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The Pioneers: A Qualitative Study of Leadership Experiences in an Institutional Transformation Process in Islamic Higher Education in Indonesia.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Pioneers: A Qualitative Study of Leadership Experiences in an Institutional Transformation Process in Islamic Higher Education in Indonesia./
作者:	El Muhammady, Fauzanah Fauzan .
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:	222 p.
附註:	Source: Dissertations Abstracts International, Volume: 83-03, Section: A.
Contained By:	Dissertations Abstracts International83-03A.
標題:	Students. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28731191
ISBN:	9798544224037

The Pioneers: A Qualitative Study of Leadership Experiences in an Institutional Transformation Process in Islamic Higher Education in Indonesia.
El Muhammady, Fauzanah Fauzan .

The Pioneers: A Qualitative Study of Leadership Experiences in an Institutional Transformation Process in Islamic Higher Education in Indonesia. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 222 p.

Source: Dissertations Abstracts International, Volume: 83-03, Section: A.

Thesis (Ph.D.)--McGill University (Canada), 2021.

This item must not be sold to any third party vendors.

This qualitative study explored leadership experiences in the institutional transformation of Indonesia's Islamic Higher Education Institutions (IHEIs). The Indonesian government, under the supervision of the Ministry of Religious Affairs (MORA), has responsibility to supervise all IHEIs (public Islamic college, public Islamic institutes, public Islamic universities, and other private IHEIs). MORA implemented the institutional transformation policy that assisted the up-gradation of existing IHEIs into higher educational levels-such as from a college into an institute or from an institute into a university. During the 18 years of policy implementation, Islamic university leaders played a crucial role in the success of the institutional transformation. This study investigated the experiences of one group of academic leaders that were involved in the transformation process from a public, Islamic institute (II) to a university. It explored the roles the leaders played, and the leadership approaches they used during their experience-their perspectives, perceptions and actions-in their day-to-day activities, and how they contributed to the institutional transformation. This study employed qualitative methods in interviews with the leaders from the Islamic Institute (II) as the main participants and other leaders from a stakeholder institution (SI); relevant documents and artifacts collected from the public domain; researcher reflective memos; and visual images that depicted specific dimensions of the experiences of the participants who were a part of the study. A thematic analysis was used to identify the commonalities across these leadership experiences. The study found that leadership performance contributed to the institutional transformation process. The leaders employed strategies to build effective communication, relationships and to network with relevant internal groups-the academic community, scholars, faculty members, administrators-and external members of the stakeholder institution. Five major roles were used by the II leaders in the transformation process for dealing with the internal groups. These were performing, catalyzing, strategizing, implementing, and nurturing. Three approaches were used by these same leaders to overcome the challenges and obstacles that occurred when dealing with the external groups. These were pushing, pulling, and compromising. The findings of this study will hopefully inspire other IHEIs leaders to strengthen their capacity through effective leadership roles and strategic leadership approaches to achieve successful institutional transformations in the future. This study contributes new insights about the importance of studying leadership, holistically, in context and from the perspectives of leaders. It delineates concrete examples of the best leadership practices for other higher education leaders to emulate to support institutional change and sustainability.

ISBN: 9798544224037Subjects--Topical Terms:

756581
Students.

The Pioneers: A Qualitative Study of Leadership Experiences in an Institutional Transformation Process in Islamic Higher Education in Indonesia.
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500 $a Source: Dissertations Abstracts International, Volume: 83-03, Section: A.
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506 $a This item must not be sold to any third party vendors.
520 $a This qualitative study explored leadership experiences in the institutional transformation of Indonesia's Islamic Higher Education Institutions (IHEIs). The Indonesian government, under the supervision of the Ministry of Religious Affairs (MORA), has responsibility to supervise all IHEIs (public Islamic college, public Islamic institutes, public Islamic universities, and other private IHEIs). MORA implemented the institutional transformation policy that assisted the up-gradation of existing IHEIs into higher educational levels-such as from a college into an institute or from an institute into a university. During the 18 years of policy implementation, Islamic university leaders played a crucial role in the success of the institutional transformation. This study investigated the experiences of one group of academic leaders that were involved in the transformation process from a public, Islamic institute (II) to a university. It explored the roles the leaders played, and the leadership approaches they used during their experience-their perspectives, perceptions and actions-in their day-to-day activities, and how they contributed to the institutional transformation. This study employed qualitative methods in interviews with the leaders from the Islamic Institute (II) as the main participants and other leaders from a stakeholder institution (SI); relevant documents and artifacts collected from the public domain; researcher reflective memos; and visual images that depicted specific dimensions of the experiences of the participants who were a part of the study. A thematic analysis was used to identify the commonalities across these leadership experiences. The study found that leadership performance contributed to the institutional transformation process. The leaders employed strategies to build effective communication, relationships and to network with relevant internal groups-the academic community, scholars, faculty members, administrators-and external members of the stakeholder institution. Five major roles were used by the II leaders in the transformation process for dealing with the internal groups. These were performing, catalyzing, strategizing, implementing, and nurturing. Three approaches were used by these same leaders to overcome the challenges and obstacles that occurred when dealing with the external groups. These were pushing, pulling, and compromising. The findings of this study will hopefully inspire other IHEIs leaders to strengthen their capacity through effective leadership roles and strategic leadership approaches to achieve successful institutional transformations in the future. This study contributes new insights about the importance of studying leadership, holistically, in context and from the perspectives of leaders. It delineates concrete examples of the best leadership practices for other higher education leaders to emulate to support institutional change and sustainability.
520 $a Cette etude qualitative a explore les experiences de leadership dans la transformation institutionnelle des etablissements d'enseignement superieur islamiques (IHEI) d'Indonesie. Le gouvernement indonesien, sous la supervision du ministere des Affaires religieuses (MORA), a la responsabilite de superviser tous les IHEI (college islamique public, instituts islamiques publics, universites islamiques publiques et autres IHEI prives). Le MORA a mis en oeuvre la politique de transformation institutionnelle qui a aide a faire evoluer les IHEI existants vers des niveaux d'enseignement superieur, par exemple d'un college a un institut ou d'un institut a une universite. Au cours des 18 annees de mise en oeuvre de la politique, les dirigeants des universites islamiques ont joue un role crucial dans le succes de la transformation institutionnelle. Cette etude a examine les experiences d'un groupe de dirigeants universitaires impliques dans le processus de transformation d'un institut islamique public (II) en universite. Il a explore les roles joues par les dirigeants et les approches de leadership qu'ils ont utilisees au cours de leur experience - leurs perspectives, leurs perceptions et leurs actions - dans leurs activites quotidiennes, et la maniere dont ils ont contribue a la transformation institutionnelle. Cette etude a utilise des methodes qualitatives lors d'entretiens avec les dirigeants de l'Institut islamique (II) en tant que principaux participants et d'autres dirigeants d'une institution partie prenante (IS); les documents et artefacts pertinents collectes dans le domaine public; notes de reflexion des chercheurs; et des images visuelles illustrant des dimensions specifiques des experiences des participants qui faisaient partie de l'etude. Une analyse thematique a ete utilisee pour identifier les points communs entre ces experiences de leadership. L'etude a revele que la performance du leadership contribuait au processus de transformation institutionnelle. Les dirigeants ont utilise des strategies pour etablir une communication et des relations efficaces et pour etablir des reseaux avec les groupes internes concernes - la communaute universitaire, les universitaires, les membres du corps professoral, les administrateurs - et les membres externes de l'institution concernee. Cinq roles principaux ont ete utilises par les dirigeants II dans le processus de transformation pour traiter avec les groupes internes. Ceux-ci etaient performants, catalysant, elaborant des strategies, mettant en oeuvre et nourrissant. Trois approches ont ete utilisees par ces memes leaders pour surmonter les defis et les obstacles rencontres lors de leurs relations avec les groupes externes. Celles-ci poussaient, tiraient et compromettaient. Nous esperons que les conclusions de cette etude inspireront d'autres dirigeants d'IHEI a renforcer leurs capacites grace a des roles de leadership efficaces et a des approches de leadership strategique pour reussir les transformations institutionnelles a l'avenir. Cette etude apporte de nouvelles perspectives sur l'importance d'etudier le leadership, de maniere holistique, en contexte et du point de vue des leaders. Il presente des exemples concrets des meilleures pratiques de leadership que d'autres dirigeants de l'enseignement superieur peuvent imiter pour soutenir le changement institutionnel et la durabilite.
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