Presentation on theme: "Harpreet Singh B.Venkatesh Kumar"— Presentation transcript:
1Harpreet Singh B.Venkatesh Kumar Higher Education Leadership in the context of RUSA UKIERI – MHRD Consultative Workshop 20th-21st NovemberHarpreet SinghB.Venkatesh Kumar
2Global Challenges in Higher Education Escalating market pressuresIncreasing unfunded mandatesDeclining public supportIntensifying legislative oversightAccelerating pace of changeGlobal competition
3Challenges facing India’s State University System Governance IssuesPlanning deficitQuality of teaching and researchFaculty shortagesFinancing problemsAcademic and examination reformsAvailability of higher educational institutions
4Rashtriya Uchhatar Shiksha Abhiyan- Key Objectives Improve the quality of existing state institutions by conformity to prescribed norms and standards and adoption of accreditation as a mandatory quality assurance frameworkIntroduce facilitating institutional structure for planning and monitoring at state level, promoting autonomy in state universities and improving governance in institutions.Expand the institutional base by creating additional capacity in existing institutions and establishing new institutionsPromote research and innovation by establishing by promoting existing universities into research universitiesCreate opportunities for states to undertake reforms in the affiliating systemEnsure adequate availability of quality faculty in all higher educational institutionsCorrect regional imbalances in access to higher education by facilitating access to high quality institutions in un‐served & underserved areas.Improve equity in higher education by providing adequate opportunities to socially deprived communities
5Strategic Focus Governance Financing Incentivize the States to increase public investment in higher educationProvide flexibility and autonomy to the States in the process of planning and executionNorm and performance based fundingEnsure the preparation of strategic plans for State higher education systemGovernanceCreation of a State Council for Higher EducationHuman Resource policy changes (Academic and Non academic staff)Process re-engineering: Finance facilitation and approvals from government
6Strategic Focus Quality Access Addressing the affiliation model Mandatory accreditationFocus on Research & InnovationEncourage good colleges to become autonomous and/or be upgraded to universitiesAccessTo ensure one Degree College within every districtOpening of new Universities and expansion/upgradation of existing universitiesStrengthening of existing colleges including enhancement of capacity
7Leadership Development in India : an important RUSA priority A large part of RUSA’s success will depend on leadersRUSA: Financing + Governance-> QualityGood leader-> improved governance + strategic and improved resource generation -> quality of institutionsGood leader can transform institution that is not performing wellPrevalent leadership deficit will hinder achievement of RUSA goals and improvement of institutionsTherefore developing HE leadership is a core RUSA priority and fundamental to its success
8Leadership Development Project under RUSA -> Development of managerial skills that are relevant to all administrative levelsProfessionalizing academic administrations and building capacities relevant to efficient management and strategic planning.Develop skills in utilizing institutional research in planning and decision making
9Leadership Development Project under RUSA -> Develop leadership skills of incumbent leaders and potential leaders :Enhance leadership and management skills of existing functionariesLeadership pipeline: groom potential leadersBuild leadership skills of leaders of nascent institutions: Crucial for Benchmarking of standards and academic growthInstitutionalize system whereby good leaders and meritorious persons are given their dueIn summary, Create a pool of good leaders
10Important tasks of leaders under RUSA Planning: Preparation of Institutional PlanLead research improvement and innovationFaculty improvementSupervise MIS and documentation and monitor institutional quality - the importance of Institutional ResearchStrategic data based decision makingMaking best use of increased institutional autonomyStrategic resource generationTeam BuildingSeizing opportunities and planning for long term growth
11Important tasks of leaders under RUSA Establish efficient and transparent institutional governance and administrationEffective recruitment of teachers and staff: Merit and excellence should be the only considerations.Create enabling environment for excellent ideas and functionaries. Abjure patronage, favoritismGroom future leadersEstablish and inculcate a culture of accountabilityPromoting and guiding excellence in teaching and research
12PoserIs there one thing that he could do as the leaders of his university to guarantee he would be successful in his new role?President of a University, Summer of , in Harvard
13Response“Become the living embodiment of the mission of the institution you serve”“No guarantee ……….but institutions and leaders that are mission driven and democratic in nature were more likely to weather tough times successfully than those with less clear direction and purpose”…..late David Riesman, distinguishedAmerican Sociologists, Harvard, 1994
14Three types of Higher Education Leadership Research,Extremely important and should be on everyone's radarAbility to do good research work and possession of research visionTalent hunt and ability to collaborateEducational( Faculty),InnovationTechnology based teaching and learningIntegration of research and teachingAnd administrative, with some positions combining two or all three types.Managerial skillstypically involves hiring (and sometimes firing), resourceallocation, alumni engagement and managing the changing andcomplex roles of faculty, staff and students.
15Principles of Academic Leadership Conflicting Goals, Ambiguous Aims and ever changing boundaries ( Gross & Grambsch, 1974 and Cohen and March, 1974)Importance of being Mission Driven – broad, overall long term purpose of the institution ( Welzenbach, 1982)Adjusting to an Ever-Changing Environment ( Chait, Ryan and Talyor, 2005)Importance of Democratic Partnerships in Advancing the Academy – “inextricably bound” (Kerr, 1964)
16Why Multi-level Leadership? (Ngo Tuyet Mai ) A Multi-level ModelOfUniversity LeadershipMACRO DECISION LEVEL(Government/Ministry Leadership ActionsMESO IMPLEMENTATION LEVEL(Executive University Leadership Actions)MICRO IMPLEMENTATION LEVEL(Departmental Leadership Actions )
17Why refuse to lead? It takes away from research and education. It is hard to gear back into research and education later on.Leadership requires too much politics, both within an organization and outside.Leadership usually requires fundraising of some kind.Leadership requires a skill set you may not have including managing staff and central budgets.
18Why Lead? Significant impact on the product of the organization. Improve the educational and research infrastructure,Foster development of faculty, staff and students to improve the quality of work as well as morale.Improving the quality of education and student mentoring can result in higher student retention and more successful graduates, which is a key factor in how we are judged.leadership provides an opportunity and resources for effecting such changes - improving diversity, increasing the focus on teaching and learning, developing centers, or increasing interdisciplinary work,Finally, leadership offers an opportunity for you to grow professionally, providing new experiences and new contacts - catalyst for organizational change
19Functions of LeaderLeadership is at the core of Performance Management. Following are the functions of a leader:Strategic: Define vision or goal, strategize to overcome constraints and exploit strengths, put resources to best use, use performance data in decision making (University of Mumbai, St. Xavier’s Colleges)Integrative: Integrate separate units, individuals and teams towards achievement of goals. Planning and communication are important. (University of Calcutta)Transformational: Create new vision. Transform organization to achieve vision. Transform organizations stuck in the rut of inertia. Get people out of their comfort zone and inspire confidence. ( University of Hyderabad, Presidency University)
20Mentoring for academic leadership Need for more mentors to groom young faculty to take leadership rolesNeed to increase talent pipeline through mentoringMany of the skills required for academic administrative leadership . Some can be acquired on the job. But others require training….
21Leadership development for Academic administrators: Content Understanding structure and function and their relationship with the external environment.Understanding internal processes of decision making and policy and implementation.Skills for interpersonal relationships and conflict management.
22Content – Broad IssuesGood Governance – accountability and transparency, how to implement themEfficiency, effectiveness and transparency in routine administrative tasksStrategic planning; institutional planning, assessment, improvement – budgeting and resource mobilization,Conflict Management, problem solving and negotiationOrganizational communication, delegation of power and decision makingHuman resource management, motivation, leadership stylesPerformance management, managing for results and organizational integrationInformation management,Legal and ethical issuesStructures in higher education sector and policy contours
23Content of leadership development: Four levels/types of modules Type/levelTarget GroupFocus & ContentAdvanced leadership trainingVC/Pro-VC, Governing Council members – Scholar leaders and enlightened visionariesPolicy makers & high level administrators at state and central government levels (including senior functionaries of intermediate bodies)Skills relevant to the highest levels of leadership such as transformational and policy interface.Intermediate Leadership trainingRegistrars, Controller of Exams, Finance and AccountMid-career administrators at state, intermediate bodies and central governmentManagerial skills and good governance for greater efficiency and effectiveness
24Content of leadership development: Four levels/types of modules (contd Type/levelTarget GroupFocus & ContentBasic leadership trainingDeans, Department Chairs in UniversitiesPrincipals, Vice Principals, HoDs in CollegesSkills relevant to manage leadership positions in Schools/Department and CollegesIntroduction to management and leadershipIndividuals who have demonstrated leadership potential – young and mid career faculty membersIndividuals who have demonstrated leadership potential – young and mid career administrators (such as Asst. Registrars)Basic principles of management and leadership for individuals about to assume greater leadership responsibilities
25Components of HE leadership Programme Eight Regional Conclaves/consultationDissemination of Information on RUSA (focus on clarifying actions and reforms to be taken up by states, esp related to preparation of HR systems and processes)Participatory Needs Assessment and Strategic Planning : inputs from stakeholders on felt needs and critical gaps + networking with stakeholders and mutual learning
26Components of HE leadership Programme Leadership Development TemplateStakeholder inputs expressed in conclaves would shape leadership development template.Template would be used for development of customized programmes and modules for different levels of leaders (mentioned earlier) and also for leaders in different academic programmes/fields.
27Delivery Methods in HE Leadership Programme Mainly interactive PedagogyWorkshopPresentationCase study analysisSmall group activitiesExperience sharingOnline modules/course materialsForums for participant interaction
28International Collaboration International best practices introduced in curriculum through collaborations with Yale University ( in partnership with IIT K and IIM K, Penn State and Rutgers University ( with TISS under OSI),Design team will work with advisory committee drawn from International Higher Education Forum
29Future Commitments under Leadership Development Program (RUSA) All those undergoing training under this scheme should be provided appropriate leadership positions at the institutional level in accordance with established procedures.All the participants of such training programmes shall be tracked periodically to ensure that the knowledge acquired from such programmes is applied at the institutional level.Preference in selection for training shall be given to those faculty/educational administrators who are below the age of 50 and have demonstrated leadership skills in their respective institutions.Women faculty shall be highly encouraged to participate in this program.
30Dysfunctional to Functional Institution: Role of Leadership Continual Crisis,Vulnerable and failingSound, Authentic, Creative, Empowering leadershipHealthy, Productive, Sustainable Academic Institutions and Programs
31Successful Higher Educations in 21st Century – 3 key characteristics Institutional decisions are made on a core mission and a set of valuesInstitutional adaptation to environmental changes is in alignment with mission and core valuesInstitutional leaders seek to create and foster democratic partnerships with myriad constituents