Received: 17 Sep 2018 , Published: 22 September 2018
Views: 54 , Download: 39
|1||MILLICENT ACHIENG' AGORO|
This study assessed the effects of strategic leaders’ cognitive qualities on lecturers’ performance with a reference to Jaramogi Oginga Odinga University of Science and Technology, Kenya. A target population of 144 lecturers was used and a sample size of 106 lecturers obtained who responded to questionnaires. Mixed method of qualitative and quantitative approaches was applied. The results showed that strategic leaders’ were elected and appointed with a consideration on cognitive qualities at 43.4%. Also lecturers considered cognitive qualities as important and essential in the field of academics. This was seen to be essential in developing and formulating strategies, resolving problems and using intellectual skills to encourage and mentor lecturers on research, publishing in refereed journals, developing market demand driven programmes and facilitated completion of PhD students within the stipulated period of study. The findings further revealed a statistically significant relationship between strategic leaders’ cognitive qualities and lecturers’ performance (R2 = 0.187; p<0.001) and coefficients were all statistically significant. Statutes governing appointment of strategic leaders need to highlight qualities required when appointing and electing strategic leaders to holistically understand administrative issues and conform to the requirements of leadership requirements.
Adalberto, A, Jr., & Martinez, R. (2002). Leadership practices and diversity in higher education: transitional and transformational frameworks. Journal of Leadership and Organsiational Studies, Vol. 8, No.3.
Agili, J. & Okibo, W. (2015). Factors influencing implementation of change in selected public universities in Kenya. International Journal of Econmics, Commerce and Management, Vol. III, Issue 5.
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership and Organisational Studies, 20, 379-393.
Connelly, M.S., Gilbert, J.A., Zaccaro, S.J., Threlfall, K.V., Marks, M.A. & Mumford M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. Leadership Quarterly, 11(1): 65-86.
Chetsanga, C. J. (2011). Benchmarks for quality assurance in Higher Education Institutions in Zimbambwe. A paper presented at the worksiop of Vice Chancellors held at Holiday Inn (pp. 1-8). Harare: Zimbabwe Council for Higher Education.
Clayton, C. (1997). "Making strategy: Learning by doing". Harvard Business Review, 75, No. 6: 141-156. Business Source Complete Database.
Danner, D., Hagemann, D., Schankin, A., Hager, M., & Funke, J. (2011). Beyond IQ: A latent state-trait analysis of general intelligence, dynamic decision making, and implicit learning. Intelligence, 39: 323-334.
Deem, R. (2001). Managing contemporary UK universities - manager - academics and new managerialism. Academic Leadership Online, 1(3), www.academicleadership.org.
Goldman, E. (2007). "Strategic thinking at the top". MIT Sloan Management Review, 48 No. 4.
Haslam, S. A., Peters, K., Steffens, N. K. & Reicher, S. D. (2016). Social identity and groups network. University of Queensland, ISBN: 978-0-9942844-6-4.
Ho, I. and Kuo. (2013). How system quality and incentive affect knowledge sharing. Industrial Management and Data Systems, 113, 1048-1063.
Kamath, G. B. (2007). The intellectual capital performance of Indian banking sector. Journal of Intellectual Capital, Vol. 8 No. 1, pp. 96-123.
KIPPRA. (2013). Factors influencing organizational strategy implementation. Nairobi: Acts Press.
Kiriri, P. & Gathuthi, E. (2009). Managing performance in Kenyan higher education institutions. Application of the balanced scorecard. Management Digest, Vol. 1, pp 514-526.
Kujansivu, P. & Lonngvist, A. (2004). The value and efficiency of intellectual capital in finnish campanies. Tampere, FL: Institute of Industrial Management, Tampere University of Technology.
Locke, E. A. (1991). Leadership do traits matter. Academy of management executives, 5, 48 - 50.
Middlehurt, R. (1993). Leading academics. London: Buckingham: SRHE and OU Press.
Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T., & Fleishman, E. A.; Northhouse. (2000, 2010). Leadership skills for a changing world: Solving complex problems. The Leadership Quarterly, 11(1), 11-35.
Murphy, S.E., & Johnson, S.K. (2011). The Benefits of a long-lens approach to leader development: Understanding the seeds of leadership. The Leadership Quarterly, 22: 459-470.
Obeidat, B. S.-J. (2012). Toward better understanding for Arabian culture: Implications based on Hofstede's cultural model. European Journal of Social Sciences, 28(4), pp.512-522.
OECD. (2013). OECD skills outlook 2013: First result from the survey of adult skills. OECD Publishing.
Ogula, P. A. (2005). Research methods. Nairobi: Catholic University of Eastern Africa Publications.
Pandor, N. (2004). We cannot standby and watch institutions collapse. Cape Town, South Africa: Sunday Independent Dispatches.
Parsons, P. G. & Slabbert, A. D. (2001). Performance management and academic workload in higher education. South African Journal for Higher Education, 15(3), 74-81.
Pearce II, John A. & Richard B. Robinson. (2007). Strategic management, formulation, implementation and control. 10th Edition. New York: The McGraw-Hill Companies, Inc.
Saunders, M., Lewis, P., & Thornhill, A. (2013). Research methods for business students (6th ed.). Harlow: Prentice Hall Financial Times.
Sifuna, D. (2012). Leadership in Kenyan public universities and the challenges of autonomy and academic freedom: An overview of trends since independence. Journal of Higher Education in Africa/Revue de l'eseignement superieur en Afrique, Vol. 10, No 1. pp. 121-137.
Sinar, E. (2013). A 10-year culmination of executive analytics. Leadhership Insights.
Trevino, L. K., Brown, M. & Hartman, L. P.,. (2003). A "Qualitative investigation of perceived executive ethical leadership: perceptions from inside and outside the executive suite". Human Relations, Vol. 56, No. 1, pp. 5-37.
Trevino, L. K., Brown, M. E., & Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behaviour and Human Decesion Processes, 97, 117 - 134.
Vishnu, S. & Gupta, V. K. (2015). Performance of intellectual capital in India health care sector. International Journal of Learning and Intellectual Capital, Vol 12 (1), 47-60.
Yamane, T. (1967 ; 886). Statistics, An introductory Analysis, 2nd Ed. New York: Harper and Row.