Proposed strategy for developing administrative leadership at King Khalid University in light of the human capacity development program

Abdulaziz Saeed Alqahtani

Article ID: 8770
Vol 8, Issue 15, 2024

VIEWS - 20 (Abstract) 5 (PDF)

Abstract


The aim of the study is to identify the requirements for qualifying administrative leaders and the challenges they face at King Khalid University, in light of the general framework of the Human Capacities Development Program, which includes four dimensions (values and behaviours-basic skills-future skills-knowledge). A descriptive approach was used, and the study population consisted of academic leaders at King Khalid University, totalling (107). A questionnaire was used as a research tool, comprising three axes and (53) statements to collect data after ensuring their validity and reliability. The results showed the agreement of the study population on the axis of requirements for qualifying administrative leaders at King Khalid University to a very high degree, with an average score of (4.44), and their agreement on the challenges facing the qualification of administrative leaders at King Khalid University to a very high degree, with an average score of (4.11), and their agreement on the mechanisms for qualifying administrative leaders at King Khalid University to a very high degree, with an average score of (4.29). The results also showed no statistically significant differences at the significance level (0.05) between the means of responses of the study population on the requirements, challenges, and mechanisms for qualifying administrative leaders according to variables (gender-academic qualification—experience in the current job). In light of the study results, a proposed strategy was developed, and recommendations were made, including adopting the proposed strategy and governing the programs for qualifying administrative leaders at King Khalid University to ensure transparency, fairness, and accountability at all stages from nomination, preparation, and evaluation, in addition to considering the university’s strategic plan when designing programs for qualifying administrative leaders to adopt the values embraced by the administration and build leaders who contribute to achieving its vision and mission in the long term.


Keywords


qualification; leadership; King Khalid University; proposed strategy; human capacity development

Full Text:

PDF


References


Al-Najjar, B. (2018). Corporate governance and audit features: SMEs evidence. Journal of Small Business and Enterprise Development, 25(1), 163-179.

Australian Institute for Teaching and School Leadership website /https://www.aitsl.edu.au.

Australian Institute for Teaching and School Leadership. (2015). Preparing future leaders Effective preparation for aspiring school principals.

Badrabadi, H. H., & Akbarpour, T. M. (2013). A study on the effect of intellectual capital and organizational learning process on organizational performance. African Journal of Business Management, 7(16), 1470.

Barhate, B. (2016). Perception of Software Employees towards Human Resource Development Roles, Functions and Professionals. Rochester Institute of Technology, Rochester, New York.

Bersin, j. (2006).Talent Management What is it ? why now ? Sinclair consulting Inc, Morristown, NJ, USA.

Blankenship, C. M. (2017). Human Resource Managers’ perception of soft skills, involuntary employment turnover and the efficacy of a proposed pathway career model. [Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy,] Mississippi State University.

Burke, F.( 2003). “Effective SME Family Business Succession Strategies”. Paper presented at International Council for Small Business, 48th World Conference, 15-18 May 2003, Belfast, Northern Ireland.

Byham, W. (2002). Grow your Own Leaders How to Identify, Develop, and Retain Leadership Talent. Upper Saddle River, NJ: Prentice Hall.

Campbell, M. J, & Smith, R. M. (2014). High-potential talent: A view from inside theleadership pipeline. Greensboro, NC: Center for Creative Leadership.

Charan, R., Drotter, S. & Noel, J.( 2001). “Leadership Pipeline: How to Build the Leadership Powered Company”, Jossey-Bass, San Francisco, CA.

Cieminski, A. B.(2018).Practices That Support Leadership Succession and Principal Retention. Education Leadership Review, 19(1),21 -41.

Gallo, F. T. (2015). The enlightened leader: Lessons from China on the art of executive coaching. Emerald Group Publishing.

Greenstone , M , Looney , A. ( 2011 ). Building Americas job skills with effective workforce programs : atraining strategy to raise wages and increase work opportunities. The Hamilton project.

Groves, K. (2007) “Integrating Leadership Development and Succession Planning Best Practices”, Journal of Management Development, 26: 239-258.

Hargreaves, A. K.(2009). Leadership Succession and Sustainable Improvement. School Administrator,66(11),10-25.

Henry, T (2015): Personnel vs. Strategic Human Resource Management in Public Education, Management in Education, 29 (3), 112-118.

Human Resources Development Fund retrieved on 10/8/1443 AH. https://www.hrdf.org.sa/en/

IMD WORLD W COMPETITIVENESS CENTER.(2021). IMD WORLD TALENT RANKING.

Institute of Public Administration (2014, December 2-4). Recommendations Project of the Government Administrative Leadership Conference in the Kingdom of Saudi Arabia: Reality and Aspirations. Government Administrative Leadership Conference in the Kingdom of Saudi Arabia: Reality and Aspirations, Riyadh, Saudi Arabia.

Ismaya, B., Sutrisno, S., Darmawan, D., Jahroni, J., & Kholis, N. (2023). Strategy for Leadership: How Principals of Successful Schools Improve Education Quality. Al-Tanzim: Jurnal Manajemen Pendidikan Islam, 7(1), 247-259.

Jayapragas , P. (2016). Leaders in Education Program: The Singapore Model for Developing Effective Principal-ship Capability. Current Issues in Comparative Education, 19(1), 92-108.

Joel, O. T., & Oguanobi, V. U. (2024). Leadership and management in high-growth environments: effective strategies for the clean energy sector. International Journal of Management & Entrepreneurship Research, 6(5), 1423-1440.

Kalhori, R. P., Laei, S., Kavyani, E., & Malekian, F. (2020). AConceptual Model of Succession Management at Medical Universities: Experience of Iranian Higher Education Based on Grounded Theory. Journal of Clinical Research in Paramedical Sciences, (In Press).

Kim , S. , Lee , Y. & Jung , D ( 2009 ). A Comparative Study of National Human Resource development Plan Implementation Systems in korea , the United States and Japan. The Korean Journal of policy studies 23(2).

King Khalid University website retrieved on 23/7/1442 AH.

Knowlton,L.W. ,& Philips, C.C.(2013). The logic model Guidebook: better strategies for great result.(2nded). USA:SAGE.

Kramer, K. R., & Nayak, P. (2013). Nonprofit Leadership Development: What’s Your” plan A” for Growing Future Leaders?. Bridgespan Group.

Lynn, D.B. (2001) “Succession Management Strategies in Public Sector Organizations”, Review of Public Personnel Administration, 21: 114-132.

Maphisa, S. B., Zwane, B. K., & Nyide, C. J. (2017). Succession planning and staff retention challenges: An industrial outlook and major risks. Risk Governance and Control: Financial Markets and Institutions.

Marafa, U. G., Akinniyi, E. O., Idowu, O. M., & Moyo, U. T. O. (2018). Training Strategies for Leadrship Succession In Small and Medium Scale Construction Companies in North-East Nigeria. International Journal of Engineering Technologies and Management Research, 5(7), 100-111.

Mckinsey&Co.(2001), Ahand The War for Talent Organization and Leadership practice, New York: Mckinsey & Company ,Inc.

Ming,T.Z, Ahmad, A., Sapry, H.R., (2020).Effective Strategy for Succession Planning in Higher Education Institutions. Journal of Education and e-Learning Research, 7(2): 203-208.

Ministry of Education Malaysia. (2013). Malaysia Education Blueprint 2013-2025 (Preschool to Post-Secondary Education). Kementerian Pendidikan Malaysia.

Misdah, M. (2020). Leadership Model of Kyai Based on Four Basic Consensus of The Nation in Islamic Boarding Schools in The West Kalimantan-Malaysia Border. Didaktika Religia, 8(2), 377-396.

Morelli, M. F.(2016).The Next Generation of Leaders in No-Profit Sector. Journal of Human Resource and Sustainability Studies, (4), 50-53.

Munro, M. P. (2018). Voices of Educational Leaders in the Field of Visual Impairment: History, Professional Development, Impact, and Vision for Future Leaders (Doctoral dissertation). Planning, Talent Management and Workforce Planning. International Journal of Academic Research in Business and Social Sciences, 9(9), 1298–1303.

National Transformation Program executive plan 2018–2020, 2017, https://www.vision2030.gov.sa/en/explore/programs/national-transformation-program

Quaquebeke, N. V., & Gerpott, F. H. (2023). The now, new, and next of digital leadership: How Artificial Intelligence (AI) will take over and change leadership as we know it. Journal of Leadership & Organizational Studies, 30(3), 265-275.

Raby, R. L., & Valeau, E. J. (2021). Position training and succession planning for community college international education leaders. Community College Journal of Research and Practice, 45(2), 86-102.

Rothwell William (2010). Effective Succession Planning : Ensuring Leadership Continuity and Building Talent from within. New York, AMACOM.

Sadler–Smith, E., (2006) Learning and Development for Managers: Integrating Individual and Organizational Learning. Blackwell Publishing.

Salleh, L. M., & Rahman, M. F. A.(2017). A Comparative Study of Leadership Succession Models. Science International, 29, 791-796.

Saudi Arabia Vision 2030 Document (2016).

The Executive Plan for the National Transformation Program 2018-2020 (2017). Available on: https://planipolis.iiep.unesco.org/sites/default/files/ressources/saudi_arabia_ntp_en.pdf

The Media Document for the Human Capacity Development Program 2021-2025. https://www.vision2030.gov.sa/media/pgid4z3t/2021-2025-human-capability-development-program-delivery-plan-en.pdf

The National Electronic Training Platform “Doroob” retrieved on 10/8/1443 AH. https://doroob.sa/ar/

Van Velsor, E., & Wright, J. (2012). Expanding the leadership equation: developing next-generation leaders. ERIC: Center for Creative Leadership White Paper.

Yan, H (2010). China’s vocational education and training. The next key target education promotion, Singapore, East Asian Institute, National University of Singapore.




DOI: https://doi.org/10.24294/jipd8770

Refbacks

  • There are currently no refbacks.


Copyright (c) 2024 Abdulaziz Saeed Alqahtani

License URL: https://creativecommons.org/licenses/by/4.0/

This site is licensed under a Creative Commons Attribution 4.0 International License.