ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): Umar Mufeed

Email(s): umar.mufeed08@gmail.com

DOI: 10.5958/2321-5763.2018.00137.3   

Address: Umar Mufeed
Research Scholar, Department of Management Studies, University of Kashmir, Hazratbal, Srinagar -190006
J&K, India
*Corresponding Author

Published In:   Volume - 9,      Issue - 2,     Year - 2018


ABSTRACT:
Higher educational institutions in the present dynamic environment are coupled with enormous pressure to meet the aspirations and expectations of stakeholders in general and society in particular. Institutions of any background have got significance in contributing towards nation building and the role of education sector becomes all more crucial. The higher educational institutions, especially the universities are the agencies of developing human resources of the country and are charged to serve people by developing their knowledge, skills and personality including their values and attitudes. The development of world class educational institutions is debated at local, national and global platforms. Policy makers and academicians focus on how to build such institutions which meet global academic standards and contribute towards national economy. In this respect, the role of academic leaders becomes pivotal in creating, developing and transforming institutions by adopting institution building practices. The present study makes an attempt to examine and establish linkages between leadership and institution building practices. The respondents of this study consist of 162 teaching staff taken from four universities in J and K. The finding of the study reveals that there exist a favourable and significant relationship between leadership and institution building practices. The measures for improving leadership practices for institution building and other policy implications have been discussed.


Cite this article:
Umar Mufeed. Examining the Relationship between Leadership and Institution Building Practices: A Study of Select Institutions of Higher Learning. Asian Journal of Management. 2018; 9(2):869-874. doi: 10.5958/2321-5763.2018.00137.3


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DOI: 10.5958/2321-5763 


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