From tradition to innovation
Proposing agile leadership as the new paradigm for a higher education institution in a developing country
Bibliographic Data
| ID | 6445874 |
|---|---|
| Authors | Nadine A Barrett-Maitland (0000-0001-6233-9585, University of Technology, Jamaica, corresponding author), Eraldine Williams-Shakespeare (0009-0001-7169-579X, University of Technology, Jamaica), D A Allen (University of Technology, Jamaica), Shaula Edwards-Braham (0009-0001-9477-6525, University of Technology, Jamaica) |
| Year | 2024 |
| Volume | 17 |
| Issue | 2 |
| Pages | 255-278 |
| Publication date | 2024-12-13 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Power and Education (JOURNAL) |
| Journal identifiers | ISSN: 1757-7438 • E-ISSN: 1757-7438 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/17577438241307310 |
| OpenAlex | W4405377504 |
| Language | EN |
| Citations received | 2 |
| References cited | 32 |
Higher education institutions (HEIs) face competition globally. Many HEI’s were unable to respond to the changing dynamics amidst decreasing public funds, bureaucratic constraints, and the recent COVID-19 pandemic (Ivetic and Ilic, 2020; Philbin, 2015). This challenging environment contributed to low morale and high staff turnover. Survival in this new era requires leadership approaches that are responsive to the dynamic, fast-paced realities of today’s higher education environment. Agile leadership is a flexible, proactive, and technologically driven management approach that reduces bureaucracies. This explanatory sequential mixed-methods study explored leadership style practices within a Jamaican HEI and the implications for its success. The research addressed three concerns: faculty perceptions of current leadership approach; how the leadership approach supports and advances the organization’s goals; and how the application of the agile leadership model can strengthen the effectiveness of its leaders. The findings indicate weaknesses in leadership capacity stemming from lack of training and reliance on cultural practices. Participants’ perceptions of their understandings of the different leadership approaches differed greatly from the overall leadership practices that were identified and their perceived leadership practices. Recommendations include the need for training for members in positions of leadership and for the adoption of an agile leadership approach
Agile software development · Bureaucracy · Economics · Higher education · Leadership · Leadership studies · Leadership style · Management · Neuroleadership · Political science · Politics · Public relations · Servant leadership · Shared leadership · Sociology · Transactional leadership · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Organizational Learning and Leadership
| Citations per year | 2 |
|---|---|
| Citation span | 2026 - 2026 (1) |
| Highly cited | No |