A distributed approach to leadership in an academic department in a South African university: an exploratory case study
- Authors: Haufiku, Kenneth David
- Date: 2023-10-13
- Subjects: Universities and colleges Administration , Education, Higher South Africa , Distributed leadership , College department heads South Africa , School management and organization South Africa , Group decision making
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/419748 , vital:71672
- Description: The Head of Department (HOD) position at a university has traditionally been viewed as an individual construct. However, due to the demanding nature of such a position, it is not sought-after, as it remains exclusive and unappealing to many academics. Moreover, it is a position that does not encourage inclusive leadership. Tension and role ambiguity are known to arise between the scholarly project on the one hand and management and administrative matters on the other. To address challenges associated with this singular leadership position, an academic department at a South African university adopted a distributed leadership approach in their department as a research experiment. My study was based on this research experiment. I designed this research as an exploratory case study, guided by a socio-cultural conceptualisation of distributed leadership that included a leader-plus and a practice aspect, defined as a product of the interactions of school leaders, followers and their situation. This qualitative case study aimed to describe and explain how a distributed leadership approach was understood and practised in an academic department. It also investigated the enablements and constraints of the approach. Data were generated through document analysis, observation, and individual and focus group interviews. The participants in this study included the departmental leadership team and the department’s academic and administrative staff. Unfortunately, my study took place during the global COVID-19 pandemic and national lockdowns. I had no choice but to adapt my data generation methods due to lockdown restrictions. As a result, most data generation was done via online communication. The study used inductive and abductive analysis to make the data meaningful to the reader. The findings revealed that different participants had different ideas about distributed leadership. Distributed leadership was understood as a socio-cultural practice rather than an individual practice with multiple leaders in relational practice. In addition, this approach was understood as a way of developing and sharing expertise by encouraging teamwork, collegiality and collective decision-making which aligns with the notion of democratic decision-making which creates a platform for the enablement of leadership in others. The study further explored how distributed leadership was practised. The findings were that the HOD position, usually a one-person role, was reconceptualised as a HOD team comprised of three academics and the departmental administrator. The HOD team divided the work among themselves, and this was done according to each individual’s expertise. In addition, leadership within the academic department was not limited to the HOD team but stretched across the department; thus, multiple leaders were evident. Therefore, based on the data, this study discovered that a distributed approach values leadership expertise in others. Consequently, it can be used to promote an inclusive environment in which any organisation member can lead. Inclusivity in the decision-making process was also regarded as a strong practice in the academic department. As a result, this study contends that those in formal positions can develop leadership in others through a distributed leadership approach. Through that, lecturer leadership was enacted through formal faculty and university structures and informally as and when the situation required it. The enablements of this departmental leadership approach included the structural innovation of the Friday check-in as well as the buddy system. These two innovations provided the space for collegiality and the development of voice and leadership. The consultative nature of the HOD team was also viewed as an enablement. Certain factors constrained the distributed leadership approach, one of which was the tension between the hierarchical structure of the university and the more horizontal, distributed leadership approach being piloted in the academic department. In addition to that, another constraint was also very real with the transition to Zoom as an online teaching, learning and supervision platform as a consequence of the COVID-19 pandemic. The final constraint was experienced concerning the department’s history, as it was within a historically White university in South Africa. The effects of this history impacted the departmental culture and, as we know from the literature, institutional culture is extremely difficult to change. Finally, the study concluded that conceptualising distributed leadership as a sociocultural practice with leader-plus and practice aspects provides descriptive language and a solid theoretical and analytical framework for a distributed leadership study. The study makes an important knowledge contribution in the African Higher Education context as limited research has been carried out in this area. Furthermore, in terms of practice, my study serves as a stimulus for leadership discussions that are beneficial to everyone involved in educational institutions as they promote a level of leadership reflexivity, currently absent in many institutions. , Thesis (MEd) -- Faculty of Education, Secondary and Post-School Education, 2023
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- Date Issued: 2023-10-13
The morphogenesis of higher education leadership: a social realist exploratory journey
- Authors: Andrews, Ruth
- Date: 2023-10-13
- Subjects: Educational leadership South Africa , Education, Higher South Africa , Critical realism , Social realism , Educational change South Africa , Transformational leadership
- Language: English
- Type: Academic theses , Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/442897 , vital:74051 , DOI 10.21504/10962/442897
- Description: The purpose of the study underpinning this thesis was to explore the tensions experienced by university leaders as they balance politics, power and the academic project whilst pursuing their ultimate concerns in the world. Universities are undergoing constant change, particularly in the present time of hypercomplexity, where the discourses of globalisation and neoliberalism condition higher education institutions and their leaders. This predisposes universities to operate as a market economy rather than as a public good. University leaders are under immense pressure as they seek to reposition themselves and exercise their agency in steering their institutions in a landscape fraught with complexity and contestation about the very nature of the modern university. The study was located in a traditional university in South Africa, which added another layer of complexity given the history of Apartheid and, the use of education as a means of discriminating against the black majority population, and the subsequent attempts by the government to transform the system following the first democratic election of 1994. Bhaskar’s (1989) critical realism and Archer’s (1998, 2000) social realism were used to frame the study theoretically. Bhaskar argues for the understanding of the world as an ‘open system’ in which experiences and events emerge from the tendential interplay of mechanisms at a layer of reality not directly accessible to empirical observation. Archer’s (2000) social realism draws on critical realism to provide a set of tools that allows an exploration of the social world in more detail. This study draws on the tools of analytical dualism, or the temporary separation of structure, culture and agency for analytical purposes, and Archer’s (1998) morphogenetic framework, which allows for the exploration of change, or non-change, over time. The overarching goal of the study was to explore how leaders at one South African university were enabled and constrained as they exercised their agency in the pursuit of projects they had identified to address their ultimate concerns about the world more generally and higher education in particular. However, the study also sought to explore the construct of leadership itself in a specific context by using Archer’s (2007, 2012) theoretical work on reflexivity. The study drew on in-depth interviews with senior leaders at the institution, including two vice-chancellors. The interviews were subjected to analysis, and the inferential tools of abduction and retroduction were used to identify the interplay of mechanisms located at the level of the Real, the deepest layer of reality posited by Bhaskar (1978), which led to the events and experiences reported by leaders. A literature review was used to identify additional theories that were used in the processes of abduction and retroduction. The study revealed that change, or rather non-change, is often concealed in cultural rhetoric veiled in leadership practices in acts assimilating past ideology and codified rules and practices with new codified rules and practices. Leaders often draw on powerful relational networks as they reflexively exercise their agency, and these networks can also work to constrain change. , Thesis (PhD) -- Faculty of Education, Education 2023
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- Date Issued: 2023-10-13