Management, administration, and leadership have been defined differently by different scholars. Many scholars look at the three terms as being the same, yet others believe that the three concepts are different. This paper which is base on review of literature from articles attempts to determine the differences between management, administration and leadership. Even though management, administration, and leadership have been interchangeably used and thought to be similar; this study found out that the three concepts are completely poles apart. The findings revealed that management is concerned with maintaining efficiently and effectively the current organizational arrangements whereas leadership engrosses influencing people's actions towards achieving desirable ends. Yet on the other hand administration was found to be a process of working with and through others in order to accomplish organizational goals and objectives efficiently. In general, this study suggests that the three concepts of management, administration, and leadership engross unique roles. The researcher therefore recommends that Higher Education Institutions should create a contributive environment under which leaders, managers, and administrators execute their distinctive roles for institutional development.
See Full PDF See Full PDFThe impact of leadership competence and administrative leadership on higher education institutions around the world
Situational leadership style is closely linked to leadership effectiveness in universities and global settings. Effective academic leaders employ the four leadership modalities of "telling, selling, participating, and delegating" and must possess a set of skills and take on specific responsibilities. Good academic leaders have the necessary skills and positions when hired and use different leadership philosophies depending on the scenario. To ensure good academic leadership, systematic programs for leadership development are crucial. The study aims to review literature on leadership competences and administrative leaders in higher institutions worldwide. The researcher used ProQuest and various web-based providers to search for published articles in social science and management education related to leadership competences and administrative leaders in higher institutions. Review findings show that administrative executives struggle with change management in the real world, struggle to embrace new practices, and struggle with using constructive aspects of conflict in conflict resolution. Additionally, administrative leaders struggle with setting priorities to make the best judgments.
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This paper aimed to examine role of leaders and managers in educational institutions from the perspective of available literatureon leadership and management and the functions and behavioural dimensions of leaders and managers in educational institutions in the shape of theories and research articles. For the purpose answers of five research questions a) what are the dimensions of the leadership? b) What are the dimensions of the management? c) What is relation between leadership and management? d) How Leaders are deemed as managers? And e) what is educational leadership and management? Were coined and their answers were brought from and in the light of existing and available literature. From the review of definitions and explanations existing literature it could be inferred that the word leadership, management and educational leadership & management have different definitions, meanings and explanations as the researchers gave them on the basis of their own understanding and experiences they deemed intact for them. For the leaders it could be inferred that they should have vision, mission and hope for their followers and from the perspective of followers they should have satisfaction of their belief if the leader is followed they would achieve their destination. The management is to manage an organization in different situations with jurisprudence by utilizing available resources. The educational leadership and managers perform dual responsibilities. Leaders perform the responsibilities of the managers and so the managers in their institutions
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The paper discusses the conceptual framework of issues of management of higher education institutions. The paper discusses the dynamics of transformational and transactional leadership styles of faculties using secondary data. The paper explores theoretical debates on leadership in academic institutions. Transformational leadership inspires faculties to achieve their full potential and integrate personal goals with organizational goals. Transformational leadership characteristics lead to extra effort by faculty and higher level of job satisfaction. Highly transactional, contractual organizational culture and bureaucracies are characterized as attending more to self interest than to the interest of the organization. Laissez faire leadership style has negative correlation with follower satisfaction and follower extra effort. Integrating programs such as seminars, workshops and updates on school administration and leadership can sharpen the skills of institutional leaders on the job.
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Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences
This present paper discusses the importance of leadership in educational management with specific reference to schools. Educational leadership has a critical role in the transformation of society, and for change to happen, effective leaders are key. Along with the widespread belief that the quality of leadership makes a significant difference to school and student outcomes. There is also increasing recognition that if effective school leaders and managers are developed they are most likely going to provide the best possible education for their learners. Effective leadership and management are essential if schools and colleges are to achieve the wide-ranging objectives set for them by their many stakeholders, notably the government which provide most of the funding for public educational institutions. Teachers and their leaders and managers are the people who are required to deliver higher educational standards. Management and leadership are important for the delivery of good educati.
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Abstract In higher education institutions (HEIs), various roles have to be performed, and each of them is likely to carry a certain prestige, the amount of which will depend on the importance of that role to the achievement of goals and on preconceived expectations of the role.
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