Exemplary Leadership in Higher Education: Study at Universitas Islam Syekh-Yusuf Tangerang
DOI:
https://doi.org/10.46799/ijssr.v3i1.238Keywords:
exemplary leadership, leadership; higher education, Universitas Islam Syekh-Yusuf TangerangAbstract
This study aims to find out exemplary leadership: studies at Universitas Islam Syekh-Yusuf Tangerang. This research is very strategic, important and interesting, considering that exemplary leadership is very interesting to study in depth. For this reason, this research intends to take a more in-depth picture of exemplary leadership. Referring to the research focus, it can be understood that this research uses qualitative research with descriptive qualitative analysis, thus the data is presented descriptively, factually and systematically. this research shows that the Rector's leadership can still be drawn from exemplary behavior. The Rector's leadership can still be drawn from exemplary aspects, including aspects of (a) the intimacy of the Rector's leadership conversation is a little less focused; (b) the interactivity of the Rector's leadership is indeed less intense; (c) seen from the aspect of the Chancellor's leadership, the participation of the Chancellor appears to have a sense of responsibility for the dynamics that occur; and (d) this intentionality is indeed important, although it must be admitted that the Rector's activities are very numerous, and therefore cannot be monitored in detail. The Rector should have full time at work so that the dynamics can be observed carefully and the progress can be known clearly.
References
Gallos, J. V, & Bolman, L. G. (2021). Reframing academic leadership. John wiley & sons. Google Scholar
Ghias, W., Hassan, S., & Masood, M. T. (2018). Does Courageous Followership contribute to Exemplary Leadership Practices: Evidence from Pakistan? NUML International Journal of Business & Management, 13(1), 11–21. Google Scholar
Goodwin, G. P., Piazza, J., & Rozin, P. (2014). Moral character predominates in person perception and evaluation. Journal of Personality and Social Psychology, 106(1), 148. Google Scholar
Hargis, M. B., & Bradley III, D. B. (2011). Strategic human resource management in small and growing firms: Aligning valuable resources. Academy of Strategic Management Journal, 10(2), 105. Google Scholar
Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680. Google Scholar
Hunde, A., Amsale, F., Ferede, B., & Bekele, M. (2019). Deans’ Leadership Effectiveness in Oromia Teachers Training Colleges. Ethiopian Journal of Education and Sciences, 14(2), 58–71. Google Scholar
King, W. (2017). Leadership in Higher Education: A View from Below. International Journal of Leadership and Change, 5(1), 7. Google Scholar
Kouzes, J. M., & Posner, B. Z. (1995). The leadership challenge: How to keep getting extraordinary things done in organizations. Language, 25(405p), 23cm. Google Scholar
Kouzes, J. M., & Posner, B. Z. (2003). The Jossey-Bass academic administrator’s guide to exemplary leadership (Vol. 131). John Wiley & Sons. Google Scholar
Lavigne, E. (2016). Deans as advertised: A content analysis of academic deans’ job announcements by Canadian universities from 2011 through 2015. Annual Meeting of the Canadian Society for the Study of Higher Education (CSSHE) Calgary, May, 31. Google Scholar
Leithwood, K., & Jantzi, D. (1997). Explaining variation in teachers’ perceptions of principals’ leadership: A replication. Journal of Educational Administration, 35(4), 312–331. Google Scholar
Levine, M. F. (2000). The importance of leadership: An investigation of presidential style at fifty national universities. University of North Texas. Google Scholar
Mulford, B., & Silins, H. (2011). Revised models and conceptualisation of successful school principalship for improved student outcomes. International Journal of Educational Management. Google Scholar
Nichols, S. (2012). Cultivating intentional conversations: A narrative study of those who lead through the use of conversation in their spheres of influence. Alliant International University. Google Scholar
Nicholson, W. D. (2007). Leading where it counts: An investigation of the leadership styles and behaviors that define college and university presidents as successful fundraisers. International Journal of Educational Advancement, 7, 256–270. Google Scholar
Orr, M. T., & Orphanos, S. (2011). How graduate-level preparation influences the effectiveness of school leaders: A comparison of the outcomes of exemplary and conventional leadership preparation programs for principals. Educational Administration Quarterly, 47(1), 18–70. Google Scholar
Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28(2), 254–262.Elsevier
Powell, C. J. (2018). A phenomenological study of exemplary elementary school principals leading through conversational intimacy, interactivity, inclusion, and intentionality. Brandman University. Google Scholar
Wolverton, M., & Gmelch, W. H. (2002). College Deans: Leading from within. American Council on Education/Oryx Press Series on Higher Education. ERIC. Google Scholar
Published
Issue
Section
License
Copyright (c) 2023 M. Rosul Asmawi, Seno Santoso, Muhamad Nur, Siti Maesaroh
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International. that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
