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Approaches Of Leadership In Higher Education

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  • Amalia Venera TODORUT

Abstract

In this paper I have approached aspects of the importance and necessity of leadership in higher education, seen as a vector for the sustainable development of universities. Throughout the paper, I addressed aspects of transformational and real leadership in higher education, highlighting the need for adaptive change in education in the current context. Given the scope of the adaptive change interventions, the emphasis is put on transformational leadership, as the main conceptual drive of such endeavour. The transformation through an adaptive change process of the School starts from the vision of articulating an authentic educational system that cultivates values that it uses and likes in the broadest sense of the components of this vision. The primary objective of the present review is to reveal how the real leadership theories are applied in higher education institutions. This paper concludes with an academic leadership summary for educational institutions to enhance managerial effectiveness, which would also be beneficial to future research for studying relationships between specific leadership styles and effectiveness in higher education. Although leadership has been mostly discussed in organizational context, managerial effectiveness is of great significance also in educational setting.

Suggested Citation

  • Amalia Venera TODORUT, 2017. "Approaches Of Leadership In Higher Education," Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 11(1), pages 823-828, November.
    • Handle: RePEc:rom:mancon:v:11:y:2017:i:1:p:823-828
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    References listed on IDEAS

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    1. Izlem Gozukara, 2016. "Leadership and Managerial Effectiveness in Higher Education," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 6(1), pages 73-82, January.
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