СПРЯМОВАНІСТЬ НАУКОВИХ ДОСЛІДЖЕНЬ З ТЕОРІЇ УПРАВЛІННЯ ЗАКЛАДАМИ ВИЩОЇ ОСВІТИ В УКРАЇНІ ПОЧАТКУ ХХІ СТОЛІТТЯ (Orientation of Scientific Research on the Higher Education Institutions’ Management Theory in Ukraine at the Beginning of the 21st Century)

2020 ◽  
Author(s):  
Nadezhda Vasynova
Keyword(s):  
Higher Education ◽  
21St Century ◽  
Higher Education Institutions ◽  
Scientific Research ◽  
Management Theory

Critical Role of Global and Culturally Responsive Leadership for Higher Education in the 21st-Century

2020 ◽  
Vol 10 (1) ◽  
Author(s):  
Eric Archer ◽  
Yuqian Zhang
Keyword(s):  
Higher Education ◽  
21St Century ◽  
Culturally Responsive ◽  
Higher Education Institutions ◽  
Critical Role ◽  
Global Leadership ◽  
Technological Revolution ◽  
Culturally Responsive Leadership ◽  
Leadership Curriculum

“We are on the precipice of an epoch,” in which 21st century organizations are facing a complex, competitive landscape driven largely by globalization and the technological revolution (Hitt, 1998, p. 218). As such, Bikson, Treverton, Moini and Lindstrom (2003) have urged universities to develop a global leadership curriculum, based on their prediction of a future shortage of global leaders in all sectors. This essay examines the critical role of global and culturally responsive leadership for graduates of higher education institutions.

scholarly journals Assessing the Scientific Research Productivity of the Palestinian Higher Education Institutions

SAGE Open ◽  
2014 ◽  
Vol 4 (3) ◽  
pp. 215824401454428 ◽  
Author(s):  
Waleed M. Sweileh ◽  
Sa’ed H. Zyoud ◽  
Suleiman Al-Khalil ◽  
Samah W. Al-Jabi ◽  
Ansam F. Sawalha
Keyword(s):  
Higher Education ◽  
Research Productivity ◽  
Higher Education Institutions ◽  
Scientific Research

scholarly journals The culture of scientific research

F1000Research ◽  
2015 ◽  
Vol 4 ◽  
pp. 66 ◽  
Author(s):  
Catherine Joynson ◽  
Ottoline Leyser
Keyword(s):  
Higher Education ◽  
Online Survey ◽  
Higher Education Institutions ◽  
Scientific Research ◽  
High Quality ◽  
Nuffield Council ◽  
The World ◽  
The Uk ◽  
Quality Of Research

In 2014, the UK-based Nuffield Council on Bioethics carried out a series of engagement activities, including an online survey to which 970 people responded, and 15 discussion events at universities around the UK to explore the culture of research in the UK and its effect on ethical conduct in science and the quality of research. The findings of the project were published in December 2014 and the main points are summarised here. We found that scientists are motivated in their work to find out more about the world and to benefit society, and that they believe collaboration, multidisciplinarity, openness and creativity are important for the production of high quality science. However, in some cases, our findings suggest, the culture of research in higher education institutions does not support or encourage these goals or activities. For example, high levels of competition and perceptions about how scientists are assessed for jobs and funding are reportedly contributing to a loss of creativity in science, less collaboration and poor research practices. The project led to suggestions for action for funding bodies, research institutions, publishers and editors, professional bodies and individual researchers.

scholarly journals Akreditasi Perguruan Tinggi dan Kebijakan Merdeka Belajar-Kampus Merdeka: Sebuah Pengalaman dan Harapan

2021 ◽  
Author(s):  
Nuryadi Wijiharjono
Keyword(s):  
Higher Education ◽  
21St Century ◽  
Higher Education Institutions ◽  
Education Sector ◽  
Alternative Solution ◽  
Young Generation ◽  
Centers Of Excellence ◽  
The Future

The purpose of this article is to reveal the experiences of the higher education accreditation model and expectations of the freedom to learn policy or “Merdeka Belajar-Kampus Merdeka” (MBKM). Indonesia has more than 4000 higher education institutions that are building quality to educate the nation’s life. But only a few of these managed to become centers of excellence. There has been a widening quality gap between universities in Java and outside Java. Without radical policies in the higher education sector, the future of the young generation will be threatened. MBKM policy, with a few notes, can be an alternative solution for the 21st century.

scholarly journals CONCEPTS OF CREATIVE LEADERSHIP OF WOMEN LEADERS IN 21ST CENTURY

2020 ◽  
Vol 13 (1) ◽  
pp. 21-40 ◽  
Author(s):  
Claude-Hélène Mayer ◽  
Rudolf M. Oosthuizen
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Women Leaders ◽  
21St Century ◽  
Higher Education Institutions ◽  
Education Institution ◽  
Structured Interviews ◽  
Cultural Backgrounds ◽  
Creative Leadership ◽  
And Gender

This article presents the subjective perspectives of women leaders working in higher education institutions in the 21st century in South Africa. It focuses in particular on creativity as demonstrated by women leaders working in culturally and gender diverse post-apartheid settings. The aim is to contribute to the discourse on the creativity of women leaders from diverse cultural backgrounds within South Africa higher education institutions by examining how women leaders experience creativity and what creativity means to them from a qualitative perspective. The study reported on assessed the experiences of creativity of 23 women leaders and their views on creativity and creative leadership by means of a research paradigm based on Wilhelm Dilthey’s modern hermeneutics. It used qualitative research methods, such as semi-structured interviews, as well as observations within one selected higher education institution. Data was analysed by means of content analysis. Quality research criteria and ethical considerations were upheld. The findings highlight the creative skills and attitudes of women leaders underlying successful leadership and the types of creative leadership applied. They suggest that women leaders’ creativity manifests in facilitating creativity in higher education institutions by fostering the creativity of others rather than directing their own creative vision through or integrating it in the work of employees.

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