Research Article
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Year 2021, Volume: 2 Issue: 1, 1 - 18, 30.06.2021

Abstract

References

  • Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139-158.
  • Armstrong, P. & Gough, A. (2019). Developing and Motivating Young Leaders for Sustainability: A Developmental Framework. In D. Zandvliet (ed) Culture and Environment Weaving New Connections (163-191). Leiden: Brill Sense.
  • Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F. & May, D. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15(6): 801–823.
  • Aziz, D. (2018). Competencies and Strategies Utilized by Higher Education Leaders During Planned Change. (Unpublished doctoral dissertation). Wayne State University Dissertations, USA: Michigan.
  • Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 3, 19–31.
  • Blackburn, I. M., Eunson, K. M., & Bishop, S. (1986). A two-year naturalistic follow-up of depressed patients treated with cognitive therapy, pharmacotherapy and a combination of both. Journal of Affective disorders, 10(1), 67-75.
  • Bolden, R., Petrov, G. and Gosling, J. (2009). Distributed leadership in higher education rhetoric and reality. Educational Management Administration & Leadership, 37: 257–277.
  • Boroujeni, M. S., Shirvani, M., Hecking, T., Hoppe, U., Dillenbourg, P. (2017). Dynamics of MOOC Discussion Forums, LAK’17, March 13-17, 2017, Vancouver, BC, Canada.
  • Boyatzis, R. E., Passarelli, A. M., Koenig, K., Lowe, M., Matthew, B., Stoller, J. K. & Phillips, M. (2012). Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders. Leadership Quarterly, 23(2) 259–272.
  • Braun, V. & Clarke, V. (2008) Using thematic analysis in psychology. Qualitative Research in Psychology, 3:2, 77-101.
  • Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6) 693–710.
  • Burkinshaw, P. (2015). Higher Education, Leadership and Women Vice Chancellors: Fitting in to Communities of Practice of Masculinities. Palgrave Macmillan.
  • Burkinshaw, P. & White, K. (2017). Fixing the women or fixing universities: Women in HE leadership. Administrative Sciences, 7(3), 1-14. https://doi.org/10.3390/admsci7030030.
  • Cohen, P. (2004). The crisis of the university. Campus Review, April 21-27, 9-12.
  • Coombes, B. (2009). Generation Y: Are they really digital natives or more like digital refugees. Synergy, 7(1), 31–40.
  • Creswell, J. W., & Brown, M. L. (1992). How chairpersons enhance faculty research: A grounded theory study. The Review of Higher Education, 16(1), 41-62.
  • Cummings, T. G., & Worley, C. G. (2004). Organization development and change. OH: South-Western.
  • Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. Leadership Quarterly, 79(2) 163–178.
  • Dinh, N. B. K., Caliskan, A., & Zhu, C. (2020). Academic leadership: Perceptions of academic leaders and staff in diverse contexts. Educational Management Administration & Leadership, doi: https://doi.org/10.1177/1741143220921192.
  • Dopson, S., Ferlie, E., McGivern, G., Fischer, M.D., Mitra, M., Ledger, J. & Behrens, S. (2018). Leadership Development in Higher Education: A Literature Review and Implications for Programme Redesign. Higher Education Quarterly, 73, 2:218–234.
  • Drew, G. (2010). Issues and challenges in higher education leadership: Engaging for change. Australian Educational Researcher, 37(3), 57-76.
  • Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3) 207–216.
  • Evans, L. (2012). Leadership for Researcher Development: What Research Leaders Need to Know and Understand. Educational Management Administration & Leadership, 40(4):423 435.
  • Fields, J., Kenny, N. A. & Mueller, R. A. (2019). Conceptualizing educational leadership in an academic development program. International Journal for Academic Development, 24:3, 218-231.
  • Fullan, M. (2002). The role of leadership in the promotion of knowledge management in schools. Teachers and Teaching, 8(3), 409-419.
  • Gardner, H. (1998). A multiplicity of intelligences. Scientific American, 9, 19-23.
  • Gmelch, W.H., & Burns, J.S. (1993). The cost of academic leadership: Department Chair Stress. Innov High Educ, 17, 259–270.
  • Goleman, D. (2008). Emotional Intelligence: Why It Can Matter More Than IQ. London: Bloomsbury.
  • Griffiths, M. (2000). Collaboration and partnership in question: Knowledge, politics and practice. Journal of Education Policy,15, 383–395.
  • Hanna, D. E. (2003). Building a leadership vision: Eleven strategic challenges for higher education. Educause, July-August, 25-34.
  • Hénard, F. & Roseveare, D. (2012). Fostering Quality Teaching in Higher Education: Policies and Practices, An IMHE Guide for Higher Education Institutions. OECD.
  • Hofmeyer, A., Sheingold, B. H., Helen, B., Klopper, H. C. & Warland, J. (2015). Leadership In Learning And Teaching In Higher Education: Perspectives of Academics In Non-Formal Leadership Roles. Contemporary Issues In Education Research, 8, 3, 181-192.
  • Huisman, J. (2016). Higher education institutions: Landscape designers or contrived Organisations? In P. Scott, J. Gallacher, & G. Parry (Eds.), New languages and landscapes of higher education (pp. 188–203). Oxford: Oxford University Press.
  • Jamison, J., Sutton, S., Mant, J. (2018). Online stroke forum as source of data for qualitative research: Insights from a comparison with patients' interviews. BMJ Open, 8, 1-7.
  • Johnson, C. (2002). Evaluating the impact of emotional intelligence on leadership performance. International Leadership Association Conference, Seattle, WA.
  • Jones, S. Lefoe, G. Harvey, M. & Ryland, K. (2012). Distributed leadership: A collaborative framework for academics, executives and professionals in higher education. Journal of Higher Education Policy and Management, 34(1) 67–78.
  • Juntrasook, A., Nairn, K., Bond, C. & Spronken-Smith, R. (2013). Unpacking the narrative of non-positional leadership in academia: Hero and/or victim? Higher Education Research & Development, 32(2) 201–213.
  • Kirschner, P. A., & Stoyanov, S. (2020). Educating Youth for Nonexistent/Not Yet Existing Professions. Educational Policy, 34 (3), 477–517.
  • Marcus, S., & Pringle, A. (1995). What new competencies are needed in a changing environment? Human Resources Professional, 8(3), 19-24.
  • Maxwell, J.C. (2002). Leadership 101: What Every Leader Needs to Know. Nashville TN: Thomas Nelson.
  • McKee, A. & Massimilian, D. (2006). Resonant leadership: A new kind of leadership for the digital age. Journal of Business Strategy, 27, 45–49.
  • Mercer, J. (2009). Junior academic-manager in higher education: An untold story? International Journal of Educational Management, 23 (4): 348 - 359.
  • Middlehurst, R. (2008). Not enough science or not enough learning? Exploring the gaps between leadership theory and practice. Higher Education Quarterly, 62, 322–339.
  • Oblinger, D., Oblinger, J. L., & Lippincott, J. K. (2005). Educating the net generation. Boulder, CO: EDUCAUSE.
  • O’Connor, P. (2011). Where do women fit in university senior management? An analytical typology of cross-national organizational cultures. In B. Bagilhole & K. White (eds.), Gender, power and management: A Cross-cultural analysis of higher education (pp. 168-191). Basingstoke: Palgrave Macmillan.
  • Pani, A. (2017). Academic leadership: Concept, attributes and practices. University News, 55(49): 17–25.
  • Parrish, D. (2013). The relevance of emotional intelligence for leadership in a higher education context. Studies in Higher Education. doi: 10.1080/03075079.2013.842225.
  • Pearce, C.L. (2004). The future of leadership: combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18, 1, 47–57.
  • Pearce, C. & Conger, J. (2003). All those years ago: The historical underpinnings of shared leadership. In C. Pearce & J. Conger (Eds.) Shared leadership. Thousand Oaks, CA: Sage.
  • Pielstick, C.D. (2000). Formal & Informal Leading: A Comparative Analysis. The Journal of Leadership Studies, 7,3, 99-114.
  • Pinheiro, R., Aarrevaara, T., Berg, L. N., Fumasoli, T., Geschwind, L. Hansen, H. F., ………Söderlind, J. (2019). Does It Really Matter? Assessing the Performance Effects of Changes in Leadership and Management Structures in Nordic Higher Education. In Pinheiro R., Geschwind L., Foss Hansen H., Pulkkinen K. (eds), Reforms, Organizational Change and Performance in Higher Education, (pp.3-36). Palgrave Macmillan, Cham.
  • Ramsden, P. (1998). Learning to lead in higher education. London, England: Routledge.
  • Roach, A. A., Wyman, L. T., Brookes, H., Chavez, C., Brice, H. S., & Valdes, G. (1999). Leadership giftedness: Models revisited. Gifted Children Quarterly, 43(3), 13–24.
  • Roberts, S., Butcher, L., & Brooker, M. (2010). Clarifying, Developing and Valuing the Role of unit Coordinators as Informal Leaders of Learning in Higher Education (Final Report). Murdoch University: Australian Learning& Teaching Council.
  • Sathye, M. (2004). Leadership in higher education: A qualitative study. Forum: Qualitative Social Research, 5(3): 1–11.
  • Smith, M.K., Wood, W.B., Adams, W.K., Wieman, C., Knight, J.K., Guild, N., Su, T.T. (2009). Why peer discussion improves student performance on in-class concept questions. Science, 323, 122–124. Sotirakou, T. (2004). Coping with conflict within the entrepreneurial university: Treat or challenge for heads of departments in the UK higher education context. International Review of Administrative Sciences, 70 (2): 345-372.
  • Spendlove, M. (2007). Competencies for effective leadership in higher education. International Journal of Educational Management, 21(5): 407- 417
  • Stephens-Martinez, K., Hearst, M.A., Fox, A. (2014). Monitoring moocs: which information sources do instructors value? In Proceedings of the First ACM Conference on Learning at Scale Conference (pp. 79–88). ACM.
  • Sullivan, C. F. (2003). Gendered Cybersupport: A Thematic Analysis of Two Online Cancer Support Groups. Journal of Health Psychology, 8(1), 83- 104.
  • Taylor, A. C. (2008). Promoting sustainable practices: The importance of building leadership capacity. Proceedings of the Enviro 08 Conference, 5-7 May, Melbourne, Victoria.
  • Thamhain, H.J. (2004). Team leadership effectiveness in technology-based project environments. Project Management Journal, 35, 4, 35–46.
  • Tomas, M., Lavie, J. M., Duran, M. del M., Guillamon, C. (2010). Women in academic administration at the university. Educational Management Administration & Leadership. 38(4), 487-498 https://doi.org/10.1177/1741143210368266.
  • van Linden, J. A., & Fertman, C. I. (1998). Youth leadership: A guide to understanding leadership development in adolescents. San Francisco, CA: Jossey-Boss.
  • Vial, G. (2019). Understanding digital transformation: a review and a research agenda. J. Strateg.Inf. Syst. 28(2), 118–144.
  • Vuorikari, R., Punie, Y., Gomez, S. C., & Van Den Brande, G. (2016). DigComp 2.0: The digital competence framework for citizens. Update phase 1: The conceptual reference model. Joint Research Centre.
  • Wakawa, M. Y. Yamta Ali, B. Y. (2018). Developing Young Leaders: Needs and Implications on Organizational Growth and Sustainability. SSRN: https://ssrn.com/abstract=3157157.
  • Weimer, M. (2013). Learner-centered teaching:five key changes to practice(2nd ed.). New York: Jossey-Bass.
  • Wells, B. C. (2002). Academic Leadership: One Dean's Perspective, American Journal of Pharmaceutical Education, 66.
  • Zafar, T., Hmedat, W., Chaubey, D. S., Rehman, A. (2019). An Exploration of Academic Leadership Dynamics: A Literature Review. International Journal on Leadership, 7 (1): 28-36. Zenger, J. Folkman, J. (2015). What Younger Managers Should Know About How They’re Perceived. Harward Business Review.
  • Zenger, J. & Folkman, J. (2016). Speed: How Leaders Accelerate Successful Execution. McGraw, Hill.
  • Zhang, W. & Zhang, Q. (2013). An Analysis of Factors in Professional Growth of Young Academic Leaders in Universities. International Conference on Industrial Engineering and Management Science, Shanghai, China, 28-29 September.
  • Zhu, C., & Zayim-Kurtay, M. (2018). University governance and academic leadership: Perceptions of European and Chinese university staff and perceived need for capacity building. European Journal of Higher Education, 8(4): 435–452.

Exploring young-level academic leadership: A thematic analysis of a MOOC discussion forum

Year 2021, Volume: 2 Issue: 1, 1 - 18, 30.06.2021

Abstract

Higher education institutions around the world have been experiencing pressures resulting in substantial changes. In this transformative era, the successful functioning of the universities and maintaining their competitive advantage highly relies on the institutional level governance and the capacities of academic leaders at all levels. Despite some studies in senior and middle-level academic leadership, there is still a scarcity of research on the young-level academic leaders. Young-level academic leaders are those who play a decisive role in both practices of department and research group running and teaching and research to promote the development of a new turn of higher education. They also constitute an important part of academic leaders as they have excelled competencies in welcoming change, inspiring, being receptive to feedback, and setting stretch goals. However, they struggle to lead teaching programs, course coordination, and research projects in an era of the ever-increasing impact of neo-liberalism in a more competitive environment. Therefore, this paper is intended to fill the gap to study the concepts, competencies, and challenges of young academic leadership. Conducting qualitative content analysis to explore the perceptions about young academic leadership in a MOOC course discussion forum, this study explores young-level academic leadership through online discussion forums to uncover additional materials in comparison to traditional qualitative methodologies. This study also documents the perspectives of MOOC discussion users on three main issues: the concept of young-level academic leadership, competencies to be an effective leader, and the current challenges they encounter. Moreover, it can serve as a stepping-stone for designing the leadership framework used in academic leadership development programs.

References

  • Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139-158.
  • Armstrong, P. & Gough, A. (2019). Developing and Motivating Young Leaders for Sustainability: A Developmental Framework. In D. Zandvliet (ed) Culture and Environment Weaving New Connections (163-191). Leiden: Brill Sense.
  • Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F. & May, D. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15(6): 801–823.
  • Aziz, D. (2018). Competencies and Strategies Utilized by Higher Education Leaders During Planned Change. (Unpublished doctoral dissertation). Wayne State University Dissertations, USA: Michigan.
  • Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 3, 19–31.
  • Blackburn, I. M., Eunson, K. M., & Bishop, S. (1986). A two-year naturalistic follow-up of depressed patients treated with cognitive therapy, pharmacotherapy and a combination of both. Journal of Affective disorders, 10(1), 67-75.
  • Bolden, R., Petrov, G. and Gosling, J. (2009). Distributed leadership in higher education rhetoric and reality. Educational Management Administration & Leadership, 37: 257–277.
  • Boroujeni, M. S., Shirvani, M., Hecking, T., Hoppe, U., Dillenbourg, P. (2017). Dynamics of MOOC Discussion Forums, LAK’17, March 13-17, 2017, Vancouver, BC, Canada.
  • Boyatzis, R. E., Passarelli, A. M., Koenig, K., Lowe, M., Matthew, B., Stoller, J. K. & Phillips, M. (2012). Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders. Leadership Quarterly, 23(2) 259–272.
  • Braun, V. & Clarke, V. (2008) Using thematic analysis in psychology. Qualitative Research in Psychology, 3:2, 77-101.
  • Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6) 693–710.
  • Burkinshaw, P. (2015). Higher Education, Leadership and Women Vice Chancellors: Fitting in to Communities of Practice of Masculinities. Palgrave Macmillan.
  • Burkinshaw, P. & White, K. (2017). Fixing the women or fixing universities: Women in HE leadership. Administrative Sciences, 7(3), 1-14. https://doi.org/10.3390/admsci7030030.
  • Cohen, P. (2004). The crisis of the university. Campus Review, April 21-27, 9-12.
  • Coombes, B. (2009). Generation Y: Are they really digital natives or more like digital refugees. Synergy, 7(1), 31–40.
  • Creswell, J. W., & Brown, M. L. (1992). How chairpersons enhance faculty research: A grounded theory study. The Review of Higher Education, 16(1), 41-62.
  • Cummings, T. G., & Worley, C. G. (2004). Organization development and change. OH: South-Western.
  • Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. Leadership Quarterly, 79(2) 163–178.
  • Dinh, N. B. K., Caliskan, A., & Zhu, C. (2020). Academic leadership: Perceptions of academic leaders and staff in diverse contexts. Educational Management Administration & Leadership, doi: https://doi.org/10.1177/1741143220921192.
  • Dopson, S., Ferlie, E., McGivern, G., Fischer, M.D., Mitra, M., Ledger, J. & Behrens, S. (2018). Leadership Development in Higher Education: A Literature Review and Implications for Programme Redesign. Higher Education Quarterly, 73, 2:218–234.
  • Drew, G. (2010). Issues and challenges in higher education leadership: Engaging for change. Australian Educational Researcher, 37(3), 57-76.
  • Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3) 207–216.
  • Evans, L. (2012). Leadership for Researcher Development: What Research Leaders Need to Know and Understand. Educational Management Administration & Leadership, 40(4):423 435.
  • Fields, J., Kenny, N. A. & Mueller, R. A. (2019). Conceptualizing educational leadership in an academic development program. International Journal for Academic Development, 24:3, 218-231.
  • Fullan, M. (2002). The role of leadership in the promotion of knowledge management in schools. Teachers and Teaching, 8(3), 409-419.
  • Gardner, H. (1998). A multiplicity of intelligences. Scientific American, 9, 19-23.
  • Gmelch, W.H., & Burns, J.S. (1993). The cost of academic leadership: Department Chair Stress. Innov High Educ, 17, 259–270.
  • Goleman, D. (2008). Emotional Intelligence: Why It Can Matter More Than IQ. London: Bloomsbury.
  • Griffiths, M. (2000). Collaboration and partnership in question: Knowledge, politics and practice. Journal of Education Policy,15, 383–395.
  • Hanna, D. E. (2003). Building a leadership vision: Eleven strategic challenges for higher education. Educause, July-August, 25-34.
  • Hénard, F. & Roseveare, D. (2012). Fostering Quality Teaching in Higher Education: Policies and Practices, An IMHE Guide for Higher Education Institutions. OECD.
  • Hofmeyer, A., Sheingold, B. H., Helen, B., Klopper, H. C. & Warland, J. (2015). Leadership In Learning And Teaching In Higher Education: Perspectives of Academics In Non-Formal Leadership Roles. Contemporary Issues In Education Research, 8, 3, 181-192.
  • Huisman, J. (2016). Higher education institutions: Landscape designers or contrived Organisations? In P. Scott, J. Gallacher, & G. Parry (Eds.), New languages and landscapes of higher education (pp. 188–203). Oxford: Oxford University Press.
  • Jamison, J., Sutton, S., Mant, J. (2018). Online stroke forum as source of data for qualitative research: Insights from a comparison with patients' interviews. BMJ Open, 8, 1-7.
  • Johnson, C. (2002). Evaluating the impact of emotional intelligence on leadership performance. International Leadership Association Conference, Seattle, WA.
  • Jones, S. Lefoe, G. Harvey, M. & Ryland, K. (2012). Distributed leadership: A collaborative framework for academics, executives and professionals in higher education. Journal of Higher Education Policy and Management, 34(1) 67–78.
  • Juntrasook, A., Nairn, K., Bond, C. & Spronken-Smith, R. (2013). Unpacking the narrative of non-positional leadership in academia: Hero and/or victim? Higher Education Research & Development, 32(2) 201–213.
  • Kirschner, P. A., & Stoyanov, S. (2020). Educating Youth for Nonexistent/Not Yet Existing Professions. Educational Policy, 34 (3), 477–517.
  • Marcus, S., & Pringle, A. (1995). What new competencies are needed in a changing environment? Human Resources Professional, 8(3), 19-24.
  • Maxwell, J.C. (2002). Leadership 101: What Every Leader Needs to Know. Nashville TN: Thomas Nelson.
  • McKee, A. & Massimilian, D. (2006). Resonant leadership: A new kind of leadership for the digital age. Journal of Business Strategy, 27, 45–49.
  • Mercer, J. (2009). Junior academic-manager in higher education: An untold story? International Journal of Educational Management, 23 (4): 348 - 359.
  • Middlehurst, R. (2008). Not enough science or not enough learning? Exploring the gaps between leadership theory and practice. Higher Education Quarterly, 62, 322–339.
  • Oblinger, D., Oblinger, J. L., & Lippincott, J. K. (2005). Educating the net generation. Boulder, CO: EDUCAUSE.
  • O’Connor, P. (2011). Where do women fit in university senior management? An analytical typology of cross-national organizational cultures. In B. Bagilhole & K. White (eds.), Gender, power and management: A Cross-cultural analysis of higher education (pp. 168-191). Basingstoke: Palgrave Macmillan.
  • Pani, A. (2017). Academic leadership: Concept, attributes and practices. University News, 55(49): 17–25.
  • Parrish, D. (2013). The relevance of emotional intelligence for leadership in a higher education context. Studies in Higher Education. doi: 10.1080/03075079.2013.842225.
  • Pearce, C.L. (2004). The future of leadership: combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18, 1, 47–57.
  • Pearce, C. & Conger, J. (2003). All those years ago: The historical underpinnings of shared leadership. In C. Pearce & J. Conger (Eds.) Shared leadership. Thousand Oaks, CA: Sage.
  • Pielstick, C.D. (2000). Formal & Informal Leading: A Comparative Analysis. The Journal of Leadership Studies, 7,3, 99-114.
  • Pinheiro, R., Aarrevaara, T., Berg, L. N., Fumasoli, T., Geschwind, L. Hansen, H. F., ………Söderlind, J. (2019). Does It Really Matter? Assessing the Performance Effects of Changes in Leadership and Management Structures in Nordic Higher Education. In Pinheiro R., Geschwind L., Foss Hansen H., Pulkkinen K. (eds), Reforms, Organizational Change and Performance in Higher Education, (pp.3-36). Palgrave Macmillan, Cham.
  • Ramsden, P. (1998). Learning to lead in higher education. London, England: Routledge.
  • Roach, A. A., Wyman, L. T., Brookes, H., Chavez, C., Brice, H. S., & Valdes, G. (1999). Leadership giftedness: Models revisited. Gifted Children Quarterly, 43(3), 13–24.
  • Roberts, S., Butcher, L., & Brooker, M. (2010). Clarifying, Developing and Valuing the Role of unit Coordinators as Informal Leaders of Learning in Higher Education (Final Report). Murdoch University: Australian Learning& Teaching Council.
  • Sathye, M. (2004). Leadership in higher education: A qualitative study. Forum: Qualitative Social Research, 5(3): 1–11.
  • Smith, M.K., Wood, W.B., Adams, W.K., Wieman, C., Knight, J.K., Guild, N., Su, T.T. (2009). Why peer discussion improves student performance on in-class concept questions. Science, 323, 122–124. Sotirakou, T. (2004). Coping with conflict within the entrepreneurial university: Treat or challenge for heads of departments in the UK higher education context. International Review of Administrative Sciences, 70 (2): 345-372.
  • Spendlove, M. (2007). Competencies for effective leadership in higher education. International Journal of Educational Management, 21(5): 407- 417
  • Stephens-Martinez, K., Hearst, M.A., Fox, A. (2014). Monitoring moocs: which information sources do instructors value? In Proceedings of the First ACM Conference on Learning at Scale Conference (pp. 79–88). ACM.
  • Sullivan, C. F. (2003). Gendered Cybersupport: A Thematic Analysis of Two Online Cancer Support Groups. Journal of Health Psychology, 8(1), 83- 104.
  • Taylor, A. C. (2008). Promoting sustainable practices: The importance of building leadership capacity. Proceedings of the Enviro 08 Conference, 5-7 May, Melbourne, Victoria.
  • Thamhain, H.J. (2004). Team leadership effectiveness in technology-based project environments. Project Management Journal, 35, 4, 35–46.
  • Tomas, M., Lavie, J. M., Duran, M. del M., Guillamon, C. (2010). Women in academic administration at the university. Educational Management Administration & Leadership. 38(4), 487-498 https://doi.org/10.1177/1741143210368266.
  • van Linden, J. A., & Fertman, C. I. (1998). Youth leadership: A guide to understanding leadership development in adolescents. San Francisco, CA: Jossey-Boss.
  • Vial, G. (2019). Understanding digital transformation: a review and a research agenda. J. Strateg.Inf. Syst. 28(2), 118–144.
  • Vuorikari, R., Punie, Y., Gomez, S. C., & Van Den Brande, G. (2016). DigComp 2.0: The digital competence framework for citizens. Update phase 1: The conceptual reference model. Joint Research Centre.
  • Wakawa, M. Y. Yamta Ali, B. Y. (2018). Developing Young Leaders: Needs and Implications on Organizational Growth and Sustainability. SSRN: https://ssrn.com/abstract=3157157.
  • Weimer, M. (2013). Learner-centered teaching:five key changes to practice(2nd ed.). New York: Jossey-Bass.
  • Wells, B. C. (2002). Academic Leadership: One Dean's Perspective, American Journal of Pharmaceutical Education, 66.
  • Zafar, T., Hmedat, W., Chaubey, D. S., Rehman, A. (2019). An Exploration of Academic Leadership Dynamics: A Literature Review. International Journal on Leadership, 7 (1): 28-36. Zenger, J. Folkman, J. (2015). What Younger Managers Should Know About How They’re Perceived. Harward Business Review.
  • Zenger, J. & Folkman, J. (2016). Speed: How Leaders Accelerate Successful Execution. McGraw, Hill.
  • Zhang, W. & Zhang, Q. (2013). An Analysis of Factors in Professional Growth of Young Academic Leaders in Universities. International Conference on Industrial Engineering and Management Science, Shanghai, China, 28-29 September.
  • Zhu, C., & Zayim-Kurtay, M. (2018). University governance and academic leadership: Perceptions of European and Chinese university staff and perceived need for capacity building. European Journal of Higher Education, 8(4): 435–452.
There are 72 citations in total.

Details

Primary Language English
Subjects Other Fields of Education
Journal Section Research Articles
Authors

Aysun Calıskan 0000-0002-2811-286X

Chang Zhu This is me 0000-0002-0057-275X

Ngoc Bich Khuyen Dınh This is me 0000-0002-6257-1680

Publication Date June 30, 2021
Published in Issue Year 2021 Volume: 2 Issue: 1

Cite

APA Calıskan, A., Zhu, C., & Dınh, N. B. K. (2021). Exploring young-level academic leadership: A thematic analysis of a MOOC discussion forum. Higher Education Governance and Policy, 2(1), 1-18.