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Leadership in Higher Education Management 158979-TEMPUS-1-2009-1-UK-TEMPUS-SMGR Najoua Essoukri Ben Amara

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Presentation on theme: "Leadership in Higher Education Management 158979-TEMPUS-1-2009-1-UK-TEMPUS-SMGR Najoua Essoukri Ben Amara"— Presentation transcript:

1 Leadership in Higher Education Management TEMPUS UK-TEMPUS-SMGR Najoua Essoukri Ben Amara

2 Outline The TEMPUS program Leadership in Higher Education Management Female leadership in academia WHEEL EQU 2

3 3 Outline The TEMPUS program Leadership in Higher Education Management Female leadership in academia

4 Overview The role of academic institutions in enhancing mutual understanding and promoting knowledge dissemination is crucial. It is all the more so in these times of great convulsions. convaltions 4

5 Overview The university of the 21 st century will most certainly have to be one that is open on its socioeconomic environment. It also will have to be one that seeks to achieve social equity and fairness; the university probably being one of the main causes and, at the same time, one of the solutions to most of the social and economic problems of our times, especially in the MEDA region. 5

6 Overview How can we make sure that the university is playing its role as a steering engine that disseminates the values of work, creation, innovation, competitiveness and equality? TEMPUS program has adopted these values and seeks to spread them in partner institutions 6

7 TEMPUS TEMPUS: Trans-European Mobility Program for University Studies 7 What does the acronym TEMPUS stand for?

8 Background About TEMPUS TEMPUS was established in 1990, and it now covers 27 countries in the Western Balkans, Eastern Europe and Central Asia, North Africa and the Middle East. 8

9 TEMPUS Program Tempus is the European Unions Program which supports the modernization of higher education in the Partner Countries of Eastern Europe, Central Asia, the Western Balkans and the Mediterranean region, mainly through university cooperation projects. It also aims to promote voluntary convergence of Partner Country higher education systems with EU developments in the field of higher education. 9

10 Objectives The overall objective of Tempus is to contribute to the creation of an area of cooperation in the field of higher education between the European Union and Partner Countries in the countries neighboring the EU. 10 TEMPUS Program

11 The specific objectives of Tempus are as follows: T o promote the reform and modernization of higher education in the Partner Countries; To enhance the quality and relevance of higher education to the world of work and society in the Partner Countries; 11 TEMPUS Program

12 To increase the capacity of higher education institutions in the Partner Countries and the EU, in particular their capacity to co-operate internationally and to continually modernize. To assist them in opening up to society at large, the world of work and the wider world in order to: overcome inter-country fragmentation in the area of higher education and inter-institutional fragmentation in countries themselves. 12 TEMPUS Program

13 enhance inter-disciplinary and trans-disciplinary cooperation between university faculties. enhance the employability of university graduates; make the European Higher Education Area more visible and attractive in the world; foster the reciprocal development of human resources; enhance mutual understanding between peoples and cultures of the EU and the Partner Countries. 13 TEMPUS Program

14 Actions The actions of the TEMPUS program are twofold : Joint Projects Structural Measures 14 TEMPUS Program

15 Joint Projects Joint Projects are implemented at institutional level. They aim to help develop modernize and disseminate new curricula, enhance university governance and address issues such as quality assurance and management of Higher education and society. Joint Projects may include small scale mobility activities of short duration for students, academic staff, researchers, university administrators and companies. 15

16 Structural Measures seek to contribute to the development and reform of education institutions and systems at national level in the Partner Countries. They can address issues linked to the reform of governance structures and systems (qualification systems, quality assurance, etc.) or enhancing the links between higher education and society. Structural Measures can include studies and research, conferences and seminars, training courses, policy advice and dissemination of information. 16 Structural Measures

17 TEMPUS Philosopy The leading spirit of the TEMPUS Program is to help develop inter-personal relationships and establish networks between universities and university associations but it is also a space for non- academic partners. 17

18 18 Outline The TEMPUS program Leadership in Higher Education Management Female leadership in academia

19 The main objective of this project is to improve leadership, governance and management of MEDA region higher education and converge it with that of EU universities. The projects partners are joining forces in a Structural Network under the EU-funded TEMPUS Program to respond to the Modernization Agenda of the European Union and to the need to invest in people, to support future leaders and encourage the professionalization of higher education management at all levels. 19 Leadership in Higher Education Management

20 The projects objective falls under governance reform section, which is a regional priority for the MEDA region and covers three main regional sub priorities; namely: University management and student services, Institutional and financial autonomy and accountability Development of International relations As for the national priorities, each partner country shares at least one (if not all) of these priorities. The project is designed to provide a dedicated service of support and advice on leadership. 20 Leadership in Higher Education Management

21 List of Partners EU University of Wales, UWIC Aachen University, Germany University of Bari, Italy Magna Charta Universitatum, Bologna Leadership Foundation, UK Ionian University, Greece 21

22 List of Partners MIDDLE EAST-MEDA Egypt AUC (American University in Cairo) AL Fayoum University Ein Shams University 22

23 Tunisia Sfax University Sousse University 23 List of Partners MIDDLE EAST-MEDA

24 Lebanon Beirut Arab University Modern University of Business/ Science 24 List of Partners MIDDLE EAST-MEDA

25 Morroco Superior Institute for Science and Technology Casablanca King Hassan II University – Casablanca Cadi Ayyad University – Marrakesh 25 List of Partners MIDDLE EAST-MEDA

26 Ministries of Higher Education-MOHE MOHE-EGYPT MOHE-LEBANON MOHE-TUNISIA MOHE-MOROCCO 26 List of Partners MIDDLE EAST-MEDA

27 Associate Partners Arab Network for QA Agencies Association of Arab Universities 27 List of Partners MIDDLE EAST-MEDA

28 TEMPUS TEMPUS means time in latin Time means change Things passing away or springing up 28 This leads us to the second part of the presentation

29 29 Outline The TEMPUS program Leadership in Higher Education Management Female leadership in academia WHEEL EQU

30 Female Leadership in Academia The fact that women have had access to all-male dominated professions is undoubtedly one of the major progresses of the century. However, this major advance should not hide the bitter reality that in most countries there is only a small percentage of women in related decision making positions. 30

31 Female Leadership in Academia It is clear from the United Nations official statistics and data on women, that while conditions for women have improved in various areas, particularly education, health and employment, women in general, and Arab women in particular, continue to face many challenges. 31

32 Female Leadership in Academia Another paradox is that education, a sector of activity which is considered by many as a female sector -since women outnumber men in this sector everywhere in our region- is not very different from other sectors when it comes to female leadership. 32

33 Female Leadership in Academia Despite great achievements and success stories of specific individual leaders in higher education, women still remain radically under-represented in academic leadership positions, absolutely and relative to the appropriate group of women in these positions. 33

34 Female Leadership in Academia This pertains to the area of surveys and field researches that still need to be documented in the literature and by many academic institutions that need to carry out self-evaluations. This deficiency of women leaders, both academic and administrative, raises questions as to the root causes for the persistence of this pattern. 34

35 Female Leadership in Academia In fact, everywhere, women continue to face major hurdles in their career progression to potential arenas of power and major decision making positions. 35

36 Female Leadership in Academia Organizations need talented women in their core jobs, therefore, not only for reasons of social fairness, important though that is, but because many of those women will have the kinds of attitudes and attributes that the new flat flexible organizations need. If they screen out the women they will handicap their future, says Charles Handy, one of the management gurus. 36

37 This is the rationale behind the creation of WHEEL 37 Female Leadership in Academia Women in Higher Education Elite Leaders

38 Female Leadership in Academia This is the rationale behind the creation of WHEEL 38

39 What is WHEEL ? Women in Higher Education Elite Leaders (WHEEL) is a regional womens network established during a meeting of the TEMPUS (Trans-European Mobility Program for University Studies) program at Al Fayyoum University in Egypt in January The network seeks to advance, support, develop and connect women leaders in higher education across the MEDA region. The network aspires to be a steering wheel that guides the process of womens empowerment in higher education. 39 WHEEL

40 Who are we ? A network of university leaders, potential leaders or women committed to the values of social equity. Our network includes deans, vice-deans, managers, executives and academics from the European Union and partner states in East Europe and North Africa. Members of the club are committed to advancing the role of institutions of higher education in promoting social balance as a principal conduit of social change. 40 WHEEL

41 Through joint partnership, cooperation and collective effort WHEEL members seek to raise awareness and improve perceptions of female leadership in higher education. Strongly adhering to the TEMPUS program leading philosophy, the members include women from different nationalities, different geographical, cultural, educational backgrounds firmly advocating the values of diversity, mutual understanding and capitalization of experience and knowhow in order to secure equal opportunity for all. 41 WHEEL

42 How do we work ? WHEELs membership is open to any academia member – without any distinctions as to gender, origin, field of interest, position… - sharing our values and concerns. It is, however, now restricted to the 19 core members from the different partner universities from the MEDA region. WHEEL is run by a Board of 14 members, consisting of one member from each partner university, and a Steering Committee made of 6 co-opted members, five from the MEDA partner countries and one representing the European countries. The MEDA countries are: Egypt, Lebanon, Morocco, Tunisia. 42 WHEEL

43 What are our objectives ? Despite the fact that women have proved their ability to lead in various educational, scientific, political and economic fields, very often women shy away from leadership positions because of certain continuing misperception of women taking leadership roles. Our main objective, as already stated, is the promotion of female leadership in academia by establishing in peoples minds (and especially females) that work and leading positions in higher education institutions are achievable for all, male and female. 43 WHEEL

44 Our actions will, therefore, embrace all activities likely to promote the aspiration of women leaders in higher education. There will, however, be a particular focus on activities of raising educational awareness. 44 WHEEL

45 Two meetings : 3rd January 2011, Hosted by Fayoum University, Egypt July 2011, Hosted by University of Sousse, Tunisia 45 WHEEL

46 Equal Opportunity Units A major step forward, in this respect, was the idea of creating a network of equal opportunity units in each partner university. 46

47 Equal Opportunity Units The main motivation behind the establishment of EOUs –Equal opportunity Units- in the partner universities is the promotion of equality of opportunity between the sexes in academia. The units will operate in the areas related to the promotion of the rights of women by Raising awareness of Gender issues 47

48 Equal Opportunity Unit Helping women reach leading positions through merit grants, tutorials, mobility fees, exchange programs… Providing building capacity trainings to leaders and potential leaders Producing and disseminating knowledge through research and publication devoted to equal opportunity issues 48

49 WHEEL Future Activities A List Serve has been formed to promote communication between members, A forum has also been established on the Università di Bari server, Members are contributing to learning units in a e-learning programme, Equal Opportunity Centres are being established at the ten partner institutions, Dissemination seminars will be given throughout the MEDA region. 49

50 You want to become a WHEELer? More members are most welcome To contact WHEEL, please Najoua Essoukri Ben Amara. 50 WHEEL

51 Thank you & Welcome To WHEEl


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