PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Trial of distributed leadership in institutional management

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The paper investigates challenges associated with institutional leadership engagement of main staff to fill inner vacancies. Design/methodology/approach: The study rates merit, experience, rank, competencies, long service, in-depth knowledge, and deeper consultation as key requirements for appointment in some selected academic institutions. The survey collects data through questionnaires and semi structured interviews. The SPSS and descriptive statistics were used for the analysis of data presented in percentages, tables, and graphs. Findings: The results show that over 80% of respondents said that the prerogative of leaders in second-cycle institutions to share leadership needs a reassessment. As it undermines specific parameters and subsequently creates emotions among staff and unsatisfactory students' behaviours at school. The study found social and external factors as the basis for some nominations that weaken institutional unity and performance. Recommendation/limitations: The legislative instrument should be amended to suit the current management environment. Besides, ethical leadership and emotional intelligence should be encouraged at schools for effective management and harmony. Practical implications: Organizational failures across economies to a large extent are results of stimulus variables. Originality/value: The paper demonstrates how institutional leaders are often torn between stimulus and prospective variables resulting in self-interest to the detriment of institutional vision.
Rocznik
Tom
Strony
9--23
Opis fizyczny
Bibliogr. 40 poz.
Twórcy
  • University of Debrecen, Károly Ihrig Doctoral School of Management and Business, Debrecen, Hungary
  • University of Debrecen, Department of Engineering Management and Enterprises, Debrecen, Hungary
Bibliografia
  • 1. Adu-Gyamfi, S., Donkoh, W.J., and Addo, A.A. (2016). Educational Reforms in Ghana: Past and Present. Journal of Education and Human Development September 2016, Vol. 5, No. 3, pp. 158-172 ISSN: 2334-296X
  • 2. Akpamah, P., Ivan-Sarfo, E., and Matkó, A. (2021). organizational culture and organizational strategy. A Review Article. Cross-Cultural Management Journal, Vol.XXIII, Iss. 1.
  • 3. Alina, M.A. (2009). Emotions Management within Organizations. The Annals of “Dunarea de Jos”, University of Galati Fascicle I. Economics and Applied Informatics.
  • 4. Appiah, S.O., and Amfo-Antiri, D. (2019). Leadership and Emotional Intelligence. Ghana:University of Cape Coast, College of Distance Education, University of Cape Coast Code Publications.
  • 5. Ashkanasy, N.M., and Humphrey, R.H. (2011). Current emotion research in organizational behaviour. Emotion Review, 3, 214-224.
  • 6. Bennett, N., Harvey, J., Wise, C., and Woods, P. (2003). Distributed leadership: A desk study. Nottingham, UK: NCSL.
  • 7. Bush, T., and Jackson, D. (2003). A preparation for school leadership: International perspectives. Educational Leadership and Administration, 30(4), 417-429.
  • 8. Bush, T., and Oduro, G.K.T. (2006). New principals in Africa: preparation, induction and practice. Journal of Educational Administration, 44(4), 359-375
  • 9. Casper, G. (2002). Four essential qualities of the successful research-intensive university. Proceedings of Chinese-Foreign University Presidents Forum Beijing, China: Higher Education Press, pp. 102-123. Retrieved from http://www.edu.cn/20040806/3112120.shtml, 26.01.2022.
  • 10. Chen, Z. (2002). Speech at the opening ceremony of Chinese-Foreign University presidents' forum. Proceedings of Chinese-Foreign University Presidents Forum. Beijing, China: Higher Education Press, pp. 7-10. Retrieved from http://www.edu.cn/20040806/3112120.shtml, 26.01.2022.
  • 11. Dahlum, S., and Wig, T. (2019). Educating Demonstrators: Education and Mass Protest in Africa. Journal of Conflict Resolution, Vol. 63(1), 3-30. DOI: 10.1177/0022002717721394 journals.sagepub.com/home/jcr.
  • 12. Dimotakis, N., Scott, B.A., and Joopman, J. (2011). An experience sampling investigation of workplace interactions, affective states, and employee wellbeing.
  • 13. Domagalski, T.A., and Steelman, L.A. (2005). The impact of work events and disposition on the experience and expression of employee anger. Organizational Analysis, 13, 31-52.
  • 14. Esia-Donkoh, K. (2014). Attaining school and educational goals: Duties of head teachers at public basic schools in Ghana. Journal of Education and Practice, 5(1), 64-72.
  • 15. Fitness, J. (2000). Anger in the workplace: An emotion script approach to anger episodes between workers and their superiors, co-workers, and subordinates. Journal of Organizational Behaviour, 21, 147-162.
  • 16. Ghamrawi, N. (2011). Trust me: Your school can be better—A message from teachers to principals. Educational Management, Administration and Leadership, 39(3), 333-348.
  • 17. Ghana Education Service (2010). Head teachers' handbook. Ghana, Accra: Ministry of Education.
  • 18. Gibson, D.E., and Callister, R.R. (2010). Anger in organizations: Review and integration.Journal of Management, 36, 66-93.
  • 19. Hallinger, P., & Heck, R. (2010). Leadership for learning: Does distributed leadership make a difference in student learning? Educational Management, Administration, and Leadership, 38(6), 654-678.
  • 20. Harris, A. (2004). Distributed leadership and school improvement: Leading or misleading? Educational Management, Administration and Leadership, 32(1), 11-24.
  • 21. Hartley, D. (2010). Paradigms: How far does research in distributed leadership "stretch"? Educational Management, Administration and Leadership, 38(3), 271-285.
  • 22. Lawrence, S. (2008). The case for emotion-induced toxicity: Making sense of toxic emotions in the workplace. In: N.M. Ashkanasy & C.L. Cooper (Eds.), Research companion to emotion in organizations (pp. 73-89). Cheltenham, UK: Edward Elgar.
  • 23. Lonyian, S.P., and Kuranchie, A. (2018). Head Teachers' Professional Management Needs and Concerns: Evidence from an Educational District in Ghana. European Journal of Training and Development Studies, Vol. 5, No. 2. UK: European Centre for Research Training and Development, pp. 33-47.
  • 24. Matkó, E.M. (2013). The Role of Organizational Culture and Leader Characteristics in Regional Competitiveness at the Municipalities of the North Great Plan Region. Doctoral (PhD) Dissertation. Hungary: KarolyIhrig Doctoral School of Management and Business. University of Debrecen.
  • 25. Mbah, F.J.A. (2016). Leadership Style and Performance of Small and Medium Size Enterprises in Cameroon. Faculty of Economics and Management, University of Yaounde II.
  • 26. Miner, A.G., and Glomb, T.M. (2010). State mood, task performance, and behaviour at work: A within-persons approach. Organizational Behaviour and Human Decision Processes, 112, 43-57.
  • 27. Muhereza, J.I. (2019). Internal Recruitment and Employee Performance in Security Forces; a Case of Uganda Police. Mbarara District.
  • 28. Mulford, B. (2003). Leadership for learning research group. Tasmania: University of Tasmania.
  • 29. Politis, J.D. (2001). The relationship of various leadership styles to knowledge management. Leadership & Organization Development Journal, 22(8), 354-364.
  • 30. Rozin, P., and Royzman, E.B. (2001). Negativity bias, negativity dominance, and contagion. Personality and Social Psychology Review, 5, 296-320.
  • 31. Rudenstine, N.L. (2002). Distinguished features of a national leading university and elements for successful leadership and management: Harvard experiences. Proceedings of Chinese-Foreign University Presidents Forum. Beijing, China: Higher Education Press,
  • pp. 1-31. Retrieved from http://www.edu.cn/20040806/3112120.shtml, 29.01.2021.
  • 32. Sadeghi, A. and Pihie, Z.A.L. (2012). Transformational leadership and its predictive effects on leadership effectiveness. Int. J. Bus. Soc. Sci., 3, 186-197.
  • 33. Sekyere, E.A. (2016). Teacher's Guide on topical issues for promotion and selection. Interviews for teachers, teacher trainee, non-teaching staff and general professional update. Ghana: Afosek Education consult-Kumasi.
  • 34. Spence, J.R., Ferris, D.L., Brown, D.J., and Heller, D. (2011). Understanding daily citizenship behaviours: A social comparison perspective. Journal of Organizational Behaviour, 32, 547-571.
  • 35. Tang, K.N. (2019). Leadership and Change Management. Springer Briefs in Business, Springer Nature Singapore Pte Ltd. https://doi.org/10.1007/978-981-13-8902-3_2.
  • 36. Tian-Syung, L., I-Hsiung, C., Tsz-Ching, M., Lie-Ping, Z., and Kai-Chi, C. (2019).Influences of Transformational Leadership, Transactional Leadership, and Patriarchal Leadership on Job Satisfaction of Cram School Faculty Members. Sustainability, 11, 3465.Doi: 10.3390/su11123465 www.mdpi.com/journal/sustainability.
  • 37. Totterdell, P., and Niven, K. (2014). Workplace moods and emotions: A review of research.Charleston, SC: Createspace Independent Publishing.
  • 38. Weiss, H.M., and Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behaviour, 18, 1-74, 128.
  • 39. Wright, P.L., and Taylor, D.S. (1994). Improving leadership performance: interpersonal skills for effective leadership. USA: Prentice Hall.
  • 40. Zame, M.Y., Warren, C.H., and Trimetia, R. (2008). Educational reform in Ghana: The leadership challenge. International Journal of Educational Management, 22(2), 115.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-b3649100-64c7-492d-b0a0-cd29b6acc4f4
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.