This leadership style involves individuals in organizations working together while pulling resources from a range of sources internally and externally toward mutual goal.
Published in Chapter:
Exploring a Hybrid Leadership Model in Higher Education Institutions in Times of Crisis: The Case of Mid-Level Executives
Vanessa Ellis Colley (University of Saskatchewan, Canada), Kenisha Blair-Walcott (University of Saskatchewan, Canada), Wilfred Beckford (University of Saskatchewan, Canada), Tenneisha Nelson (University of Saskatchewan, Canada), and Yolanda Palmer-Clarke (University of Saskatchewan, Canada)
Copyright: © 2022
|Pages: 25
DOI: 10.4018/978-1-6684-4331-6.ch017
Abstract
This chapter presents a case for the adaptation of a hybrid model of leadership for mid-level executives in higher education institutions (HEIs) during times of crises. The authors propose the ACT framework, which is the hybridization of adaptive, collaborative, and transformative leadership theories, as a suitable model for HEIs' mid-level executives to use during times of crises. First, the authors explore the tenets of the theories and their application. Second, they examine their appropriateness for use by mid-level executives and ultimately propose a hybrid model. To illustrate the merits and potential of the model, the authors analyzed two cases to highlight the benefits of applying this model. The ACT framework benefits these leaders through crisis management training that facilitates capacity building in the formulation of equitable solutions, collaboration, and agility in responding to complex adaptive, wicked problems. The authors present the ACT framework as a suitable option for solving crises in HEIs through case studies.