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  3. Vol. 17 No. 1-2 (2019): Journal of Higher Education in Africa: Issue on Higher Education Leadership in Africa
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Vol. 17 No. 1-2 (2019): Journal of Higher Education in Africa: Issue on Higher Education Leadership in Africa

Issue Published : October 14, 2020

6 - Roles, Stress and Coping Mechanisms among Middle-level Academic Leaders in Multi-campus Universities in Africa

https://doi.org/10.57054/jhea.v17i1-2.1465
Dennis Zami Atibuni

Corresponding Author(s) : Dennis Zami Atibuni

zamidennis79@gmail.com

Journal of Higher Education in Africa, Vol. 17 No. 1-2 (2019): Journal of Higher Education in Africa: Issue on Higher Education Leadership in Africa
Article Published : January 10, 2022

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Abstract

Using a critical review of literature and existing data, this article explicates the roles of middle-level academics and the stress factors that hinder their efficient and effective delivery of academic and managerial roles in multi- campus universities in Africa. The article presents both plausible and actual coping mechanisms for middle-level academic leaders. It is noted that most middle- level academic leaders ascend to positions of responsibility without any formal training for these positions, which strengthens the call for the university to offer continuous training programmes for these leaders. The article argues that an effective identification and resolution of stress in the multi-campus system is key to winning and maintaining the morale and loyalty of staff at the university. This therefore calls for the adoption of appropriate theoretical paradigms of leadership in multi-campus universities for effective middle- level academic leadership. Recommendations are provided in the form of roles of the university in how to best enhance the productivity of this cadre of university leaders in achieving the functions of teaching, research, and community service.

Keywords

role stress coping middle-level academic leader multi-campus university

Full Article

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Atibuni, D. Z. (2022). 6 - Roles, Stress and Coping Mechanisms among Middle-level Academic Leaders in Multi-campus Universities in Africa. Journal of Higher Education in Africa, 17(1-2), 95–124. https://doi.org/10.57054/jhea.v17i1-2.1465
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References
  1. Akuno, E.A., Ondieki, D.O., Barasa, P.L., Otieno, S.P., Wamuyu, C.M. and Amateshe, M.O, 2017, Higher Education Leadership and Governance in the Development of the Creative and Cultural Industries in Kenya, Dakar: CODESRIA.
  2. Assie-Lumumba, N., 2006, Higher Education in Africa: Crisis, Reforms and Transformation, Dakar: CODESRIA.
  3. Bisbee, D.C., 2007, ‘Looking for leaders: Current practices in leadership identification in higher education’, Planning and Changing, 38, pp. 77-88.
  4. Compass, B.E., Connor-Smith, J.K., Saltzman, H., Harding, A., & Wadsworth, M.E., 2001, ‘Coping with stress during childhood and adolescence: problems, progress and potential in theory and research’, Psychological Bulletin, 1, pp. 87-127.
  5. Conover, K.S., 2009, ‘Leadership competencies of branch campus administrators in multi-campus community college systems’, Dakar: CODESRIA.
  6. Davis, A., Jansen van Rensburg, M. & Venter, P., 2016, ‘The impact of managerialism on the strategy work of university middle managers’, Studies in Higher Education, 41(8), pp. 1480-1494.
  7. De Boer, H. & Goedegebuure, L., 2009, ‘The changing nature of the academic deanship’, Leadership, 5(3), pp. 347-364.
  8. Fielden, J., 1991, ‘Resource implications of mergers: are there any economies?’, Higher Education Quarterly, 45(2), pp. 158-166.
  9. Gmelch, W.H., Wolverton, M., Wolverton, M.L., & Sarros, J.C., 1999, ‘The academic dean: An imperiled species searching for balance’, Research in Higher Education, 40(6), pp. 717-740.
  10. Harman, K., 2002, ‘Merging divergent campus cultures into coherent educational communities: Challenges for higher education leaders’, Higher Education, 44(1), pp. 91-114.
  11. Hlengwa, D.C., 2014, ‘The Challenges of Working and Studying at a Satellite Campus of a University: A Case of the Durban University of Technology’, Mediterranean Journal of Social Sciences, 5(27 P2), pp. 661-668.
  12. Inman, M., 2007, ‘The journey to leadership: a study of how leader-academics in higher education learn to lead’, Doctoral Dissertation, University of Birmingham.
  13. Inman, M., 2011, ‘The journey to leadership for academics in higher education’, Educational Management Administration & Leadership, 39(2), pp. 228-241.
  14. International Association of Universities (IAU), 2017, International Mapping of Tertiary Education Leadership Training Programmes: Analytical Report.
  15. Ishengoma, J.M., 2018, ‘The socio-economic background of students enrolled in private higher education institutions in Tanzania: Implications for equity’, Papers in Education and Development, (30).
  16. James, C., Connolly, M., Dunning, G. & Elliott, T., 2007, ‘Systemic leadership for schools and the significance of systemic authorization’, Educational Management Administration & Leadership, 35(4), pp. 573-588.
  17. Jarvis, S., 2018, ‘The practice of authority in academic leadership/management’, Doctoral Dissertation, Lancaster University.
  18. Jooste, K., Frantz, J. & Waggie, F., 2018, ‘Challenges of academic healthcare leaders in a higher education context in South Africa’, Educational Management Administration & Leadership, 46(4), pp. 692-708.
  19. Kamsteeg, F., 2008, ‘In search of a merged identity: The case of multi-campus North- West University, South Africa’, TD: The Journal for Transdisciplinary Research in Southern Africa, 4(2), pp. 431-451.
  20. Lazarus, R., & Folkman, S., 1984, Stress Appraisal and Coping, New York: Springer Ed.
  21. Leithwood, K., Steinbach, R. & Jantzi, D., 2002, ‘School leadership and teachers’ motivation to implement accountability policies’, Educational Administration Quarterly, 38(1), pp. 94-119.
  22. Likert, R., 1967, The Human Organisation: Its Management and Values, New York: McGraw Hill.
  23. Marcucci, P., Johnstone, D.B. & Ngolovoi, M., 2008, Higher educational cost- sharing, dual-track tuition fees, and higher educational access: The East African experience’, Peabody Journal of Education, 83(1), pp. 101-116.
  24. Mgijima, M.N., 2014, ‘Multi-campus colleges in South Africa: Challenging capabilities of principals in managing institutional transformation,’ Mediterranean Journal of Social Sciences, 5(14), p. 394.
  25. Neumann, R. and Larkin, J., 2011, ‘Universities and the aging academic workforce: where is the leadership?’, Barcelona European Academic Conference, pp. 207-215.
  26. Perry, J.A., 2014, ‘Changing schools of education through grassroots faculty-led change’, Innovative Higher Education, 39(2), pp. 155-168.
  27. Pinheiro, R. & Berg, L.N., 2017, ‘Categorizing and assessing multi-campus universities in contemporary higher education’, Tertiary Education and Management, 23(1), pp. 5-22.
  28. Pinheiro, R., Charles, D., & Jones, G., 2015 (online first), ‘Equity, institutional diversity and regional development: A cross-country comparison’, Higher Education, 1–16. http://link.springer.com/article/10.1007/s10734-015-9958-7.
  29. Pinheiro, R., Geschwind, L., & Aarrevaara, T., 2016, Mergers in Higher Education: The Experiences from Northern Europe’, Dordrecht: Springer.
  30. Ramdass, K., 2015, ‘Leadership challenges: A higher education perspective’, in 2015 Portland International Conference on Management of Engineering and Technology (PICMET) (pp. 1112-1120), IEEE.
  31. Roskies, E., Louis-Guerin C. & Fournier, C., 1993, ‘Coping with job insecurity: How does personality make a difference?’, Journal of Organisational Behaviour, 14, pp. 617-630.
  32. Rumbley, L., van’t Land, H. & Becker, J., 2018, ‘Higher Education Leadership Training: Global Maps and Gaps’, International Higher Education, 2(93), pp. 4-6.
  33. Sanyal, B.C., 1991, ‘Staff Management in African Universities’, International Institute for Educational Planning. Schofield, A. & Commonwealth Higher Education Support Scheme (Londres), 1996, ‘Strengthening the skills of middle management in universities’, UNESCO.
  34. Scott, G., Coates, H., & Anderson, M., 2008, ‘Academic leadership capabilities for Australian higher education’, Strawberry Hills NSW: University of Western Sydney and Australian Council for Educational Research.
  35. Seale, O.J.J., 2015, ‘Building leadership and management capacity for Deans in South Africa higher education’, Unpublished Doctoral Dissertation, University of the Witwatersrand, South Africa.
  36. Smith, B., 2007, ‘On being a university head of department’, Management in Education, 21(1), pp. 4-7.
  37. Wolverton, M., Gmelch, W.H., Montez, J. and Nies, C.T., 2001, ‘The Changing Nature of the Academic Deanship’, ASHE-ERIC Higher Education Report, Volume 28, Number 1. Jossey-Bass Higher and Adult Education Series, San Francisco, CA: Jossey-Bass Publishers, Inc.
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References


Akuno, E.A., Ondieki, D.O., Barasa, P.L., Otieno, S.P., Wamuyu, C.M. and Amateshe, M.O, 2017, Higher Education Leadership and Governance in the Development of the Creative and Cultural Industries in Kenya, Dakar: CODESRIA.

Assie-Lumumba, N., 2006, Higher Education in Africa: Crisis, Reforms and Transformation, Dakar: CODESRIA.

Bisbee, D.C., 2007, ‘Looking for leaders: Current practices in leadership identification in higher education’, Planning and Changing, 38, pp. 77-88.

Compass, B.E., Connor-Smith, J.K., Saltzman, H., Harding, A., & Wadsworth, M.E., 2001, ‘Coping with stress during childhood and adolescence: problems, progress and potential in theory and research’, Psychological Bulletin, 1, pp. 87-127.

Conover, K.S., 2009, ‘Leadership competencies of branch campus administrators in multi-campus community college systems’, Dakar: CODESRIA.

Davis, A., Jansen van Rensburg, M. & Venter, P., 2016, ‘The impact of managerialism on the strategy work of university middle managers’, Studies in Higher Education, 41(8), pp. 1480-1494.

De Boer, H. & Goedegebuure, L., 2009, ‘The changing nature of the academic deanship’, Leadership, 5(3), pp. 347-364.

Fielden, J., 1991, ‘Resource implications of mergers: are there any economies?’, Higher Education Quarterly, 45(2), pp. 158-166.

Gmelch, W.H., Wolverton, M., Wolverton, M.L., & Sarros, J.C., 1999, ‘The academic dean: An imperiled species searching for balance’, Research in Higher Education, 40(6), pp. 717-740.

Harman, K., 2002, ‘Merging divergent campus cultures into coherent educational communities: Challenges for higher education leaders’, Higher Education, 44(1), pp. 91-114.

Hlengwa, D.C., 2014, ‘The Challenges of Working and Studying at a Satellite Campus of a University: A Case of the Durban University of Technology’, Mediterranean Journal of Social Sciences, 5(27 P2), pp. 661-668.

Inman, M., 2007, ‘The journey to leadership: a study of how leader-academics in higher education learn to lead’, Doctoral Dissertation, University of Birmingham.

Inman, M., 2011, ‘The journey to leadership for academics in higher education’, Educational Management Administration & Leadership, 39(2), pp. 228-241.

International Association of Universities (IAU), 2017, International Mapping of Tertiary Education Leadership Training Programmes: Analytical Report.

Ishengoma, J.M., 2018, ‘The socio-economic background of students enrolled in private higher education institutions in Tanzania: Implications for equity’, Papers in Education and Development, (30).

James, C., Connolly, M., Dunning, G. & Elliott, T., 2007, ‘Systemic leadership for schools and the significance of systemic authorization’, Educational Management Administration & Leadership, 35(4), pp. 573-588.

Jarvis, S., 2018, ‘The practice of authority in academic leadership/management’, Doctoral Dissertation, Lancaster University.

Jooste, K., Frantz, J. & Waggie, F., 2018, ‘Challenges of academic healthcare leaders in a higher education context in South Africa’, Educational Management Administration & Leadership, 46(4), pp. 692-708.

Kamsteeg, F., 2008, ‘In search of a merged identity: The case of multi-campus North- West University, South Africa’, TD: The Journal for Transdisciplinary Research in Southern Africa, 4(2), pp. 431-451.

Lazarus, R., & Folkman, S., 1984, Stress Appraisal and Coping, New York: Springer Ed.

Leithwood, K., Steinbach, R. & Jantzi, D., 2002, ‘School leadership and teachers’ motivation to implement accountability policies’, Educational Administration Quarterly, 38(1), pp. 94-119.

Likert, R., 1967, The Human Organisation: Its Management and Values, New York: McGraw Hill.

Marcucci, P., Johnstone, D.B. & Ngolovoi, M., 2008, Higher educational cost- sharing, dual-track tuition fees, and higher educational access: The East African experience’, Peabody Journal of Education, 83(1), pp. 101-116.

Mgijima, M.N., 2014, ‘Multi-campus colleges in South Africa: Challenging capabilities of principals in managing institutional transformation,’ Mediterranean Journal of Social Sciences, 5(14), p. 394.

Neumann, R. and Larkin, J., 2011, ‘Universities and the aging academic workforce: where is the leadership?’, Barcelona European Academic Conference, pp. 207-215.

Perry, J.A., 2014, ‘Changing schools of education through grassroots faculty-led change’, Innovative Higher Education, 39(2), pp. 155-168.

Pinheiro, R. & Berg, L.N., 2017, ‘Categorizing and assessing multi-campus universities in contemporary higher education’, Tertiary Education and Management, 23(1), pp. 5-22.

Pinheiro, R., Charles, D., & Jones, G., 2015 (online first), ‘Equity, institutional diversity and regional development: A cross-country comparison’, Higher Education, 1–16. http://link.springer.com/article/10.1007/s10734-015-9958-7.

Pinheiro, R., Geschwind, L., & Aarrevaara, T., 2016, Mergers in Higher Education: The Experiences from Northern Europe’, Dordrecht: Springer.

Ramdass, K., 2015, ‘Leadership challenges: A higher education perspective’, in 2015 Portland International Conference on Management of Engineering and Technology (PICMET) (pp. 1112-1120), IEEE.

Roskies, E., Louis-Guerin C. & Fournier, C., 1993, ‘Coping with job insecurity: How does personality make a difference?’, Journal of Organisational Behaviour, 14, pp. 617-630.

Rumbley, L., van’t Land, H. & Becker, J., 2018, ‘Higher Education Leadership Training: Global Maps and Gaps’, International Higher Education, 2(93), pp. 4-6.

Sanyal, B.C., 1991, ‘Staff Management in African Universities’, International Institute for Educational Planning. Schofield, A. & Commonwealth Higher Education Support Scheme (Londres), 1996, ‘Strengthening the skills of middle management in universities’, UNESCO.

Scott, G., Coates, H., & Anderson, M., 2008, ‘Academic leadership capabilities for Australian higher education’, Strawberry Hills NSW: University of Western Sydney and Australian Council for Educational Research.

Seale, O.J.J., 2015, ‘Building leadership and management capacity for Deans in South Africa higher education’, Unpublished Doctoral Dissertation, University of the Witwatersrand, South Africa.

Smith, B., 2007, ‘On being a university head of department’, Management in Education, 21(1), pp. 4-7.

Wolverton, M., Gmelch, W.H., Montez, J. and Nies, C.T., 2001, ‘The Changing Nature of the Academic Deanship’, ASHE-ERIC Higher Education Report, Volume 28, Number 1. Jossey-Bass Higher and Adult Education Series, San Francisco, CA: Jossey-Bass Publishers, Inc.

Author Biography

Dennis Zami Atibuni

Postdoctoral Research Fellow, Ali Mazrui Center for Higher Education Studies, University of Johannesburg, South Africa. Senior Lecturer, Department of Education, Faculty of Science and Education, Busitema University, Uganda. Email: zamidennis79@gmail.com

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