Abstract:
The definition of leadership in academia is very similar to the one in business settings: inspiring others, being a role model, being self-aware and self-reflective as well as being decisive, visionary, planning ahead and handling the finances. In summary leadership is described as the ability “to enable the success of other people”. Given the fact that institutions of higher learning are being challenged as never before by many forces: the tough and uncertain economic climate, profound pressure in funding such as “# fees must fall” in South Africa, and unprecedented global competition for the best and brightest students and staff, one would assume that the rigorous processes used in recruiting business leaders would similarly be adopted by institutions of higher learning to recruit and develop their leaders. However, a review of recruitment of academic leaders determined that most universities recruit their academic leaders using the traditional approach based on seniority on the academic rank regardless of whether or not the candidates have proven leadership competencies. The few universities that recruit and develop their leaders based on their leadership competencies appear to have effective leadership. This paper reviews the recruitment and development of academic leaders using a leadership competency model as an approach that leads to effective academic leadership.
