Open AccessReflections of academic and professional leaders on leadership in a higher education institution
Author(s) -
José M. Frantz,
Vivienne Lawack,
Anthea Rhoda
Publication year - 2020
Publication title -
sa journal of human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.188
H-Index - 5
eISSN - 2071-078X
pISSN - 1683-7584
DOI - 10.4102/sajhrm.v18i0.1373
Subject(s) - leadership style , leadership development , transactional leadership , neuroleadership , introspection , shared leadership , educational leadership , leadership , public relations , higher education , leadership studies , psychology , institution , transformational leadership , professional development , qualitative research , pedagogy , sociology , political science , social science , law , cognitive psychology
Orientation: Higher education institutions are under pressure to address the challenge of the leadership pipeline. Therefore, the need exists to explore the potential of current leaders and their views of leadership in higher education.Research purpose: The study aimed to explore the views of how academic and professional support leaders have shifted their thinking of and approach to leadership following their participation in a leadership development programme.Motivation for the study: Understanding the views of potential leaders about leadership and how leadership development programmes can influence their thinking is essential.Research approach/design and method: Qualitative data was gathered by means of a document analysis using reflections submitted by 19 participants of a leadership development programme.Main Findings: The results showed that the programme had an impact on how participants started reflecting on leadership styles beyond the usual description of leadership styles. Additionally, participants used the opportunity for introspection of their own role as a leader and how they need to adapt.Practical/managerial implications: Higher education institutions are encouraged to implement leadership development programmes that will encourage stakeholders to engage in introspective activities that could influence behavioural change.Contribution/value-add: It is evident from the results that the information is useful in indicating how participants had made personal adjustments in the way they viewed leadership with a greater sense of ownership and understanding of distributed leadership through the participation in a leadership development programme.