amin parvari; seyed ali siadat; seyed hamidreza shavaran
Abstract
IntroductionThe aim of this study was to develop a model of selection criteria for university presidents in selected universities around the world.MethodThe research was applied in terms of purpose and qualitative in terms of approach. The statistical population of the study included documents, regulations, ...
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IntroductionThe aim of this study was to develop a model of selection criteria for university presidents in selected universities around the world.MethodThe research was applied in terms of purpose and qualitative in terms of approach. The statistical population of the study included documents, regulations, instructions, books, and available articles about selection of university presidents in sixteen countries from different continents. The statistical sample was the same as the community. Content - validity method and peer – group method were used to evaluate the validity of the research and the reliability, respectively. Data were analyzed using Qualitative content analysis method. After encoding the resulting data, concepts, core categories (dimensions or structures), and components (core competencies) were identified.ResultsThe results showed that among the 144 codes extracted, interactive selection criteria (12), communication management (9), management experience (8), academic management experience (7), scientific competence (7), innovation (6), Financial management (6), partnership (5) and organizational commitment (5) are the most important and have played a significant role in the selection of university presidents at the level of the studied universities in the world. Using the results, a comprehensive model was developed for the selection of university presidents, which resulted in the classification of three main categories of individual, organizational and managerial characteristics. Individual class includes personality and scientific characteristics; The organizational class included general organizational characteristics, the selection process and nationalism, and the managerial class included managerial skills, participation, experience, and expertise.DiscussionGiven that the data obtained from a research was a Qualitative based, the results can provide significant criteria when selecting university presidents in the recruitment and selection processes. According to the obtained results, it is suggested that a comprehensive model for the selection of university deans worldwide be developed by leading organizations in this field so that universities can follow this comprehensive model to select the desired president of their university.
Educational Management
Naghi Radi Afsouran; Seyed Ali Siadat; Reza Hoveida; Hamid Reza Oreyzi Samani; George. C. Thornton
Abstract
Introduction The aim of this study was to train and to develop the leadership competencies of transformation, team building, and strategic thinking using leader development assessment center (LDAC) at National Iranian Oil Refining and Distribution Company. Method An experimental design with pre-test ...
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Introduction The aim of this study was to train and to develop the leadership competencies of transformation, team building, and strategic thinking using leader development assessment center (LDAC) at National Iranian Oil Refining and Distribution Company. Method An experimental design with pre-test and post-test was used. We got 10 of managers using a simple random method. First, participants responded scales on leadership self-efficacy, leadership knowledge and leadership situational judgment in the pretest. Then, we applied LDAC method as our main intervention for two days. Within applying LDAC, all participants were assessed based on the target leadership competencies through simulation exercises and then, their developmental needs were determined. After, all participants received feedbacks from coaches. Finally, they covered posttest scales after two weeks. Result The results showed LDAC has enhanced the team building leadership competency in the dimension of affective and also transformation leadership competencies in the dimension of cognitive. However, it was found that LDAC has not been effective in enhancing the target leadership competencies in the dimension of behavior. Conclusion Developing leadership competencies is necessary for fostering competent leaders. Since LDAC applies principles of active/deep learning, we recommend future studies to use this method as a training approach in leadership development programs. Its implementation may be challenging and costly, but the payoffs will be worth it.