Higher Education Digital Academic Leadership: Perceptions and Practices from Chinese University Leaders

Abstract

Digital academic leadership (DAL) is essential for navigating the complexities of digital transformation in higher education institutions. However, empirical studies on how university leaders perceive and implement these practices remain scarce. This study bridges the critical gap in higher education leadership research by empirically investigating DAL through the lens of the unified theory of acceptance and use of technology. This study employs a mixed-methods approach, combining surveys and semi-structured interviews with mid-to-senior university administrators in Zhejiang and Guangdong, China, from whom the research identifies four core dimensions of DAL: digital strategic foresight, resource coordination, technology awareness, and culture building. Quantitative analyses reveal significant variations in DAL perceptions across institutional tiers, gender, and disciplinary cluster, while quantitative and qualitative insights both expose contextual challenges and strategic pathways in effective DAL implementation in Chinese universities for organizational goals. The study contributes a framework for theorizing DAL as a situated practice and offers evidence-based strategies for reconciling technological imperatives with localized leadership dynamics in Chinese universities.

Keywords

• digital academic leadership (DAL)
• Chinese higher education
• unified theory of acceptance and use of technology (UTAUT)