Transcollegial leadership: a new paradigm for leadership

Abstract

Purpose

The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today.

Design/methodology/approach

First, existing research on leadership is explored. Particular attention is placed on identifying the applicability of the primary leadership approaches to the unique organizational environment typically found in institutions of higher education. Transcollegial leadership is then developed as an alternative form of leadership better suited to colleges and universities in today’s dynamic environment.

Findings

After examining the inadequacies of existing forms of leadership in higher education, transcollegial leadership is introduced as the process involved in leaders systematically, but informally, relating to persons and groups of equivalent authority in different areas of an institution of higher education for its betterment and the advancement of its mission, not for person gain.

Practical implications

It appears that transcollegial leadership may be specifically suited for institutions of higher education given their unique organizational structure. Transcollegial leadership permits colleges and universities to better utilize the skills and expertise of their members. The skills and expertise of transcollegial leaders not only benefit their home organizational units, but can benefit the entire organization.

Originality/value

The paper examines a different approach to leadership to aid colleges and universities in facing the challenges of a rapidly changing and increasingly competitive environment.

Citation

Burns, D.J. and Mooney, D. (2018), "Transcollegial leadership: a new paradigm for leadership", International Journal of Educational Management, Vol. 32 No. 1, pp. 57-70. https://doi.org/10.1108/IJEM-05-2016-0114