Developing a guiding model of educational leadership in higher education during the COVID-19 pandemic: A grounded theory study
Abstract
Keywords
leadership for new normal , social network analysis , educational leadership in times of crisis , grounded theory of educational leadership
References
- Amey, M. (2006). Leadership in higher education. Change: The Magazine of Higher Learning, 38 (6), 55-58.
- Antonakis, J., Day, V. D., & Schyns, B. (2012). Leadership and individual differences: At the cusp of a renaissance. The Leadership Quarterly, 23 (4), 643-650.
- Ariratana, W., Sirisookslip, S., & Ngang, T. K. (2015). Development of leadership soft skills among educational administrators. Procedia-Social and Behavioral Sciences, 186, 331-336.
- Balwant, T. P. (2016). Transformational instructor‐leadership in higher education teaching: A meta‐analytic review and research agenda. Journal of Leadership Studies, 9 (4), 20-42.
- Bass, M. B. (1985). Leadership and performance beyond expectations. New York: The Free Press.
- Beachum, F., & Dentith, M. A. (2004). Teacher leaders creating cultures of school renewal and transformation. The Educational Forum, 68 (3), 276-286.
- Bolden, R., Petrov, G., & Gosling, J. (2009). Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration & Leadership, 37 (2), 257-277.
- Brooks, S. J., & Normore, H. A. (2010). Educational leadership and globalization: Literacy for a glocal perspective. Educational Policy, 24(1), 52-82.
- Bryant, A. (2017). Grounded theory and grounded theorizing: Pragmatism in research practice. New York: Oxford University Press.
- Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6), 693-710.
