6 - Understanding the Factors that Influence Leadership Effectiveness of Deans in Ghana
Corresponding Author(s) : Joshua Alabi
Revue de l’enseignement supérieur en Afrique,
Vol. 12 No 1 (2014): Revue de l’enseignement supérieur en Afrique: Numéro spécial sur Management, leadership et enseignement supérieur
Résumé
Cet article décrit et examine les facteurs qui influent sur l’efficacité du leadership des doyens des facultés et le concept de compétence des doyens des facultés avec l’évolution du décanat comme système de promotion sociale vers un système de reddition de compte au Ghana. L’étude vise à déterminer ce qui définit les compétences de leadership au niveau de l’en- seignement supérieur au Ghana et comment le processus de nomination des doyens des facultés peut influencer la performance efficace. A l’aide d’une approche qualitative, trois universités publiques du Ghana ont été ciblées dans l’étude. Les données ont été collectées à partir de 38 personnes interrogées par interviews et à l’aide de méthodes d’enquête. Parmi les personnes interrogées, il y avait un vice-recteur, un pro-vice-recteur, des doyens des facultés et des membres du corps enseignant. L’étude vise à déterminer la perception des personnes interrogées vis-à-vis d’un doyen compétent et identifie deux catégories de compétences: les compétences techniques et les compétences de leadership. En général, les compétences de leadership l’emportent sur les compétences techniques en ce qui concerne la performance efficace de la fonction de doyens de facultés. Cinq thèmes clés relatifs aux compétences de leadership ont été identifiés notamment les compétences personnelles, les compétences visionnaires, les compétences administratives, les compétences des hommes et les compétences de mise en réseau. Tous les trois processus de nomination des doyens des facultés ont aussi vu le jour au Ghana. Il s’agit des processus électif, sélectif et de nomination. L’étude relève que l’efficacité des doyens des facultés est en grande partie influencée par le manque de compétences de leadership et de confiance, l’absence de description de postes clairement définis et bien communiqués ainsi que des pratiques de gestion des performances qui requièrent la reddition des comptes des doyens des facultés au Ghana. L’étude recommande la nomination des doyens de facultés selon les pro- cessus de recrutement standards, plutôt que par élection ou sélection. Elle recommande aussi l’évaluation du leadership et la formation en matière de compétences de leadership avant que le doyen ne prenne fonction.
Mots-clés
Télécharger la référence bibliographique
Endnote/Zotero/Mendeley (RIS)BibTeX
- Alabi, J. & Alabi, G., 2010, ‘Factors Influencing Quality of Leadership in Higher Insti- tutions of Learning in Ghana’, Journal of Business Research Vol. 4, Nos. 1&2, Alabi, J. and Alabi, G., 2011, ‘Institutional Evaluation Programme (IEP) as a Gov- ernance Tool in a Higher Institution of Learning in Ghana’, Journal of Business Research, Vol. 5, Nos. 1&2.
- Alabi, J. Alabi, G., & Mohamed, I., 2012, ‘Academic Programming and Demand for Qualifications in the Ghanaian Labour Market’, Educational Review Research, Vol. 2, No. 1. Abbot, A. T., 2009, ‘The General Agreement on Trade in Services (GATS)’, Educate, Vol. 9, No.2, pp. 7-17.
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- Berdahl, and P. J. Gumport, eds, American Higher Education in the Twenty-First Century: Social, Political, and Economic Challenges, 2nd ed., Baltimore: The Johns Hopkins University Press.
- Barge, J. K. & Musambira, G. W., 1992, ‘Turning Points in Chair-Faculty Relation- ships’, Journal of Applied Communication, Vol. 20, pp. 54-77.
- Benoit, P. and Graham, S., 2005, ‘Leadership Excellence: Constructing the Role of Department Chair’, Academic Leadership: The Online Journal, Vol.3, No. 1. Available at http://www.academicleadership.org/volume3/issue1/ arti- cles/5/5_full.html Bennett, D. C., 2001, ‘Assessing Quality in Higher Education – Perspectives’, Lib- eral Education, Spring.
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- Bolden, R., Petrov. G., Gosling J., 2008, Developing Collect Leadership in Higher Education, London: Leadership Foundation for Higher Education.
- Bolden R., Gosling J., Marturano, A., and Dennisson, P., 2003, A Review of Leadership Theory and Competency Framework, ed. Centre for Leadership Studies, Dunsford Hill: Exeter University Press .
- Brennan, J., DeVries, P., & Williams, R., 1997, Standards and Quality in Higher Education, London: Jessica Kingsley Publishers.
- Bryman , A., 2009, Effective Leadership In Higher Institutions, London:The Leadership Foundation for Higher Education.
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- Creswell, J. and Brown, M. L., 1992, ‘How Chairpersons Enhance Faculty Research: A Grounded Theory Study, The Review of Higher Education, Vol. 16, pp. 41-62.
- Dearlove, J., 1997, ‘The Academic Labour Process: From Collegiality and Professionalism to Managerialism and Proletarianisation?’ Higher Education Review, Vol. 30, No. 1, pp. 56-75.
- Dyer, B. G. and Miller, M., 1999, ‘A Critical Review of Literature Related to the Department Chair Position’, ERIC. Retrieved from http://eric.ed.gov/ERICDocs/data/ericdocs2/content_storage_01/0000000b/80/11/97/28.pdf
- Fleenor, J. W. & Bryant, C., 2002, Leadership Effectiveness and Organizational Culture: An Exploratory Study, Toronto: Center for Creative Leadership, Meeting of the Society for Industrial and Organizational Psychology.,
- Filan, G. L. & Seagren, A. T, 2003, ‘Academic Leadership: A Practical Guide to Chairing the Department’, Participative Management Academic Leadership Journal, pp. 21.
- HEFCE, 2004, HEFCE Strategic Plan 2003-2008, Revised April 2004, Bristol: Hefce.
- Keith, A., 2006, cited in J. Kouzes, and B. Posner , 2007, The Leadership Challenge.
- San Francisco: Jossey Bass.
- Hogan, R,. Curphy, G., & Hogan, J. 1994, ‘What We Know About Leadership: Effectiveness and Personality’, American Psychologist, Vol 49, No. 6: June.
- House, R. J., Spangler, W. D., & Woycke, J. 1991, ‘Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leadership Effectiveness’, Administrative Science Quarterly, Vol. 36, pp. 364-396.
- Kouzes, J. M., and Posner, B. Z., 2002, ‘The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, San Francisco: Jossey-Bass.
- Leveille, D., 2006, ‘Accountability in Higher Education: A Public Agenda for Trust and Cultural Change’, CA – USA: Centre for Studies in Higher Education.
- Lord, R. G., De Vader, C. L., & Allinger, G. M., 1986, ‘A Meta-Analysis of the Relationship between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures’, Journal of Applied Psychology, Vol. 71,pp. 402-410.
- Mahoney, J., 2001, ‘Leadership Skills for the 21st Century. Journal of Nursing Ma- nagement, Vol.9, No. 5, pp. 269-271.
- Owen, J., 2005, How to Lead. What You Actually Need to Do to Manage, Lead and Succeed , Upper Saddle River, NJ: Prentice Hall.
- Rosser, V. J., Johnsrud, L. K. and Heck, R. H., 2003, ‘Academic Deans and Directors: Assessing their Effectiveness from Individual and Institutional Perspectives’, Journal of Higher Education, Vol. 74, pp. 1-25.
- Shattock, M., 2006., Managing Good Governance in Higher Education, Berkshire: Open University Press, McGraw Hill Education.
- Shattock, M., 2003, Managing Successful Universities, Buckingham: SRHE and OU Press.
- Ulrich, Dave; Zenger, Jack; and Smallwood, Norm., 1999, Results-Based Leadership, Boston: Harvard Business School Press.
- Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. , 2001, Does Lea- dership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environ Mental Uncertainty’, Academy of Management Journal, 44, pp. 134-143
- Zhu, W., Chew, I., & Spangler, W., 2005, ‘CEO Transformational Leadership and Organizational Outcomes: The Mediating Role of Human-Capital Enhancing Human Resource Management’, Leadership Quarterly, Vol. 16, pp. 39−52.
Les références
Alabi, J. & Alabi, G., 2010, ‘Factors Influencing Quality of Leadership in Higher Insti- tutions of Learning in Ghana’, Journal of Business Research Vol. 4, Nos. 1&2, Alabi, J. and Alabi, G., 2011, ‘Institutional Evaluation Programme (IEP) as a Gov- ernance Tool in a Higher Institution of Learning in Ghana’, Journal of Business Research, Vol. 5, Nos. 1&2.
Alabi, J. Alabi, G., & Mohamed, I., 2012, ‘Academic Programming and Demand for Qualifications in the Ghanaian Labour Market’, Educational Review Research, Vol. 2, No. 1. Abbot, A. T., 2009, ‘The General Agreement on Trade in Services (GATS)’, Educate, Vol. 9, No.2, pp. 7-17.
Altba h, G. P., 2005, ‘Patterns in Higher Education Development’, in P.G. Altbach, R.O.
Berdahl, and P. J. Gumport, eds, American Higher Education in the Twenty-First Century: Social, Political, and Economic Challenges, 2nd ed., Baltimore: The Johns Hopkins University Press.
Barge, J. K. & Musambira, G. W., 1992, ‘Turning Points in Chair-Faculty Relation- ships’, Journal of Applied Communication, Vol. 20, pp. 54-77.
Benoit, P. and Graham, S., 2005, ‘Leadership Excellence: Constructing the Role of Department Chair’, Academic Leadership: The Online Journal, Vol.3, No. 1. Available at http://www.academicleadership.org/volume3/issue1/ arti- cles/5/5_full.html Bennett, D. C., 2001, ‘Assessing Quality in Higher Education – Perspectives’, Lib- eral Education, Spring.
Available at http://www.findarticles.com/p/articles/ mi_m0NKR/is_2_87/ai_88581415 Brennan, J. and Shah, T.,(2000, Managing Quality in Higher Education: An Inter- national Perspective on Institutional Assessment and Change, London: Society for Research into Higher Education and Open University Press.
Bloom, D., Canning, D and Chan, K., 2005, Higher Education and Economic Deve- lopment in Africa, Washington, D. C.: World Bank.
Bolden, R., Petrov. G., Gosling J., 2008, Developing Collect Leadership in Higher Education, London: Leadership Foundation for Higher Education.
Bolden R., Gosling J., Marturano, A., and Dennisson, P., 2003, A Review of Leadership Theory and Competency Framework, ed. Centre for Leadership Studies, Dunsford Hill: Exeter University Press .
Brennan, J., DeVries, P., & Williams, R., 1997, Standards and Quality in Higher Education, London: Jessica Kingsley Publishers.
Bryman , A., 2009, Effective Leadership In Higher Institutions, London:The Leadership Foundation for Higher Education.
Brungardt, C. L. & Maughan, M., 2005, ‘Understanding Leadership: Theories and Concepts, 3rd Edition. Available at www.utexas.edu. pipl.com/directory/name/ Brungardt/180 - United States Cameron, K. S. and Tschirhart, M., 1992, ‘Post industrial Environments and Organizational Effectiveness in Colleges and Universities’, Journal of Higher Education Vol. 63, pp. 87-108.
Creswell, J. and Brown, M. L., 1992, ‘How Chairpersons Enhance Faculty Research: A Grounded Theory Study, The Review of Higher Education, Vol. 16, pp. 41-62.
Dearlove, J., 1997, ‘The Academic Labour Process: From Collegiality and Professionalism to Managerialism and Proletarianisation?’ Higher Education Review, Vol. 30, No. 1, pp. 56-75.
Dyer, B. G. and Miller, M., 1999, ‘A Critical Review of Literature Related to the Department Chair Position’, ERIC. Retrieved from http://eric.ed.gov/ERICDocs/data/ericdocs2/content_storage_01/0000000b/80/11/97/28.pdf
Fleenor, J. W. & Bryant, C., 2002, Leadership Effectiveness and Organizational Culture: An Exploratory Study, Toronto: Center for Creative Leadership, Meeting of the Society for Industrial and Organizational Psychology.,
Filan, G. L. & Seagren, A. T, 2003, ‘Academic Leadership: A Practical Guide to Chairing the Department’, Participative Management Academic Leadership Journal, pp. 21.
HEFCE, 2004, HEFCE Strategic Plan 2003-2008, Revised April 2004, Bristol: Hefce.
Keith, A., 2006, cited in J. Kouzes, and B. Posner , 2007, The Leadership Challenge.
San Francisco: Jossey Bass.
Hogan, R,. Curphy, G., & Hogan, J. 1994, ‘What We Know About Leadership: Effectiveness and Personality’, American Psychologist, Vol 49, No. 6: June.
House, R. J., Spangler, W. D., & Woycke, J. 1991, ‘Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leadership Effectiveness’, Administrative Science Quarterly, Vol. 36, pp. 364-396.
Kouzes, J. M., and Posner, B. Z., 2002, ‘The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, San Francisco: Jossey-Bass.
Leveille, D., 2006, ‘Accountability in Higher Education: A Public Agenda for Trust and Cultural Change’, CA – USA: Centre for Studies in Higher Education.
Lord, R. G., De Vader, C. L., & Allinger, G. M., 1986, ‘A Meta-Analysis of the Relationship between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures’, Journal of Applied Psychology, Vol. 71,pp. 402-410.
Mahoney, J., 2001, ‘Leadership Skills for the 21st Century. Journal of Nursing Ma- nagement, Vol.9, No. 5, pp. 269-271.
Owen, J., 2005, How to Lead. What You Actually Need to Do to Manage, Lead and Succeed , Upper Saddle River, NJ: Prentice Hall.
Rosser, V. J., Johnsrud, L. K. and Heck, R. H., 2003, ‘Academic Deans and Directors: Assessing their Effectiveness from Individual and Institutional Perspectives’, Journal of Higher Education, Vol. 74, pp. 1-25.
Shattock, M., 2006., Managing Good Governance in Higher Education, Berkshire: Open University Press, McGraw Hill Education.
Shattock, M., 2003, Managing Successful Universities, Buckingham: SRHE and OU Press.
Ulrich, Dave; Zenger, Jack; and Smallwood, Norm., 1999, Results-Based Leadership, Boston: Harvard Business School Press.
Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. , 2001, Does Lea- dership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environ Mental Uncertainty’, Academy of Management Journal, 44, pp. 134-143
Zhu, W., Chew, I., & Spangler, W., 2005, ‘CEO Transformational Leadership and Organizational Outcomes: The Mediating Role of Human-Capital Enhancing Human Resource Management’, Leadership Quarterly, Vol. 16, pp. 39−52.