Financial challenges in higher education: community college leadership style and ranking

A large number of new community college presidents will be hired in the next 5 years due to vacancies. New leaders must be prepared to lead their institutions through the challenges facing community colleges. Forty-one community college presidents in North Carolina participated in our research (70.7% response rate). We found that community college presidents’ perceptions of their management styles all fall within the “team management” orientation according to the Blake and Mouton Managerial Grid (Blake & Mouton, 1964). We then examined the financial management challenges faced by community college presidents and found empirical evidence regarding how community college presidents rank six of the most critical financial challenges identified in the literature. Presidents’ rankings of the six most critical financial challenges showed that the three most pressing concerns are maintaining student access during times of increasing educational costs, managing enrollment during times of decreasing state funding, and lowering costs without damaging academic quality.     

Private higher education: challenges for Australia and beyond

Among the chief characteristics of the post‐industrial society are ambiguity and paradox. In Australian higher education, as in other sectors of Australian Society, these have found expression in individualism, private initiative and entrepreneuship.

The ‘privatization’ of higher education now includes the imposition on enrolment charges, the re‐introduction of ‘full cost’ fees, especially for private overseas students, moves towards the deregulation of salaries and conditions of employment of academic staff and the establishment of new ‘self‐contained’ and ‘hybrid’ private higher education institutions.

In response to these developments, debate has tended to centre upon a number of mythologies which inter alia assert that private higher education is new to Australia, that it is foreign to the Western academic tradition and that such education avoids the employment of public funds. Moreover, it is claimed that while private higher education is ipso facto elitist, it will, through competition, result in a more effective and efficient public sector.

The above mythologies are examined in the light of past, present and proposed developments in Australian higher education, with particular note being taken of the establishment of the Bond University in Queensland.     

Contextualizing distributed leadership in higher education

This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in this specific university: education, research, formal organization and boundary-spanning cross-scientific environments. A shared understanding of these logics was accompanied with a reported increase in organizational understanding and leadership awareness that helped establish collaboration and sensemaking. Furthermore, we show that the theory of logic multiplicity provides a way to analyze previously neglected aspects of power, tensions, context and the practical relevance of the concept of distributed leadership.     

Responding to crises in transnational education: new challenges for higher education

This paper is based on a case study of an Australian university involved in the delivery of transnational programs in an educational environment that has been increasingly characterized by commercial considerations. The researchers conducted focus group interviews with both general and academic staff to ascertain the personal, academic and administrative issues affecting the delivery of educational programs in Asia that arose as a result of one particular crisis in 2003: the SARS epidemic. The findings indicate that both administrative and academic staff felt personally and professionally challenged by the complexity of the issues involved in interrupting the pattern of transnational teaching. Potentially conflicting rationales emerged through the focus group discussions, with administrative staff expressing concern with maintaining services, while lecturers articulated a preoccupation with the safeguarding of assessment standards.     

New challenges for higher education: global and Asia-Pacific perspectives

With rapid socio-economic changes, twenty-first century higher education is facing major challenges to its governance systems, curriculum, mission focus, external relations, research, and financing. A theoretical framework to analyze these post-massification challenges is suggested, with a focus on the Asia-Pacific region as well as global issues. Five main topic areas provide the basis for the theoretical framework: massification, privatization, accountability and governance, internationalization, and ranking and world-class universities. Some discussion of the possible effects of the financial crisis that commenced in 2008 is provided.     

Towards leadingful leadership literacies for higher education management

This paper locates ‘leadingful leadership literacies’ as a lens for considering changing contexts for leadership and work in higher education management. It makes a contribution to higher education leadership studies by offering an empirical account of expanded notions of leadership. These extend the field beyond those unwilling to critique managerialist knowledge claims. I will argue that not only managerialist practices per se are of concern as we face discontinuous change in the sector – changes which move well beyond rationalist truth claims – but that these remain largely unchallenged and have moved into spaces that should be (re)claimed by leadership.     

Working toward transformational leadership in higher education

Before colleges and universities can develop leaders, they must develop a coherent vision of what leadership is. A reflection on James MacGregor Burns's concepts of transformational leadership suggests where that discussion might begin.     

中国高等教育的国际化:挑战与对策

国际化是世界高等教育发展的一大趋势,也是高等教育跨越国界的交流、合作与竞争过程。在经济全球化的背景下,中国经济的高速发展急需各类具有国际意识和能力的高素质人才;然而,我国高等教育在培养目标、课程设置和教学方法等方面都尚未完全适应经济发展和社会转型的需要。我国宜采取"自上而下"政府主导、院校参与的高等教育国际化战略,既需要政府部门通过法律、政策等手段引导和规范,同时也需要高等院校以提高学生"全球能力"为核心进行系统改革以促进国际化水平。     

Internationalising higher education: comparing the challenges of different higher education institutions in Malaysia

Internationalisation of higher education in Malaysia is seen as a means for improving and empowering higher education so that the higher education institutions in the country can become comparable to the best in the world. While the government has spelt out the directions as well as some of the targets for internationalisation, higher education institutions in the country have been internationalising for different reasons and with different levels of priority and intensity. Public universities, especially the older ones, have been engaged in internationalisation as part of their academic growth and development. Concurrently, a variety of private institutions of higher learning has evolved since the opening up of private higher education from the 1980s. These include private universities that have been established by large corporations, smaller private colleges that have been elevated to the status of degree-conferring institutions as well as branch campuses of foreign universities. The objective of this paper is to examine the different concepts and challenges of internationalisation faced by the different types of higher education institutions in the country, using the case study approach. It was found that in each of these cases, the concept of internationalisation and the challenges faced are different, although funding is raised as a problem in three of the four cases. These different challenges imply that current policies may have to be fine-tuned in order to address the different needs of these institutions in their respective efforts to internationalise.     

Action learning in virtual higher education: applying leadership theory

This paper reports the historical foundation of Northeastern University’s course, LDR 6100: Developing Your Leadership Capability, a partial literature review of action learning (AL) and virtual action learning (VAL), a course methodology of LDR 6100 requiring students to apply leadership perspectives using VAL as instructed by the author, questionnaire and survey results of students who evaluated the effectiveness of their application of leadership theories using VAL and insights believed to have been gained by the author administering VAL. Findings indicate most students thought applying leadership perspectives using AL was better than considering leadership perspectives not using AL. In addition as implemented in LDR 6100, more students evaluated VAL positively than did those who assessed VAL negatively.     

Quality and change in higher education

There is increasing evidence that the pressures on British universities for greater quality and accountability, linked closely to funding, are leading to loss of quality. These governmental pressures, exerted through the Funding Councils, are wholly different from those applied in a quite separate way from another government source, the Employment Department. This article analyses the nature and effects of the two kinds of pressures in terms of change theory. This also demonstrates that the observed effects were not only largely predictable but to a substantial extent were predicted, and warns of the danger that the resulting deleterious effects may become irreversible.Lewis Elton obtained an M.A. in Mathematics at Cambridge University and a B.Sc. in Mathematics and a Ph.D. in Theoretical Physics at the University of London. He is a Further and Higher Education Adviser to the UK Employment Department and Emeritus Professor of Higher Education at the University of Surrey. His special interests are in the improvement of university teaching and learning; staff development; distance learning; and organizational change in higher education. Pat Cryer obtained a B.Sc. in Mathematics and Physics at the University of Exeter and a Ph.D. in Educational Development at the University of Surrey. She has recently resigned as Professional Adviser of the UK Universities' Staff Development Unit and is now a Consultant in Higher Education. Her special interests are in issues of quality; staff development; and teaching large classes.The opinions expressed in this paper are our own and do not commit the Employment Department.     

Institutional change and higher education

Institutional change includes the supplanting of the old model of production with a new one, the elimination of old markets and the emergence of new ones. As higher education around the world shifts from national markets to an integrated transnational market, and possibly toward a virtual market, Christian higher education, like other market sectors, will have the opportunity to redefine its market niche. Emerging opportunities linked to new institutional rules will challenge higher education in ways that may not yet be obvious to its present managers and faculties. How the university in its portfolio of options might negotiate the elimination of old markets and the creation of new markets is the subject of this essay. A general set of principles and recommendations is offered.

Issues in short cycle higher education

If a transition from elitist to mass higher education is to be brought about, traditional universities will not be able to do the job alone; new types of higher education will have to be developed to cope with increasing numbers and more diversified student needs. One possibility is expansion and appropriate reforms of short-cycle higher education and OECD's Education Committee has been exploring the problems involved in setting up such institutions or programmes and integrating them into the educational system and the society at large. These problems and some of the solutions envisaged are described in the following article.This article first appeared in the OECD Observer, February 1972.