Abstract
Owing to the context in which higher education institutions function, models of sustainable leadership have not been applied to this area. Yet China is now the world’s second largest economic entity, and higher education plays an integral role in the country’s development. In August 2015, China’s State Council published the Overall Plan for Coordinately Advancing the Construction of World First-class Universities and First-class Disciplines. This paper reviews and analyzes research and theories related to effective leadership and sustainable leadership, which is applied in education and higher education institutions, especially in China. The current challenges of double first-class universities in China will be determined. Under this situation, according to two eras of literatures on effective leadership and sustainable leadership in higher education, the author will develop a model of sustainable leadership for leaders in double first-class universities in China.
Highlights
Sustainability can be defined in various ways
The current challenges of double first-class universities in China have be determined. Under this situation, according to two eras of literatures on effective leadership and sustainable leadership in higher education, the author will develop a model of sustainable leadership for leaders in double first-class universities in China
Deep and continuing learning is the first component in a proposed framework of sustainable leadership for higher education (HE)
Summary
Sustainability can be defined in various ways It is currently popular in the contexts of government, business, and non-profit organizations (Crews, 2010). Scholars define that leaders develop sustainability in various ways, such as: commitment to deep learning in the campus; continuing to reinforce and provide knowledge for everyone in the organization; and providing support to keep them working (Lambert, 2011). Sustainable leadership, as an emerging notion, has inquired by few scholars, the existing models are not completely accurate for higher education (HE). Sustainable leadership in this context is at an early stage, and related literature has only emerged since 2003. Universities are not allowed to lure students with unreasonable perks such as excessive scholarships or placement promises
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