Full Description
Cultural perspectives impact governance, and certain cultures may prefer hierarchical and centralized forms of governance, while others may lean towards more democratic and participatory ones. Governance, guided by ethical worldviews, ensures transparency, accountability, and integrity in decision-making. Worldviews significantly impact leadership styles, and a leader who holds a collectivist perspective would prioritize team building and community outcomes. Leaders' values influence the institution's vision and mission and impact curriculum development, research, and innovation goals. Institutions' approaches to professional development are shaped by their worldviews on continuous learning and improvement. Organizations prioritizing innovation are more likely to allocate greater resources toward advanced training initiatives. Values shape the distribution of resources for capacity building.
The chapters presented here link theory, policy, and practice using various research methods. This volume on Worldviews and Values in Higher Education examines the profound influence of worldviews and values in shaping institutional governance, leadership, and capacity building. Integrating worldviews and values into institutional policies ensures that governance, leadership, and capacity building initiatives are coordinated and mutually supportive. Organizations have the ability to evaluate the effectiveness of governance, leadership, and capacity building programs by examining how closely they adhere to the declared values and objectives. This includes the assessment of student achievement, research outcomes, community influence, and the institution's long-term viability.
By acknowledging and carefully incorporating worldviews and values, higher education institutions may establish effective, streamlined, equitable, inclusive, and forward-looking settings.
Contents
Chapter 1. The Role of Worldviews and Values in Shaping Effective Institutional Governance, Leadership, and Capacity Building; Madasu Bhaskara Rao, Pulaparthi Mallika Rao, and Abhilasha Singh
Chapter 2. Guiding Values-Based Leadership in Higher Education: Four Values-Behaviour Clusters and Reflexive Questions; Duncan D. Nulty, Alison Owens, and Susan Brooman-Jones
Chapter 3. Institutional Core Values: Creating Resonance with Individual Attributes and Ideals; Beena Giridharan
Chapter 4. The Role of Values in Shaping How Higher Education Institutions Imagine and Use the Future; Chris Mayer
Chapter 5. Investigating the Role of Values in Higher Education Governance, Leadership, Management, and Decision-Making; Carel D. Jansen van Vuuren, Nina Barnes, Marieta du Plessis, and José M. Frantz
Chapter 6. Better Together: The Power of Shared Values in Institutional Quality Assurance; Christopher (Chris) Donaldson and Jacqueline (Jackie) Hamilton
Chapter 7. Academic Freedom, Confidentiality and Security; Randolph Hall, Annicka Caprariello, and Amber Patel
Chapter 8. Analysis of Organizational and Personal Bases of Power in For-Profit and Not-For-Profit Higher Education Institutions; Chloe Waters, Cheryl A. Boglarsky, Patrick Blessinger, Michael T. Hamlet, and Rana R. Zeine
Chapter 9. Individual Leadership in Higher Education: Partial Solutions, Unintended Consequences, and the Search for an Alternative; Jouni Kekäle and Rómulo Pinheiro
Chapter 10. Competition in the Global Business School Field; Kimmo Alajoutsijärvi and Kerttu Kettunen
Chapter 11. Investigating and Promoting Higher Education Values in International Settings; Barbara Cozza and Rong Hu
