Jesuit Higher Educational Leadership
A Case Study of Universities in Asia
Buch in deiner Nähe kaufen
Beschreibung
This book sets out to examine the perceptions of the senior management, faculty members, and administrators of Jesuit leadership in four Asian Jesuit universities. The research question is framed as follows: What are the conceptualisation, collaboration with others, and challenges of Jesuit higher educational leadership?
The researcher employed a two-stage research approach to gather the sample. The first stage involved qualitative research, including interviews and expert opinions, while the second stage comprised quantitative research in the form of surveys. This study was conducted across the Philippines, Indonesia, South Korea, and Japan. In total, 30 respondents participated in the interview over the Zoom platform, and 44 completed the online survey.
The book made four significant contributions to scholarly literature. First, it conceptualised Jesuit higher educational leadership, which encompassed six features: interpersonal support, community building, selflessness, equality, integrity, and spirituality. Second, it empirically established a scale or a model of Jesuit higher educational leadership. Third, it empirically confirmed that collaboration with others was the mediator between the Jesuit higher educational leadership and the president's performance. Finally, it discovered Jesuit higher educational leaders' challenges, identifying conspicuous similarities and differences between the four universities.
The structure of the book is organised into five chapters. Chapter 1 elucidates the background, the gap, the aim, the research questions, the significance of the study, and the organisation of the book. Chapter 2 presents a review of the relevant literature in conceptualising Jesuit higher educational leadership. Chapter 3 explains the study's design, the methodology, findings and analysis of interviews. Chapter 4 presents the methodology, the findings and analysis of the survey. Chapter 5 synthesises all the preceding chapters to respond to the research question posed in the introductory chapter.
Dr. Bernard Lee, DPhil (Oxon), PhD, DBA, having been accorded the privilege of serving as a Visiting Scholar at The University of Oxford, presently holds the esteemed position of Honorary Assistant Professor at The University of Hong Kong.
This book sets out to examine the perceptions of the senior management, faculty members, and administrators of Jesuit leadership in four Asian Jesuit universities. The research question is framed as follows: What are the conceptualisation, collaboration with others, and challenges of Jesuit higher educational leadership?
The researcher employed a two-stage research approach to gather the sample. The first stage involved qualitative research, including interviews and expert opinions, while the second stage comprised quantitative research in the form of surveys. This study was conducted across the Philippines, Indonesia, South Korea, and Japan. In total, 30 respondents participated in the interview over the Zoom platform, and 44 completed the online survey.
The book made four significant contributions to scholarly literature. First, it conceptualised Jesuit higher educational leadership, which encompassed six features: interpersonal support, community building, selflessness, equality, integrity, and spirituality. Second, it empirically established a scale or a model of Jesuit higher educational leadership. Third, it empirically confirmed that collaboration with others was the mediator between the Jesuit higher educational leadership and the president's performance. Finally, it discovered Jesuit higher educational leaders' challenges, identifying conspicuous similarities and differences between the four universities.
The structure of the book is organised into five chapters. Chapter 1 elucidates the background, the gap, the aim, the research questions, the significance of the study, and the organisation of the book. Chapter 2 presents a review of the relevant literature in conceptualising Jesuit higher educational leadership. Chapter 3 explains the study's design, the methodology, findings and analysis of interviews. Chapter 4 presents the methodology, the findings and analysis of the survey. Chapter 5 synthesises all the preceding chapters to respond to the research question posed in the introductory chapter.
Conceptualize Jesuit higher educational leadership Empirically establishes a scale or a model of Jesuit higher educational leadership Confirms that collaboration with others was the mediator between the JHEL and leaders' performance
Autor*in
Bernard Lee
Themen in »Jesuit Higher Educational Leadership«
Jesuit Leadership Collaboration Leadership Model