Leading universities are experiencing an increasing pressure to perform well in all sorts of competitive national and international ranking systems. In addition, the complexity involved in the development and upkeep of good higher education provision is putting some stress on the shoulders of leaders across institutions.
The current transformation that the higher education sector is undergoing entails the creation of a system which is free from all forms of unfair discrimination and artificial barriers to access and success. The current higher education model is built on the principles of social inclusivity, mutual respect, and acceptance.
Transformational leadership — that which leads to transformation —- in education is a model that leaders in education use to lead by example. Transformational leaders are sometimes called quiet leaders. They tend to use rapport, inspiration, and empathy to engage followers. Transformational leaders are known to possess courage, confidence, and the willingness to make sacrifices for the greater good.
Transformational leadership is the kind of leadership that encourages both students and faculty to greater levels of achievement. Transformational leadership is not to be confused with transformative leadership, which is that which causes transformation rather than leading to it.
Perhaps one of the best examples of transformational leadership that we can find is in Martin Luther King, Jr., who was a real transformative leader. He built relationships with his followers which led them to believe in him as a leader, and this eventually would lead to his followers believing in his vision. Building those relationships was what ultimately allowed his vision to transform the hearts and minds of generations even long after his death in 1968. To King, leadership was about a relationship.
The advantages that transformational leadership can offer to an institution include:
- Establishing of strong relationships
- Serving as an ideal influence
- Helping to bring enthusiasm and motivation into being
- Encouraging learning and stimulating creativity
- Reducing staff and faculty turnover
Critical thinking is a paramount component of transformational leadership theory because, in order to go through a process and be able to transform, sometimes a person needs to make real hard decisions. Critical thinking provides leaders with the tools to make better decisions.
In the case study compilation edited by Professor Jill Jameson, PhD, International Perspectives on Leadership in Higher Education: Critical Thinking for Global Challenges, Professor Jameson and the contributing authors explore the extent to which critical thinking on global challenges is employed by higher education leaders as well as the potential for an increase in the role of critical thinking in leadership which may lead to the transformation of both institutions and communities.
Effective leadership and management in higher education is increasingly being recognized. Thus, the nature of preparation and development required in order to promote good leadership has gained more attention in recent years. This has been one of the reasons for the growth of leadership development programs across the world.
Even though there is a true and specific preparation at a global level, there are approaches that can vary widely in response to local contextual factors. Yet, despite the differences being big or small, the overall perspectives on leadership development in higher education will always pursue the same goal: Making a difference.