Getting Higher Institution Leadership ight: Sparks from Ethical Essentials
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Date
2014-06-12
Authors
Onyene, V. E.
Iriobe, C.
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Kampala International University, Kampala, Uganda
Abstract
Leadership is perceived in this paper as a social process and, or a group-based activity where managers working with their subordinates (followers), are charged with the functional responsibilities of having to tacitly put together their obvious personality traits such as intelligence, dominance, self-confidence, energy, activity and their task relevance knowledge in order to move their organisations to result. The paper actually took institutional management out of the traditional manual of policy and procedure observance to address fourteen ethical variables which it illustrated that when dynamically utilised would make for strategic goal attainment, internal (institutional) efficiency and overall effectiveness. Leadership is addressed as strong set of organisational behaviour which should make use of valuable principles of higher education governance. It also presented that work, interpersonal relationships and gender-based leadership-responsive ethics are necessary conditions for forming the tone of organisational quality and standard. The challenges of competitive growth and progress rating of institutional conformity to accreditable rules made the paper explore the possibility of combining the ethics of good and bad in order to make things happen for the growth and progress of Nigeria's tertiary institutions. There is also strategic in-road into how administrative crises, challenges and ethical dilemma can be used as a seven-step decision making checklist by leaders who are envisioned, group-oriented and after goal attainment.
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Onyene, V., & Iriobe, C. (2014). Getting higher institution leadership right: Sparks from ethical essentials. Journal of Sociology and Education in Africa, 12(2), 174–190.