Abstract

Academic leadership is considered a key factor in university and research institute development. In a competitive environment, the role of academic leadership has become increasingly important. At present, China is committed to building world-class universities and advanced research institutes, while academic leadership is one of the key factors. Thus, what is the ideal academic leadership in China’s institutional environment? What professional qualities should principal investigators have? This study investigates these issues with in-depth interviews of six principal investigators. The finding shows that the definition of academic leadership by principal investigators refers to academic expertise, assigning the team member, setting a direction, academic social skills, managing team member relationships, boosting team morale, and teamwork skills. Furthermore, academic expertise is often supposed to be more important than other abilities. In terms of competence, the definitions of leadership by Chinese principal investigators and the literature on Western academic leadership are similar.

Highlights

  • In the past decade, leadership research has continued to develop in higher education, and most of the research focuses on individuals who hold formal management positions at higher levels, such as university presidents, school directors, and provosts

  • In the higher education era, research on the characteristics of effective formal leadership and management confirms that leaders and leadership are essential to improve the governance, learning, teaching, relevance, and success of higher educational institutions (HEIs) (Bryman, 2009; Bryman, 2007; Hofmeyer, Brenda, Klopper, & Warland, 2015)

  • The interview consists of three questions: (1) How can PI do a good job in their team? What key areas require attention? What kinds of relationships and issues should be addressed?

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Summary

Introduction

Leadership research has continued to develop in higher education, and most of the research focuses on individuals who hold formal management positions at higher levels, such as university presidents, school directors, and provosts. Two opposing paradigms influence the success of an organization-leadership and management. These two paradigms are generally recognized as institutions of academic governance in the field of higher education. In the higher education era, research on the characteristics of effective formal leadership and management confirms that leaders and leadership are essential to improve the governance, learning, teaching, relevance, and success of higher educational institutions (HEIs) (Bryman, 2009; Bryman, 2007; Hofmeyer, Brenda, Klopper, & Warland, 2015)

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