Studies in Higher Education, 1-18. [DOI]
5. Kanov, J. (2020). Why suffering matters! Journal of Management Inquiry. [DOI]
6. Middlehurst, R. (2004). Changing internal governance: A discussion of leadership roles and management structures in uk universities. Higher Education Quarterly, 58(4), 258–279. [DOI]
7. Nussbaum, M. (1996). Compassion: The basic social emotion. Social Philosophy and Policy, 13(1), 27–58. [DOI]
8. Perry, C., & Miller, P. (2017). Dysfunctional leadership in universities: Identifying and dealing with sociopaths. In D. Hall, & G. Ogunmokun (Eds.), Management, Leadership and Marketing of Universities and Colleges of Higher Education, (pp. 70-96). Chennai: Global Publishing House.
9. Shepherd, S. (2015). Appointing Deputy and Pro Vice Chancellors in Pre-1992 English Universities: Managers, Management and Managerialism. (Unpublished PhD): University of Kent. Available at: https://kar.kent.ac.uk/47656/ [Article]
10. Waddington, K. (2016). The compassion gap in UK universities. International Practice Development Journal, 6(1), 1-9. [DOI]
11. Worline, M., & Dutton, J. (2017). Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations. Oakland, CA: Berrett-Koehler Publishers Inc.

Send email to the article author

© 2021 All Rights Reserved | Journal of Higher Education Policy And Leadership Studies

Designed & Developed by : Yektaweb