Simon A. Black

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Department of Human Resources, University of Kent, Canterbury, UK.
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Abstract: The leadership of Higher Education institutions has been placed under increasing scrutiny since the 1980s with the expansion of student numbers, changes in funding for student places, increased marketization and student choice, and continuing globalisation of the sector. In this climate of change Higher Education institutions have been required to consider how to develop their leaders and what might be appropriate leadership behaviour to enable adaptation to these new circumstances. When the various paradigms of leadership encountered in the Higher Education sector are compared with established leadership theory and practice it is possible to identify further intricacies in the development of Higher Education leaders. Further consideration of practicalities within Higher Education identifies whether competence frameworks might assist in leadership development. An examination of a recently-developed comprehensive framework of leadership capabilities applied in an alternative sector leads to an evaluation as to whether the same constructs apply to the demands placed upon leaders in Higher Education. Analysis demonstrates that, with minor changes in terminology, the constructs remain appropriate and valid. The definitions of activities and behaviours offer insight into how Higher Education leaders could be developed and therefore form a potential framework of leadership capabilities for Higher Education.

Keywords: Higher Education, Systems Thinking, Competencies, Transformation, Competence Framework

Cite this paper: A. Black, S. (2015) Qualities of Effective Leadership in Higher Education. Open Journal of Leadership, 4, 54-66. doi: 10.4236/ojl.2015.42006.

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