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Preliminary findings in spanish7/23/2023 ![]() ![]() ![]() Research overview: effective leader-led relations. The Review of Higher Education, 12(2), 167-175. Leadership in higher education: Variations on a theme. Effective leadership in higher education: A literature review. London: Leadership Foundation for Higher Education. Effective Leadership in Higher Education. Meeting the competency needs of global leaders: A partnership approach. ![]() Leading leadership development in universities: A personal history. Developing Collective Leadership in Higher Education. Key competencies for a transformed human resource organization: Results of a field study. Leadership ambiguity in universities and K-12 schools and the limits of contemporary leadership theory. Engaging the Six Cultures of the Academy. Applied Psychological Measurement, 9, 165-178. An empirical test of the utility of the observations-to-variables ration in factor and components analysis. This must be the goal for any formal training program. When the winds of change blow harder, leaders must be equipped with a broad and complex array of knowledge and skills, that is, a brand-new portfolio of leadership competencies. However, the literature increasingly recognizes that single prescriptions for leadership excellence no longer work. In the past, academic leaders exerted their role by applying routine behaviours based on command-and-control schemes within the limits established by the principal stakeholder surveillance. Conclusions and Recommendations.Context is a key issue of leader effectiveness in order to develop an attuned scheme of competencies, that is, a set of competencies aligned with stakeholders perceptions about what effective leadership is. Findings and Results.Spanish universities higher officials consider that four competencies have paramount relevance now: organizational transformation (command of change management models, total quality management, and Higher education finance models) strategic management (strategic planning, general and team management) leadership (self-confidence, impact and influence on others) theoretical reflection previous to action (command of achievement orientation, conceptual thinking, information seeking, and directiveness/assertiveness). The last task was to check the reliability of the scale used. After that, we ran the component extraction and the interpretation of the components based on oblique rotation. Methods.Principal component analysis: After dealing with sample size, we have analyzed the Kaiser-Meyer-Olkin (KMO) statistic of sampling adequacy and the Bartlett s Test of Sphericity. The improvement of their competencies through a systematic educative framework would be based on what gaps are found to exist in their competencies. Purpose of Study.To analyze what the main competencies are in the professional behaviour of higher officials at Spanish universities. Problem Statement.What the self-perceptions of higher officials in Spanish universities are about the main competencies required in their daily tasks.
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