A Conceptual Model of Leadership for Learning Organizations in Higher Education Institutions
Subject Areas : Organizations
Hamideh Mohammadi
1
,
Nader Shahamat
2
*
,
Ebadollah Ahmadi
3
,
Reza Zarei
4
1 - PhD Student in Educational Management, Department of Educational Sciences, Faculty of Educational Sciences, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
2 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
3 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
4 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
Keywords: conceptual framework, leadership, learning organization, higher education,
Abstract :
Introduction and Objective: A growing body of research has highlighted that the capability for organizational learning is the singular competitive advantage that enables organizations to thrive in today’s turbulent environment. The primary objective of this study is to design a conceptual model for leading learning organizations within higher education institutions in Fars Province.
Research Methodology: This research is developmental in nature, employing a qualitative design through thematic analysis and semi-structured interviews. Participants were selected using purposeful sampling and the concept of theoretical saturation, resulting in a sample of 25 faculty members and specialists in higher education. To obtain the credibility and validity of the data, two methods were used: participant review and expert review by non-participants in the research. Reliability was determined using the Holistic coefficient, which was found to be 0.87. To achieve transferability, interviews and consultations were conducted with 25 specialists, and to ensure dependability, all details of the research were meticulously recorded at every stage.
Findings: The research findings indicate that the conceptual framework for learning organization leadership in higher education institutions in Fars Province encompasses four main dimensions: structural perspective, which includes flexibility, simplification, decentralization, and technology focus; contextual perspective, featuring policy-making, network expansion, strategic thinking, and culture focus; transformational perspective, characterized by leader mentorship, customer orientation, team trust, Magnificent Leader, and leader pragmatism; and knowledge-centered perspective, which supports knowledge production, knowledge sharing, and a belief in science.
Research and Conclusion: Identifying the key components influencing leadership in learning organizations within higher education institutions is essential. By prioritizing these elements in the strategic planning of higher education management, it can pave the way for a broader adoption of this leadership style nationwide.
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