6 - Roles, Stress and Coping Mechanisms among Middle-level Academic Leaders in Multi-campus Universities in Africa
Corresponding Author(s) : Dennis Zami Atibuni
Revue de l’enseignement supérieur en Afrique,
Vol. 17 No 1-2 (2019): Revue de l’enseignement supérieur en Afrique: Numéro sur Leadership et enseignement supérieur en Afrique
Résumé
Utilisant une revue critique de la littérature et des données existantes, cet article explique les rôles des universitaires de niveau intermédiaire et les facteurs de stress qui entravent leur prestation efficace et effective des rôles académiques et de gestion dans les universités à campus multiples en Afrique. L’article présente à la fois des mécanismes d’adaptation plausibles et réels pour les leaders universitaires de niveau intermédiaire. Il est à noter que la plupart des leaders universitaires de niveau intermédiaire accèdent à des postes à responsabilité sans formation formelle pour ces postes, ce qui renforce l’appel aux universités de proposer des programmes de formation continue à ces leaders. Le document soutient qu’une identificationet unerésolutionefficacesdu stressdansle système à campus multiples sont essentielles pour gagner et maintenir le moral et la loyauté du personnel de l’université. Cela nécessite donc l’adoption de paradigmes théoriques appropriés de leadership dans les universités à campus multiples pour un leadership académique de niveau intermédiaire efficace. Des recommandations sont faites des rôles de l’université sur la meilleure manière d’améliorer la productivité de ce groupe de leaders universitaires dans l’accomplissement des fonctions d’enseignement, de recherche et de service communautaire.
Mots-clés
Télécharger la référence bibliographique
Endnote/Zotero/Mendeley (RIS)BibTeX
- 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.
Les références
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.