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Search for Academic Excellence in Public Universities through Multi-level Leadership Practices : Lessons Learnt from East Asia. Presenter: Ngo Tuyet Mai, School of Education University of New South Wales, Sydney, Australia. Why University Leadership?. “University leadership matters.”
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Presenter: Ngo Tuyet Mai,
School of Education
University of New South Wales, Sydney, Australia
(e.g., Fullan, 2005; Hallinger, 2007; Millett, 1978; Mulford, 2010; Ramsden, 1998).
(Ramsden, 1998, p.363)
“The changing landscape of higher education requires new thinking and updated leadership practices.” (ADB, 2012)
National Government, universities and their sub-organizational units (departments) are ‘corporate actors’ who can act and need to act. He or she can act in a certain function or from a certain ‘corporate’ position.”
(Binsbergen et al., 1994, p.223)
(Middlehurst, 1993, p.19)
(Hanson, 2001, p.644).
“Leaders must be ‘people of actions’”
(Ramsden, 1998, p.9).
Actions concerning PRIMARY processes
Actions concerning SECONDARY processes
(Kehm & Lazendorf (2007, p.171)
(Varghese, 2004, p.30)
A Multi-level Model
MACRO DECISION LEVEL
(Government/Ministry Leadership Actions
MESO IMPLEMENTATION LEVEL
(Executive University Leadership Actions)
MICRO IMPLEMENTATION LEVEL
(Departmental Leadership Actions )
Data Collection and Sources
Thematic Analysis: Using Nvivo 9
Scale Alpha Reliability
Evidence of Meso Leaders’ Actions
Evidence of Macro Leaders’ Actions
Evidence of Micro Leaders’ Actions
A Multi-level Model of Leadership Actions
Specific, focused, strategic leadership actions
Establish a database of effective multi-level university leadership practices
Direct the job to be done (Task Structuring)
Coordinate and foster the work team as a whole
Support and review the individual people doing it
(Kehm & Lazendorf, 2007, p.157)
“Incentives should be individualized to the greatest extent possible given the nature of the education organization”
(Windham, 1997, p.47)
“It may be a mistake to believe that all leadership actions must come from ‘leaders’”
“The elements for successful university leadership involve being contextually “literate”, organizationally “savvy” and leadership “smart”.”
(Bill Mulford, 2010, p.187)