2 - Academic Programme Leadership in African Higher Education: A Phenomenological Reflection
Corresponding Author(s) : Lester Brian Shawa
Revue de l’enseignement supérieur en Afrique,
Vol. 17 No 1-2 (2019): Revue de l’enseignement supérieur en Afrique: Numéro sur Leadership et enseignement supérieur en Afrique
Résumé
Compte tenu du manque de littérature sur le rôle des universitaires de niveau intermédiaire dans l’enseignement supérieur africain, cet article contribue à la compréhension des rôles joués par ce personnel. Dans cet article, je m’appuie sur mes propres expériences de leadership en tant que coordinateur de programme académique dans l’unité d’enseignement supérieur d’une université
sud-africaine. Je pose deux questions phénoménologiques, 1) comment est-ce d’être chef de programme académique à partir de mes expériences vécues de leadership dans une université sud-africaine ? Et, 2) que révèlent mes propres expériences de leadership de programme académique sur le leadership de programme dans une université sud-africaine? Pour répondre à ces questions, j’ai utilisé une réflexion phénoménologique personnelle en m’appuyant sur les concepts de monde vécu et de d’être. Les résultats ont montré que la direction de programme académique est exigeante et nécessite une attention aux contextes systémiques des universités, ainsi qu’au développement des compétences telles que la prise de décision, le développement de curriculum et la direction pédagogique, et la communication. Ces résultats appellent une planification minutieuse des structures universitaires telles que l’emplacement des unités d’enseignement supérieur et de leurs opérations, une définition plus claire du rôle des responsables/coordinateurs de programmes universitaires, et le renforcement des capacités des responsables de programmes universitaires dans les universités sud-africaines.
Mots-clés
Télécharger la référence bibliographique
Endnote/Zotero/Mendeley (RIS)BibTeX
- Black, A., 2015, ‘Qualities of Effective Leadership in Higher Education’, Open Journal of Leadership, Vol 4, pp. 54-56.
- Black, A., Groombridge, J.J. & Jones, C.G., 2011, ‘Leadership and Conservation Effectiveness: Finding a better way to lead’, Conservation Letters, Vol 4, pp. 329-339.
- Bolden, R., Gosling, J., O’Brien, A., Peters, K., Ryan, M. & Haslam, A., 2012, ‘Academic Leadership: Changing Conceptions, Identities and Experiences in UK Higher Education’, Research and Development Series, Summary Report to the Leadership Foundation for Higher Education, London: Leadership Foundation for Higher Education.
- Briggs, A., 2000, ‘Academic Middle Managers in Further Education: Reflecting on Leadership’, Research in Post-Compulsory Education, Vol 6, No. 2, pp. 223-236.
- Bryman, A., 2007, ‘Effective Leadership in Higher Education: Summary of Findings’, Research and Development Series, London: Leadership Foundation for Higher Education.
- Clegg, S., 2008, ‘Academic Identities Under Threat?’, British Educational Research Journal, Vol. 34, No. 3, pp. 329-345.
- De Boer, H., Goedegebuure, L. & Meek, L., 2009, ‘The Changing Nature of Academic Middle Management: A Framework of Analysis’, in. V.L. Meek, L. Goedegebuure, R. Santiago & T. Carvalho, The Changing Dynamics of Higher Education Middle Managers, Dordrecht: Springer, pp. 229-241.
- Detsky, A., 2010, ‘How to be a Good Academic Leader’, Journal of General Internal Medicine, Vol. 26, No.1, pp. 88-90.
- Finlay, L., 1999, ‘Applying Phenomenology in Research: Problems, Principles and Practice’, British Journal of Occupational Therapy, Vol.62, No.7, pp. 299-306. How, A., 2003, Critical Theory, New York: Palgrave Macmillan.
- Jenkins, W., 2015, ‘Servant Leadership Programme: A Phenomenological Study’, Unpublished Doctor of Education Thesis, Columbus State University.
- Ladyshewsky, R. & Flavel, H., 2011, ‘Transfer of Training in an Academic Leadership Programme for Programme Coordinators’, Education Management Administration and Leading, Vol. 40, No. 1, pp. 127-147.
- Ladyshewsky, R. & Jones, S., 2007, ‘Academic Leadership and the Course Coordinator’, Proceedings of AUQF2007 Evolution and Renewal in Quality Assurance, 11-13 July 200, Hobart, Australia: Australian Universities Quality Agency.
- Macfarlane, B., 2007, ‘Defining and Rewarding Academic Citizenship: The Implications for University Promotions Policy’, Journal of Higher Education Policy and Management, Vol.29, No. 3, pp. 261-273.
- Middlehurst, R., Gorehan, H. & Woodfield, S., 2009, ‘Why Research Leadership in Higher Education? Exploring contributions from the UK’s Leadership Foundation for Higher Education’, Leadership, Vol. 5, No. 3, pp. 311-328.
- Murphy, M., & Curtis, W. 2013, ‘The Micro-Politics of Micro-Leadership: Exploring the role of Program Leader in English Universities’, Journal of Higher Education Policy and Management, Vol. 35, No. 1, pp. 34-44.
- Nguyen, T., 2013, ‘Middle-Level Academic Management: A Case Study on the Roles of the Heads of Department at a Vietnamese University’, Tertiary Education and Management, Vol. 19, No. 1, pp. 1-15.
- Pepper, C, & Giles, W., 2015, ‘Leading in Middle Management in Higher Education’. Management in Education, Vol. 29, No. 2, pp. 46-52.
- Spier, J., 2018, Heidegger and the Lived Experience of Being a University Educator, Adelaide: Palgrave Macmillan.
- Thomas-Gregory, A., 2014, ‘Professional Identities of Middle Managers: A Case Study in the Faculty of Health and Social Care’, Education Management Administration and Leadership, Vol. 42, No. 5, pp. 620-639.
- Van derMescht, H., 2004, ‘Phenomenology in Education: A Case Study in Education Leadership’, Indo-Pacific Journal of Phenomenology, Vol. 4, No. 1, pp. 1-16.
- Wolverton, M., Gmelch, W. H., Wolverton, M. L. & Sarros, J. C., 1999, ‘A Comparison of Department Chair Tasks in Australia and the United States’, Higher Education, 38(3), pp. 333–350.
- Yankech, J., 2015, ‘Trust within Higher Education Consortia: A Phenomenological Study of the Experiences of Directors and Leaders’, Unpublished Doctor of Philosophy Thesis, University of Nebraska.
- Zutshi, A., Creed, A., Ringer, A. & Osborne, A., 2013, ‘Subject Coordinator Role and Responsibility: Experiences of Australian Academics’, Higher Education Review, Vol. 46, No.1, pp. 56-80.
Les références
Black, A., 2015, ‘Qualities of Effective Leadership in Higher Education’, Open Journal of Leadership, Vol 4, pp. 54-56.
Black, A., Groombridge, J.J. & Jones, C.G., 2011, ‘Leadership and Conservation Effectiveness: Finding a better way to lead’, Conservation Letters, Vol 4, pp. 329-339.
Bolden, R., Gosling, J., O’Brien, A., Peters, K., Ryan, M. & Haslam, A., 2012, ‘Academic Leadership: Changing Conceptions, Identities and Experiences in UK Higher Education’, Research and Development Series, Summary Report to the Leadership Foundation for Higher Education, London: Leadership Foundation for Higher Education.
Briggs, A., 2000, ‘Academic Middle Managers in Further Education: Reflecting on Leadership’, Research in Post-Compulsory Education, Vol 6, No. 2, pp. 223-236.
Bryman, A., 2007, ‘Effective Leadership in Higher Education: Summary of Findings’, Research and Development Series, London: Leadership Foundation for Higher Education.
Clegg, S., 2008, ‘Academic Identities Under Threat?’, British Educational Research Journal, Vol. 34, No. 3, pp. 329-345.
De Boer, H., Goedegebuure, L. & Meek, L., 2009, ‘The Changing Nature of Academic Middle Management: A Framework of Analysis’, in. V.L. Meek, L. Goedegebuure, R. Santiago & T. Carvalho, The Changing Dynamics of Higher Education Middle Managers, Dordrecht: Springer, pp. 229-241.
Detsky, A., 2010, ‘How to be a Good Academic Leader’, Journal of General Internal Medicine, Vol. 26, No.1, pp. 88-90.
Finlay, L., 1999, ‘Applying Phenomenology in Research: Problems, Principles and Practice’, British Journal of Occupational Therapy, Vol.62, No.7, pp. 299-306. How, A., 2003, Critical Theory, New York: Palgrave Macmillan.
Jenkins, W., 2015, ‘Servant Leadership Programme: A Phenomenological Study’, Unpublished Doctor of Education Thesis, Columbus State University.
Ladyshewsky, R. & Flavel, H., 2011, ‘Transfer of Training in an Academic Leadership Programme for Programme Coordinators’, Education Management Administration and Leading, Vol. 40, No. 1, pp. 127-147.
Ladyshewsky, R. & Jones, S., 2007, ‘Academic Leadership and the Course Coordinator’, Proceedings of AUQF2007 Evolution and Renewal in Quality Assurance, 11-13 July 200, Hobart, Australia: Australian Universities Quality Agency.
Macfarlane, B., 2007, ‘Defining and Rewarding Academic Citizenship: The Implications for University Promotions Policy’, Journal of Higher Education Policy and Management, Vol.29, No. 3, pp. 261-273.
Middlehurst, R., Gorehan, H. & Woodfield, S., 2009, ‘Why Research Leadership in Higher Education? Exploring contributions from the UK’s Leadership Foundation for Higher Education’, Leadership, Vol. 5, No. 3, pp. 311-328.
Murphy, M., & Curtis, W. 2013, ‘The Micro-Politics of Micro-Leadership: Exploring the role of Program Leader in English Universities’, Journal of Higher Education Policy and Management, Vol. 35, No. 1, pp. 34-44.
Nguyen, T., 2013, ‘Middle-Level Academic Management: A Case Study on the Roles of the Heads of Department at a Vietnamese University’, Tertiary Education and Management, Vol. 19, No. 1, pp. 1-15.
Pepper, C, & Giles, W., 2015, ‘Leading in Middle Management in Higher Education’. Management in Education, Vol. 29, No. 2, pp. 46-52.
Spier, J., 2018, Heidegger and the Lived Experience of Being a University Educator, Adelaide: Palgrave Macmillan.
Thomas-Gregory, A., 2014, ‘Professional Identities of Middle Managers: A Case Study in the Faculty of Health and Social Care’, Education Management Administration and Leadership, Vol. 42, No. 5, pp. 620-639.
Van derMescht, H., 2004, ‘Phenomenology in Education: A Case Study in Education Leadership’, Indo-Pacific Journal of Phenomenology, Vol. 4, No. 1, pp. 1-16.
Wolverton, M., Gmelch, W. H., Wolverton, M. L. & Sarros, J. C., 1999, ‘A Comparison of Department Chair Tasks in Australia and the United States’, Higher Education, 38(3), pp. 333–350.
Yankech, J., 2015, ‘Trust within Higher Education Consortia: A Phenomenological Study of the Experiences of Directors and Leaders’, Unpublished Doctor of Philosophy Thesis, University of Nebraska.
Zutshi, A., Creed, A., Ringer, A. & Osborne, A., 2013, ‘Subject Coordinator Role and Responsibility: Experiences of Australian Academics’, Higher Education Review, Vol. 46, No.1, pp. 56-80.