Edu-leaders

More than 25 years ago, George Keller in his book “Academic Strategy: The Management Revolution in American Higher Education” noted: “American higher education has entered a new era that requires better planning, strategic decision-making and more directed change. To accomplish this, universities need new procedures, structures and attitudes. What is important is a more sharply defined sense of how US academic institutions should be governed, managed and led.”

Today, Keller’s quote is as relevant to issues of leadership and management of higher education in India as it was for the US, 25 years ago. Indian higher education is facing a multitude of challenges both at an institutional and a system level. They range from issues of access, accountability and funding on one hand, to quality, research and relevance on the other. These are complex problems that are interrelated with socio-political and economic environment of a country.

Consider the case of Vedanta University in Orissa, for instance. In 2006, Anil Agarwal announced his vision of a multi-disciplinary university to be established with $1 billion that Agarwal was willing to shell out. Undeniably a noble and a bold vision, it could create standards of excellence and philanthropy in India. However, it is struggling to gain the trust of the local community. What is not working well for Vedanta? One idea is that its vision may have underestimated the unique nature of academia, challenges of building a world-class university and inter-connectedness of education and society.

Philip Altbach, the professor of higher education at Boston College, in his 2007 article published in Hindu, noted that “…one cannot be very optimistic about Vedanta’s chances for success. Let us hope that those funding the project will have the foresight to anticipate the problems...” He added, that academic leadership would be necessary to provide “…an intellectual vision, as well as the ability to build and manage a complex organisation.” This leads me to my argument that establishing higher education institutions require a unique set of professional competencies. To build these competencies one has to recognise and develop a profession of educational leadership—leaders who understand the nature of higher education and have the ability to integrate teaching and research with institutional efficiency. In this context, I propose a strategic framework that aims to develop a profession of educational leadership by focusing on three primary action areas—education, research, and practice—with the catalysing support of government and industry (see figure).

Education Programmes
According to a 2006 survey conducted by the American Council on Education (ACE), 43 percent of the nation’s college presidents received their degrees in either education, or higher education. In India, the National University of Educational Planning and Administration (NUEPA) is one specialist institution that focuses on education and research. However, given the challenges before us, there is the need for more such programmes. Existing colleges need to take a proactive role and create new courses, while business schools should venture into this domain and offer specialisations.

A Culture Of Research
Research is integral to development of a field. In the US, knowledge creation is supported by university-based centres and independent think tanks. In India, one existing challenge is the lack of a research culture and reward mechanisms. Our country needs to engage in application- oriented research. The launch of education magazines, especially focusing on field leaders, is one such step towards building a culture of research. Conferences are also important in engaging in a dialogue. In addition, more publishing opportunities are required for faculty and researchers.

Practice: Professional Development
The “practice” aspect of strategic framework refers to opportunities of continuous learning and professional development. Currently, the administrative track in higher education is not recognised as a “profession.” There is an urgent need to systematically develop leaders and managers who understand the context, constraints and challenges of education. Professional associations are the key, as they keep an eye on quality and prepare specialists for a changing environment. A pan-India professional association that brings together administrators from across institutes, may go a long way in building a “profession” of educational leadership.

Government, Corporate Support
Finally, education, research and practice of higher education leadership cannot develop in a vacuum. They need support from the government and industry, as far as funding or understanding of industry needs are concerned. Given the socioeconomic structure of India, government will continue to play a critical role in policy making and setting directions. Industry associations such as FICCI, CII and ASSOCHAM need to support the collaboration among stakeholders.

Education Leadership Is Imminent
The Indian Prime Minister had announced the establishment of 14 world-class universities as a part of the XIth five-year plan. The execution of such a vision requires leaders who understand the challenges of institution building. Creating a profession of higher education leadership by bringing together elements of education, research and practice will catalyse the quality and competitiveness of Indian higher education both at an institutional and a systemic level.

If you would like to contact Dr Choudaha, he can be contacted at rahul.choudaha@edu-leaders.com

Disclaimer: The views and opinions expressed herein are those of the author and do not necessarily reflect the views of Nine Dot Nine Mediaworx Pvt. Ltd.