4 - Leadership Philosophy and Interventions to Support Middle-level Units within Large Academic Institutions: Experiences at the Makerere Peace and Conflict Studies Centre
Corresponding Author(s) : Helen Nambalirwa Nkabala
Revue de l’enseignement supérieur en Afrique,
Vol. 18 No 2 (2020): Revue de l’enseignement supérieur en Afrique: Numéro spécial sur Les universitaires de niveau intermédiaire et le leadership dans les universités africaines
Résumé
Cet article traite des leçons pratiques sur la façon dont la philosophie interventionniste du leadership peut être utilisée pour concevoir et garantir qu’une entité académique marginale au sein d’une grande institution exécute son mandat. Les interventions ont eu lieu au Centre d’études sur la paix et les conflits (MPCSC) de l’Université de Makerere entre 2015 et 2019. L’entreprise a été guidée par la philosophie interventionniste du leadership systémique et le leadership transformationnel. Les méthodes utilisées dans l’intervention incluaient : les interventions de leadership, l’analyse des données secondaires, l’analyse narrative et l’auto-ethnographie. L’article utilise une combinaison de styles de rapport analytique et autobiographique. Les principales conclusions sont les suivantes : il existe un écart de compétences en matière de leadership entre les administrateurs de niveau supérieur et ceux de niveau intermédiaire dans les grandes entités universitaires ; dans ces dernières, les administrateurs de niveau intermédiaire doivent combiner des qualités et user d’approches de leadership pour réussir sa mission. Principales observations : les campagnes d’inscription des étudiants ont permis d’améliorer légèrement les statistiques (de 14% en 2015/2016 à 42% en 2018/2019) ; une amélioration légère des postes de travail a entraîné une augmentation de plus de 100 pour cent de leur utilisation par le personnel et les étudiants ; le Centre a enregistré un taux d’achèvement de 63 pour cent de la formation aux compétences spécialisées par le personnel ; en moyenne, les équipes de recherche interdisciplinaires obtiennent de meilleurs résultats que les équipes monodisciplinaires, mais les premières nécessitent des efforts supplémentaires pour rester soudées ; les interventions ont entraîné une augmentation de 70 pour cent de rapprochement communautaire par le biais de projets, de sessions d’apprentissage par l’expérience, de consultations, etc.
Mots-clés
Télécharger la référence bibliographique
Endnote/Zotero/Mendeley (RIS)BibTeX
- Bolman, L. and Deal, T., 1991, Leadership and management effectiveness: A Multi‐Frame, Multi‐Sector Analysis, Human Resource Management, Vol. 30, No. 4, pp. 509–34.
- Department of Religion and Peace Studies, 2018, Student Evaluation Report, Semester Two 2018, DRPS, Makerere University.
- Eisenhardt, K. M, 1989, Building Theories from Case Study Research, The Academy of Management Review, Vol. 14, No. 4, pp. 532–50.
- Falk, I., 2003, Designing Effective Leadership Interventions: A Case Study of Voca- tional Education and Training, Leadership and Organisation Development Journal, Vol. 24 No. 4, pp. 193–203.
- Flyvbjerg, B., 2006, Five Misunderstandings About Case Study Research, Qualitative Inquiry, Vol. 12, No. 2, pp. 219–45.
- Gerring, J., 2007, Case Study Research: Principles and Practices, New York: Cambridge University Press.
- Haneberg, L. 2010, The High Impact Middle Manager: Powerful Strategies to Survive in the Middle, Alexandria, VA: Association for Talent Development Series.
- Inter-University Council for East Africa (IUCEA), 2010, A Road Map to Quality: Hand Book for Quality Assurance in Higher Education, Vol. 1, Guidelines for As- sessment at Program Level, Arusha: IUCEA (http://repository.eac.int/bitstream/handle/11671/2044/Quality%20Assurance%20Handbook%20Vol%201.pdf?sequence=1&isAllowed=y).
- Jessop, B., 2008, State Power: A Strategic-Relational Approach, London, UK: Polity Press.
- Mamdani, M., 2007, Scholars in the Marketplace: The Dilemmas of Neo-liberal Reform at Makerere University, 1989–2005, Dakar: CODESRIA.
- Mampane, S. T., 2017, Training Middle Managers of South African Public Schools in Leadership and Management Skills, in Current Business and Economic Driven Discourse and Education: Perspectives from Around the World, Sofia: Bulgarian Com- parative Education Society (https://files.eric.ed.gov/fulltext/ED574239.pdf).
- Meuleman, L., 2008, Public Management and the Metagovernance of Hierarchies, Networks and Markets: The Feasibility of Designing and Managing Governance Style Combinations, Heidelberg: Physika–Verlag.
- Nkomo, S. and Ngambi, H., 2009, African Women in Leadership: Current Knowl- edge and A Framework for Future Studies, International Journal of African Renais- sance Studies, Vol. 4, No. 1, pp. 49–68.
- Reichard, R. J. and Avolio, B. J., 2005, Where are We? The Status of Leadership Intervention Research: A Meta-Analytic Summary, in Gardner, W. L., Avolio, B. J. and Walumbwa F. O., eds, Authentic Leadership Theory and Practice: Origins, Effects and Development, Oxford: Elsevier, pp. 203–223.
- SA UA, 2011, Building Regional Higher Education Capacity through Academic Mobility, SARUA Leadership Dialogue Series, Vol. 3, No. 1.
- Sørensen, E. and Torfing, J., 2009, Making Governance Networks Effective and Democratic through Metagovernance, Public Administration Quarterly Journal, Vol. 87, No. 2, pp. 234–258 (https://doi.org/10.1111/j.1467-9299.2009.01753).
- Vredenburgh, D. and Brender, Y., 1998, The Hierarchical Abuse of Power in Work Organizations, Journal of Business Ethics, Vol. 17, pp. 1337–1347 (https://doi. org/10.1023/A:1005775326249).
- Wolverton, M. and Gmelch, W. H., 1999, The Impact of Role Conflict and Ambiguity on Academic Deans, The Journal of Higher Education, Vol. 70, No.1.
Les références
Bolman, L. and Deal, T., 1991, Leadership and management effectiveness: A Multi‐Frame, Multi‐Sector Analysis, Human Resource Management, Vol. 30, No. 4, pp. 509–34.
Department of Religion and Peace Studies, 2018, Student Evaluation Report, Semester Two 2018, DRPS, Makerere University.
Eisenhardt, K. M, 1989, Building Theories from Case Study Research, The Academy of Management Review, Vol. 14, No. 4, pp. 532–50.
Falk, I., 2003, Designing Effective Leadership Interventions: A Case Study of Voca- tional Education and Training, Leadership and Organisation Development Journal, Vol. 24 No. 4, pp. 193–203.
Flyvbjerg, B., 2006, Five Misunderstandings About Case Study Research, Qualitative Inquiry, Vol. 12, No. 2, pp. 219–45.
Gerring, J., 2007, Case Study Research: Principles and Practices, New York: Cambridge University Press.
Haneberg, L. 2010, The High Impact Middle Manager: Powerful Strategies to Survive in the Middle, Alexandria, VA: Association for Talent Development Series.
Inter-University Council for East Africa (IUCEA), 2010, A Road Map to Quality: Hand Book for Quality Assurance in Higher Education, Vol. 1, Guidelines for As- sessment at Program Level, Arusha: IUCEA (http://repository.eac.int/bitstream/handle/11671/2044/Quality%20Assurance%20Handbook%20Vol%201.pdf?sequence=1&isAllowed=y).
Jessop, B., 2008, State Power: A Strategic-Relational Approach, London, UK: Polity Press.
Mamdani, M., 2007, Scholars in the Marketplace: The Dilemmas of Neo-liberal Reform at Makerere University, 1989–2005, Dakar: CODESRIA.
Mampane, S. T., 2017, Training Middle Managers of South African Public Schools in Leadership and Management Skills, in Current Business and Economic Driven Discourse and Education: Perspectives from Around the World, Sofia: Bulgarian Com- parative Education Society (https://files.eric.ed.gov/fulltext/ED574239.pdf).
Meuleman, L., 2008, Public Management and the Metagovernance of Hierarchies, Networks and Markets: The Feasibility of Designing and Managing Governance Style Combinations, Heidelberg: Physika–Verlag.
Nkomo, S. and Ngambi, H., 2009, African Women in Leadership: Current Knowl- edge and A Framework for Future Studies, International Journal of African Renais- sance Studies, Vol. 4, No. 1, pp. 49–68.
Reichard, R. J. and Avolio, B. J., 2005, Where are We? The Status of Leadership Intervention Research: A Meta-Analytic Summary, in Gardner, W. L., Avolio, B. J. and Walumbwa F. O., eds, Authentic Leadership Theory and Practice: Origins, Effects and Development, Oxford: Elsevier, pp. 203–223.
SA UA, 2011, Building Regional Higher Education Capacity through Academic Mobility, SARUA Leadership Dialogue Series, Vol. 3, No. 1.
Sørensen, E. and Torfing, J., 2009, Making Governance Networks Effective and Democratic through Metagovernance, Public Administration Quarterly Journal, Vol. 87, No. 2, pp. 234–258 (https://doi.org/10.1111/j.1467-9299.2009.01753).
Vredenburgh, D. and Brender, Y., 1998, The Hierarchical Abuse of Power in Work Organizations, Journal of Business Ethics, Vol. 17, pp. 1337–1347 (https://doi. org/10.1023/A:1005775326249).
Wolverton, M. and Gmelch, W. H., 1999, The Impact of Role Conflict and Ambiguity on Academic Deans, The Journal of Higher Education, Vol. 70, No.1.