The Experts below are selected from a list of 324 Experts worldwide ranked by ideXlab platform
Baris Uslu - One of the best experts on this subject based on the ideXlab platform.
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Faculty's academic Intellectual Leadership: predictive relations with several organizational characteristics of universities
Journal of Higher Education and Science, 2020Co-Authors: Baris Uslu, Hasan ArslanAbstract:The purpose of this research is to examine the predictive relations between faculty's academic Intellectual Leadership, and communication, climate and managerial flexibility regarding scholarly practices in universities. For this purpose, the research was designed in correlational research pattern, and, to collect data, an online questionnaire composed of Organizational Communication, Organizational Climate, Managerial Flexibility Regarding Scholarly Practices and Academic Intellectual Leadership scales was sent via e-mail to faculty who work in different disciplines in Turkish public universities. The questionnaires responded to by 504 faculties were included in the data analysis, and then descriptive, correlation and regression analyses were performed. According to the findings, Managerial Flexibility Regarding Service Practices is a significant predictor for all dimensions of academic Intellectual Leadership; Managerial Flexibility Regarding Teaching Practices for only the Guardian dimension; Supported Structurally, a dimension of the organizational climate, for Ambassador and Acquistor dimensions. This result shows that faculty's perceptions about climate in universities and the managerial support for scholarly duties strongly affect their academic Intellectual Leadership. Therefore, to enhance faculty's academic Intellectual Leadership behaviors, university managers can initiate different mechanisms such as learning-teaching centers, media advisory units and sporting-social event bureaus besides research-based facilities. University managers should also generate a more positive work environment by encouraging academics to follow their scholarly interests and recognizing academics' various achievements with material and moral rewards within the institution
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faculty s academic Intellectual Leadership the intermediary relations with universities organizational components
International Journal of Leadership in Education, 2018Co-Authors: Baris Uslu, Hasan ArslanAbstract:AbstractIn line with ‘the entrepreneurial university’ discourse, managerialism and performative culture brought new expectations to faculty such as developing online programmes/courses, carrying out training for professionals, obtaining research funds, leading projects in cooperation with industry/business, collaborating with colleagues from various disciplines, participating in international networks and representing their disciplines and institutions. These new duties and the traditional roles of academics, as knowledge producer and public Intellectual, constitute their Intellectual Leadership. Given these new circumstances, it is important to investigate the influence of universities’ organizational components to understand how university managers can support academics’ Intellectual Leadership. This research aims to explore intermediary relations between communication, climate and managerial practice flexibility in universities and academics’ Intellectual Leadership. Quantitative data were collected fr...
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the influence of universities organizational features on professorial Intellectual Leadership
Studies in Higher Education, 2018Co-Authors: Baris Uslu, Anthony WelchAbstract:This research examines the Intellectual Leadership behaviours of senior academics at professoriate level, and the influences of institutional support practices, climate and communication in universities as main organizational features on these behaviours. To explore relations among research variables, qualitative data were collected by interviews with Australian senior academics, and analysed by using content and descriptive analysis techniques. According to senior academics, major professorial Leadership behaviours are creating new knowledge, keeping up standards in disciplinary publications, helping younger researchers’ academic development, obtaining competitive grants, raising the reputation of their institutions and using their expertize to influence public debates. In addition, senior academics confirmed that institutional resources contribute generally to their productivity within scholarly Leadership, and organizational climate strongly affects their motivation and academic performance. Furthermor...
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Faculty’s academic Intellectual Leadership: the intermediary relations with universities’ organizational components
International Journal of Leadership in Education, 2017Co-Authors: Baris Uslu, Hasan ArslanAbstract:AbstractIn line with ‘the entrepreneurial university’ discourse, managerialism and performative culture brought new expectations to faculty such as developing online programmes/courses, carrying out training for professionals, obtaining research funds, leading projects in cooperation with industry/business, collaborating with colleagues from various disciplines, participating in international networks and representing their disciplines and institutions. These new duties and the traditional roles of academics, as knowledge producer and public Intellectual, constitute their Intellectual Leadership. Given these new circumstances, it is important to investigate the influence of universities’ organizational components to understand how university managers can support academics’ Intellectual Leadership. This research aims to explore intermediary relations between communication, climate and managerial practice flexibility in universities and academics’ Intellectual Leadership. Quantitative data were collected fr...
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testing the psychometric features of the academic Intellectual Leadership scale in a university environment
Kuram Ve Uygulamada Egitim Bilimleri, 2015Co-Authors: Baris UsluAbstract:Leadership is a term which has been discussed for quite some time, and it indicates different meanings in various management approaches. In accordance with these approaches, there are many different Leadership definitions in the literature in terms of individual features, Leadership behaviors, interaction models, role relations, perceptions of and impressions on followers, goals and responsibilities, and specifications of the organizational culture. For instance, Leadership has been described as "the ability to deliver people to success with minimum conflict and strongest collaboration (Munson, 1921); the art of convincing people to do whatever you want (Bundel, 1930); being able to display many awe-inspiring individual features (Kilbourne, 1935); the process of influencing a group to form and implement aims (Stogdill, 1950); the art of influencing people mentally, physically, and emotionally (Copeland, 1969); managing the rational and well thought-out actions which constitute organizations, such as its aim, culture, strategy, essential identity, and critical processes (Sullivan & Harper, 1996); and the process of affecting people to strive to reach an aim with all of their potential and desire (Gallagher, 1997)" (as cited in Ercetin, 2000, pp. 4-11). As a combination of these definitions, it can be stated that Leadership is the ability to inspire people to avoid individualized consideration and motivate them towards collective efforts to accomplish shared objectives (Bass & Bass, 2008).Leadership discourses historically started with the "Great Man" approach, and then continued with three main theories, traits ( 1930s- 1940s), behaviorist (1940s-1950s) and situational (1960s). The essence of these main theories is that Leadership is an innate characteristic in traits theory, the effectiveness of a leader is related to a leaders actions in behaviorist theory, and in situational theory conditions influence effective Leadership (Northouse, 2007). Furthermore, recent organizational structures, formed day-by-day in different ways due to changing conditions, have caused new Leadership types to develop. These Leadership types generally emphasize innovation, future objectives, norms and values, team-oriented tasks, the sharing of power and responsibilities, and also personal, professional and spiritual development. The most prominent types of Leadership are transformational, visionary, cultural, spiritual, ethical, servant, learning, team, and distributed. Many of them focus on a single persons Leadership, so Leadership literature generally has been dominated by studies about formal managers' Leadership roles. Likewise, studies related to Leadership in higher education have been mostly concerned with the characteristics and role behaviors of senior administrators like presidents, vice-chancellors, rectors, deans, and heads of departments (Bolden, Petrov, & Gosling, 2009).Unlike the studies related to Leadership types which focus on one person's Leadership, distributed Leadership studies highlight working together with different people, sometimes as a leader and sometimes as a follower, so Leadership should be performed by a group of people together, and particular Leadership functions can be carried out by different members at different times (Celik, 2013). Distributed Leadership in the context of higher education is based on three main premises: (i) Leadership is a joint product of members in organizations and is shaped by their interactions, (ii) Leadership does not have precise boundaries and it extends beyond the institution, and (Hi) the varieties of expertise, knowledge, and skills which form Leadership capacities in organizations are provided by most of the stakeholders (Bolden et al., 2009). These premises emphasize the collaborative Leadership activities of individuals based on their experiences, knowledge, and skills for contributing to Leadership capacity in universities. Therefore, the Leadership of academics becomes much more valuable in satisfying the expectations and demands of the internal and external stakeholders of higher education institutions (Bolden, Gosling, & O'Brien, 2014). …
Oran R Young - One of the best experts on this subject based on the ideXlab platform.
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political Leadership and regime formation on the development of institutions in international society
International Organization, 1991Co-Authors: Oran R YoungAbstract:Leadership plays a critical but poorly understood role in determining the success or failure of the processes of institutional bargaining that dominate efforts to form international regimes or, more generally, institutional arrangements in international society. An examination of the nature of institutional bargaining serves as a springboard both for pinpointing the role of Leadership in regime formation and for differentiating three forms of Leadership that regularly come into play in efforts to establish international institutions: structural Leadership, entrepreneurial Leadership, and Intellectual Leadership. Because much of the real work of regime formation occurs in the interplay of different types of Leadership, the study of interactions among individual leaders is a high priority for those seeking to illuminate the processes involved in the creation of international institutions. Not only does such a study help to explain the conditions under which regimes form or fail to form, but it also provides an opportunity to bring the individual back in to an important area of international affairs.
Hasan Arslan - One of the best experts on this subject based on the ideXlab platform.
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Faculty's academic Intellectual Leadership: predictive relations with several organizational characteristics of universities
Journal of Higher Education and Science, 2020Co-Authors: Baris Uslu, Hasan ArslanAbstract:The purpose of this research is to examine the predictive relations between faculty's academic Intellectual Leadership, and communication, climate and managerial flexibility regarding scholarly practices in universities. For this purpose, the research was designed in correlational research pattern, and, to collect data, an online questionnaire composed of Organizational Communication, Organizational Climate, Managerial Flexibility Regarding Scholarly Practices and Academic Intellectual Leadership scales was sent via e-mail to faculty who work in different disciplines in Turkish public universities. The questionnaires responded to by 504 faculties were included in the data analysis, and then descriptive, correlation and regression analyses were performed. According to the findings, Managerial Flexibility Regarding Service Practices is a significant predictor for all dimensions of academic Intellectual Leadership; Managerial Flexibility Regarding Teaching Practices for only the Guardian dimension; Supported Structurally, a dimension of the organizational climate, for Ambassador and Acquistor dimensions. This result shows that faculty's perceptions about climate in universities and the managerial support for scholarly duties strongly affect their academic Intellectual Leadership. Therefore, to enhance faculty's academic Intellectual Leadership behaviors, university managers can initiate different mechanisms such as learning-teaching centers, media advisory units and sporting-social event bureaus besides research-based facilities. University managers should also generate a more positive work environment by encouraging academics to follow their scholarly interests and recognizing academics' various achievements with material and moral rewards within the institution
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faculty s academic Intellectual Leadership the intermediary relations with universities organizational components
International Journal of Leadership in Education, 2018Co-Authors: Baris Uslu, Hasan ArslanAbstract:AbstractIn line with ‘the entrepreneurial university’ discourse, managerialism and performative culture brought new expectations to faculty such as developing online programmes/courses, carrying out training for professionals, obtaining research funds, leading projects in cooperation with industry/business, collaborating with colleagues from various disciplines, participating in international networks and representing their disciplines and institutions. These new duties and the traditional roles of academics, as knowledge producer and public Intellectual, constitute their Intellectual Leadership. Given these new circumstances, it is important to investigate the influence of universities’ organizational components to understand how university managers can support academics’ Intellectual Leadership. This research aims to explore intermediary relations between communication, climate and managerial practice flexibility in universities and academics’ Intellectual Leadership. Quantitative data were collected fr...
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Faculty’s academic Intellectual Leadership: the intermediary relations with universities’ organizational components
International Journal of Leadership in Education, 2017Co-Authors: Baris Uslu, Hasan ArslanAbstract:AbstractIn line with ‘the entrepreneurial university’ discourse, managerialism and performative culture brought new expectations to faculty such as developing online programmes/courses, carrying out training for professionals, obtaining research funds, leading projects in cooperation with industry/business, collaborating with colleagues from various disciplines, participating in international networks and representing their disciplines and institutions. These new duties and the traditional roles of academics, as knowledge producer and public Intellectual, constitute their Intellectual Leadership. Given these new circumstances, it is important to investigate the influence of universities’ organizational components to understand how university managers can support academics’ Intellectual Leadership. This research aims to explore intermediary relations between communication, climate and managerial practice flexibility in universities and academics’ Intellectual Leadership. Quantitative data were collected fr...
Anthony Welch - One of the best experts on this subject based on the ideXlab platform.
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the influence of universities organizational features on professorial Intellectual Leadership
Studies in Higher Education, 2018Co-Authors: Baris Uslu, Anthony WelchAbstract:This research examines the Intellectual Leadership behaviours of senior academics at professoriate level, and the influences of institutional support practices, climate and communication in universities as main organizational features on these behaviours. To explore relations among research variables, qualitative data were collected by interviews with Australian senior academics, and analysed by using content and descriptive analysis techniques. According to senior academics, major professorial Leadership behaviours are creating new knowledge, keeping up standards in disciplinary publications, helping younger researchers’ academic development, obtaining competitive grants, raising the reputation of their institutions and using their expertize to influence public debates. In addition, senior academics confirmed that institutional resources contribute generally to their productivity within scholarly Leadership, and organizational climate strongly affects their motivation and academic performance. Furthermor...
Nikhil Koratkar - One of the best experts on this subject based on the ideXlab platform.
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quantifying a scientist s Intellectual Leadership
Carbon, 2019Co-Authors: Rishabh Jain, Nikhil KoratkarAbstract:Abstract We propose a new metric, the Intellectual Leadership Quotient (ILQ) to quantify the Intellectual Leadership demonstrated by a researcher. The ILQ provides a simple, accurate and quantifiable measure of a scientist's Intellectual Leadership. In our view, both the ILQ as well as the Hirsch (h) index should be considered concurrently when judging the scholarly work of a scientist. We propose that to be considered a leader who is shaping the field, ILQ values in excess of 80 in conjunction with a high h index would be necessary. In addition to facilitating better judgements related to faculty hiring, promotion/tenure cases, and society awards, the use of the ILQ will enable funding agencies to make better, more well-informed decisions. Other benefits of the ILQ include curbing unethical h index inflation and discouraging the frivolous addition of co-authors to a manuscript.