Wed, Oct 16, 2024
[Archive]
Volume 5, Issue 3 (SEPTEMBER ISSUE 2024)
johepal 2024, 5(3): 134-151 |
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:
Quinton J, Brabazon T. (2024). The Losses of Leadership? Masks, Mirrors and Meaning when Leading in Higher Education. johepal. 5(3), 134-151. doi:10.61186/johepal.5.3.134
URL: http://johepal.com/article-1-848-en.html
URL: http://johepal.com/article-1-848-en.html
Abstract: (124 Views)
Leadership – as a noun, trope, imperative, directive and proxy - is used repetitively in higher education. It is an empty signifier. While noting this lack of definitional clarity, leadership roles in universities remain competitive and coveted. Titles, salaries and profile follow. Within universities, the attributes of successful leaders are rarely studied. Instead, Goffmanesque frontstages are assembled that construct a seamless story of promotion and achievement. This positional power subverts accountability, transparency and scrutiny. These frontstages mask, minimize and decentre failures, inconsistencies and detours that deflect from a crisp narrative of success. There are also losses in and from leadership. This theoretical article deploys distinctive and provocative literature from outside of the United States, United Kingdom, and Canada. Activating the leadership research from Aotearoa / New Zealand, the Philippines, China, Iran, and Saudi Arabia, this article investigates the consequences of marginalizing academic success in teaching and research as a requirement for leadership roles and positions. This article shows that communication skills are more significant in creating organizational success than neoliberal-framed financial ‘management.’ With little attention to followership or failures, what is lost from leadership?
Type of Study: Research |
Subject:
Special
Received: 2024/05/31 | Accepted: 2024/09/14 | Published: 2024/09/30
Received: 2024/05/31 | Accepted: 2024/09/14 | Published: 2024/09/30
References
1. Alattiq, M. J. (2024). Evolving role of higher education & leadership development in a knowledge-based economy: Analysing the Saudi Arabian context. Industry and Higher Education, 38(5), 399-410. [DOI]
2. ANSTO. (2024). The Australian Synchrotron. [Article]
3. Aronowitz, S. (2001). The knowledge factory: Dismantling the corporate university and creating true higher learning. Beacon Press.
4. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. [DOI]
5. Baudrillard, J. (1994). Simulacra and simulation. The University of Michigan Press.
6. Baudrillard, J. (2010). Carnival and cannibal, or, the play of global antagonism. Seagull Books.
7. Baudrillard, J. (2020). America. Verso Books.
8. Bayar, A., & Koca, M. (2021). The perspectives of academicians on academic jealousy. Shanlax International Journal of Education, 9(4), 78-90. [DOI]
9. Brabazon, T. (2002). Digital hemlock: Internet education and the poisoning of teaching. University of New South Wales Press.
10. Brabazon, T. (2007). The university of google: Education in the (post) information age. Ashgate Publishing.
11. Brabazon, T. (2013). Digital dieting: From information obesity to intellectual fitness. Ashgate Publishing.
12. Brabazon, T. (2018). The deficit doctorate: Multimodal solutions to enable differentiated learning. International Journal of Social Sciences & Educational Studies, 4(5), 52-70. [DOI]
13. Brabazon, T. (2020). From bad apples to zombies? Walking dead leadership in the contemporary university. Fast Capitalism, 17(2), 125-140. [DOI]
14. Brabazon, T. (2021). The frontstage of leadership? Vice chancellor profiles and the performance of self. International Journal of Social Sciences and Education Studies, 8(4), 36-65. [DOI]
15. Brabazon, T. (2023). Know what you do not know: Information literacy for PhD students. Author’s Republic.
16. Brabazon, T., Quinton, J., & Hunter, N. (2020). Panic learning off (and on) the Covid campus. Fast Capitalism, 17(2), 37-54. [DOI]
17. Canadian Light Source. (2024). Canadian Light Source. [Article]
18. Caruana, C. J., & Damilakis, J. (2022). Being an excellent scientist is not enough to succeed! Soft skills for medical physicists. European Journal of Radiology, 155, 110108. [DOI]
19. Derrida, J., & Houdebine, J. -L. (1973). Interview: Jacques Derrida. Diacritics, 3(1), 33-46. [DOI]
20. DOAB. (2024). Directory of Open Access Books. [Article]
21. DOAJ. (2024). Directory of Open Access Journals. [Article]
22. Dobson, I. (2018). Salary diversity: Australian universities and their general staff. Australian Universities’ Review, 60(2), 77-87. [Article]
23. Dodd, T. (2020, December 18). Plot to rein in uni chief salaries. The Australian. [Article]
24. Feng, Z., Guo, X., & Jia, X. (2024). Global comparison of excellence initiatives. In L. Niancai, F. Zhuolin, & W. Qi (Eds.), Education in China and the world: Achievements and contemporary issues (pp. 551-611). Springer. [DOI]
25. Godkin, L. (2010). The zone of inertia: Absorptive capacity and organizational change. The Learning Organization, 17(3), 196-207. [DOI]
26. Hansen, J. (2022). Gathering voices for a better academic workplace. In J. Hansen, & I. Nilsson (Eds.), Critical storytelling: Experiences of power abuse in academia (pp. 137-145). Brill.
27. Harman, K., & Treadgold, E. (2007). Changing patterns of governance for Australian universities. Higher Education Research & Development, 26(1), 13-29. [DOI]
28. Hill, P. (2023, October 25). The perils to our universities from the rise of managerialism. The Post. [Article]
29. Jones, G. (2023, September 11). Are financial imperatives overriding factor at university? Otago Daily Times. [Article]
30. Kang, J. Y., Lee, M. K., Fairchild, E. M., Caubet, S. L., Peters, D. E., Beliles, G. R., & Matti, L. K. (2020). Relationships among organizational values, employee engagement, and patient satisfaction in an academic medical center. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 4(1), 8-20. [DOI]
31. Kellehear, A. (2018). Unobtrusive methods in delicate situations. In J. Daly (Ed.), Ethical intersections: Health research, methods and researcher responsibility (pp. 97-105). Routledge.
32. Kellehear, A. (2020). The unobtrusive researcher: A guide to methods. Routledge.
33. Kellerman, B. (2018). Professionalizing leadership. Oxford University Press.
34. Khezr, P., & Mohan, V. (2022). The vexing but persistent problem of authorship misconduct in research. Research Policy, 51(3), 104466. [DOI]
35. Khoddam, S., Hall, M., Fisher, J. (Eds.). (2012). CS Lewis and the Inklings: Discovering hidden truth. Cambridge Scholars Publishing.
36. Kiley, M., & Austin, A. (2008). Australian postgraduate research students still prefer to ‘stay at home’: Reasons and implications. Journal of Higher Education Policy and Management, 30(4), 351-362. [DOI]
37. Lui, P., & Ruan, N. (2023). Deanship at Chinese universities: A thematic literature review. International Journal for Leadership in Learning, 23(1), 185-212. [DOI]
38. Meriläinen, M., Kõiv, K., & Honkanen, A. (2019). Bullying effects on performance and engagement among academics. Employee Relations, 41(6), 1205-1223. [DOI]
39. Mesbahian, H. (2023). A critical encounter with the concerns of academic philosophy in Iran. Foundations of Education, 12(2), 5-35. [DOI]
40. Morrison-Beedy, D. (2022). Editorial: Are we addressing “Quiet Quitting” in faculty, staff, and students in academic settings?. Building Healthy Academic Communities Journal, 6(2), 7-8. [DOI]
41. Myers, D. T. (1994). C. S. Lewis in context. The Kent State University Press.
42. Nazarzadeh Zare, M., Namdari Pejman, M., & Ghorooneh, D. (2023). Analyzing the dialogical leadership style and organizational brilliance through organizational commitment in an academic context. Journal of Strategic Management Studies, 14(56), 257-272. [DOI]
43. Newman, J. H. (1996). The idea of a university. Yale University Press.
44. Newton, I., Turnbull, H. W., Scott, J. F., Hall, A. R., & Tilling, L. (1959). The correspondence of Isaac Newton. (Vol. 7, pp. 1959-1977). Cambridge University Press.
45. Nolan, C. (2023). Oppenheimer. Faber & Faber.
46. O’Hanlon, S., O’Regan, N., MacLullich, A. M. J., Culen, W., Dunne, C., Exton, C., & Meagher, D. (2014). Improving delirium care through early intervention: From bench to bedside to boardroom. Journal of Neurology, Neurosurgery & Psychiatry, 85(2), 207-213. [DOI]
47. O’Meara, B., & Petzall, S. (2009). Selection criteria, skill sets and competencies: What is their role in the appointment of vice‐chancellors in Australian universities?. International Journal of Educational Management, 23(3), 252-265. [DOI]
48. Oliveira, M., Curado, C., & de Garcia, P. S. (2021). Knowledge hiding and knowledge hoarding: A systematic literature review. Knowledge and Process Management, 28(3), 277-294. [DOI]
49. Patterson, G. (1991). New Zealand universities under the fourth labour government. Business Studies Faculty, Massey University, 56-70.
50. Patterson, G. (1999). The learning university. The Learning Organization, 6(1), 9-17. [DOI]
51. Patterson, G. (2000). Findings on economies of scale in higher education: Implications for strategies of merger and alliance. Tertiary Education and Management, 6(4), 259-269. [DOI]
52. Patterson, G., & Massey University. Department of Management, S. (1996). New Zealand universities in an era of challenge and change: an analysis of events affecting the New Zealand university system 1984-1996. Dept. of Management Systems, Massey University.
53. Pearce, J. (2001). Tolkien: Man and myth. Ignatius Press.
54. Phillips, J. D., Pitts, L., Riedmueller, J., & Warren, J. (2024). Keeping the light on: Academic librarians and burnout. The Southeastern Librarian, 72(1). [Article]
55. Quinton, J., & Brabazon, T. (2022). The vice chancellor in Australian universities: Understanding leadership beyond ‘bad apples’ and ‘unicorns’. Journal of Higher Education Policy and Leadership Studies, 3(1), 32-49. [DOI]
56. Scott, M. (2024). Vice Chancellor. University of Sydney. [Article]
57. Siason, Jr, N. D., & Tangco-Siason, A. (2023). Institutional leaders’ employment of flexible leadership in a Philippine state university. Journal of Higher Education Policy and Leadership Studies, 4(4), 51-67. [DOI]
58. Slaughter, A. (2024). Nuclear imaginaries and power in Oppenheimer. Technology and Culture, 65(1), 319-332. [DOI]
59. Smith, P. A. C., & Saint-Onge, H. (1996). The evolutionary organization: Avoiding a Titanic fate. The Learning Organization, 3(4), 4-21. [DOI]
60. Sykes, G. M., & Matza, D. (1957). Techniques of neutralization: A theory of delinquency. American Sociological Review, 22(6), 664-670. [DOI]
61. Taleb, N. N. (2007) The black swan: The impact of the highly improbable. Random House.
62. Thompson, E. P. (1970). Warwick University Ltd: Industry, management and the universities. Penguin.
63. Van Brunt, J. (1991). Publications: From the bench to the boardroom. Bio/Technology, 9, 332. [DOI]
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
