Academics transformational leadership: an investigation of heads of department leadership behaviours in Malaysian public universities

Presently, the role and the function of universities in Malaysia have been described as being in a state of change. Several strategies have been adopted to assist in the re-branding of higher institutions of learning. As a consequence, an effective model of leadership practices, particularly at the Malaysian academic departmental level, has to be generated in order to replace the traditional leadership practices in meeting the national aspirations. The purpose of this study was to investigate the relationship between department heads’ leadership behaviour with academics’ organisational commitment. Survey responses from 430 academics from Malaysian public universities were received and analysed. The main finding of this study reveals that the adoption of encouraging leadership behaviour (Kouzes and Posner’s Transformational Leadership) shows a 55% direct positive relationship with academics’ organisational commitment, with demographical factors playing no role as a moderator with either variable. This reinforces the rationalisation for adopting the model within the Malaysian academic setting, where department heads should indeed lead the academic organisation.     

The social impact of open government data in Hong Kong: Umbrella Movement protests and adversarial politics

While there has been much anticipation that open government data (OGD) would increase the inclusion of marginalized groups in government decision-making processes, researchers have found little evidence of it. Such findings or lack of findings of social impact have led researchers to call for critical review of present notions of OGD’s impact and also for better theoretical frameworks. In response to these calls, we develop a theoretical framework based on an ethnographic study of civic use of OGD in Hong Kong. We argue that constrained by the deliberative democracy models that focus on existing mechanisms of political participation, researchers have tended to overlook the use of OGD for protests, contestation, and other expressions of adversarial politics, which also produce a use of OGD for social impacts.     

Technical college teachers sharing their knowledge: does leadership,institutional factors or barriers predict their practices?

This study determines the preferable leadership practised by colleges’ directors, institutional factors and challenges encountered in knowledge sharing in Malaysian technical higher learning institutions (HLIs). Using a pragmatic mixed-method strand, we obtained 212 teachers and instructors’ viewpoints on knowledge sharing factors and barriers. The study also interviewed four teachers in exploring college directors’ leadership practices and issues faced while sharing their knowledge and experiences with their colleagues. The findings revealed that technical college teachers favoured enabling others to act as a preferable leadership practice that empirically supports their knowledge sharing practices. Thus, reward system and culture were antecedents and significant predictors for teachers’ knowledge sharing practices in technical HLIs compared with their colleges directors’ transformational leadership practices. Teachers also highlighted that their directors provide affirmative responses concerning the knowledge sharing activities; thus, practising their roles as a knowledge sharing catalysts. However, lack of support from the management, micro-politics and teachers’ own negative perceptions were identified as challenges and constraints teachers encountered while sharing their knowledge with their peers. The findings put forward some suggestions for improvement on technical college’s knowledge sharing practices.     

MPACT and citation impact: Two sides of the same scholarly coin?

This article provides the first comparison of citation counts and mentoring impact (MPACT) indicators — indicators that serve to quantify the process of doctoral mentoring. Using a dataset of 120 library and information science (LIS) faculty members in North America, this article examines the correlation between MPACT indicators and citation counts. Results suggest that MPACT indicators measure something distinct from citation counts. The article discusses these distinctions, with emphasis on differences between faculty ranks. It considers possible explanations for weak correlations between citations and mentoring at the full professor rank as well as implications for faculty activity analysis and broader institutional evolution.