Decision-Making and Its Correlation with Distributed Leadership of the Heads of Academic Departments: Palestinian Universities as a Case Study

Abstract

Decision-making and distributed leadership are two integral aspects in terms of leadership and administration practice. This study aims to identify the correlation between the effectiveness of decision-making and the extent of distributed leadership practice among the heads of academic departments at the Palestinian universities in Gaza Strip. The study also aims to explore to which extent the correlation between both factors can affect the educational environment inside higher education institutions’ departments. To achieve those objectives, the study adopts the quantitative method and implements two questionnaires. The population of the study comprises all the heads of academic departments in three Palestinian universities in Gaza Strip The study strengthens concerns that the increase in decision taking effectiveness has a positive effect on the extent of distributed leadership practice. The study recommends taking reasons for the success of decision-making in managing human resources within the academic departments in the context of higher education by relying on a system of incentives and encouragement. The study suggests conducting further studies on designing training programs for developing distributed leadership of the heads of academic departments. Furthermore, it recommends conducting analytical studies on the systems and regulations implemented by university leaders measuring their ability to support change.

Keywords

• decision-making
• distributed leadership
• academic department
• faculty
• correlation
• palestinian universities
• gaza strip