The complexity of leadership competence in universities in the 21st century

Abstract

AbstractIn 21st-century higher education, effective managerial skills are crucial for quality assessment. ABC University aims to be an Excellent University by 2047, but leadership competence remains a barrier to this goal. This study focuses on the managerial abilities of the rector and vice-rector in managing higher education operations. The Research paradigm used is constructivist paradigm utilizing qualitative research methods. The study adopts a case study approach, investigating a specific context where the phenomenon of interest is occurring and holds significance for examination. The research commenced by gathering secondary data through preliminary key informant interviews, engaging with 12 former deans and vice deans. The researcher determined the focus and sub-focus of the research followed by collecting observation data and semi-structured interviews with informants consisting of 7 deans, 6 vice deans, 2 heads of departments, and 2 heads of institutions. The sampling method used was purposive and snowball sampling. The data undergoes analysis via the Manual Data Analysis Procedure, employing a thematic inductive approach to generate memos and ultimately construct a conceptual framework of managerial competency. The study reveals that the competency standards for rectorate leaders during the period 2020–2022 are inadequate, encompassing areas such as adaptive leadership, comprehensive managerial proficiency, and intelligent collegial relationships. This lack of effective communication and collaboration has an impact on the process of propelling ABC University towards excellence.

Keywords

• academic leaders
• managerial competencies
• building competencies
• succession planning