Multi-theory Leadership?
I believe it is safe to say that leadership has changed since the opening of the first university. The University of Karueein was the first university to open in the world which was founded in 859 in Fez, Morocco. Leadership styles were autocratic. Black (2015) discusses that there was a ‘command-and-control’ style of leadership that dwelled in higher education. I believe the need for leaders to set a vision and control how that vision was executed seems reasonable at the time. There were fewer people with higher education, fewer people who understood the rigor of higher education and thus resulted in less educational leaders.
Today, universities and colleges are facing an array of new challenges. More and more students are wanting to achieve higher levels of education but are also faced with life challenges such as families, job commitments, financial strains and the list can go on. “Higher Education leaders need a combination of leadership and management competencies in order to address the challenges faced in the sector; separation of these facets is counterproductive and will not address the negative impact of managerialism perceived within institutions” (Black. 2015. p. 64). It is through strong leadership initiatives that these concerns have been addressed and students are able to attend no matter their location or their personal circumstances.
Black (2015) briefly discusses several leadership models: Hierarchical, Individualistic, Collegial, Collaborative and Transformative. Each of these has characteristics that are important at times in higher educational leadership. Black also explains the need for assimilating all models as the needs arise. I think this is important in all leadership roles. There are times no matter where we are in our leadership where we may have to take the hierarchical leadership role even if it is uncomfortable.
We have come a long way since our first university has arrived. We are in an era where we are attending virtual universities. This would never have been possible without the vision of leaders with a vision for the future. “School and colleges in the new millennium need leaders who have reflected on their experiences and internalized understanding about their own capacity to lead” (Beaudoin, 2007. p. 391). Obviously, the virtual university came from a vision and a leader. For me, this concept came out of the need for change and in consultation with stakeholders. Collaborative leadership? Transformational Leadership? Situational Leadership? Democratic? In order for that shared vision to become a reality, someone needed to step up and challenge the status quo of the universities. “A set of attitudes and behaviors which create conditions for innovative change, which enable individuals and organizations to share a vision and move in its direction, and which contribute to the operationalization of ideas that advance distance education initiatives” (Beaudoin, 2007. p. 391).
I feel that it is not one leadership style that has contributed to the changes we are seeing in Higher Education but an amalgamation of many. It will be through continued leadership that Higher Education will continue to see growth and change. Black (2015) states “Effective leadership behavior must account for the leader, their followers and the context” (p. 60). As long as universities and colleges see the need for change, then so too will leadership.
Beaudoin, M. F. (2007). Institutional leadership. In M. G. Moore (Ed.), Handbook of distance education, 2nd edition, (pp. 391-402). New Jersey: Lawrence Erlbaum Associates Publishing.
Black, S. A. (2015). Qualities of Effective Leadership in Higher Education. Open Journal of Leadership, 4, 54-66. http://dx.doi.org/10.4236/ojl.2015.42006