The role of 3d leadership in private education to achieve the excellent performance: An exploratory study at the Islamic University
DOI:
https://doi.org/10.36322/jksc.175(B).18644Keywords:
3D leadership, Excellence performance, private universities, NajafAbstract
The importance of administrative leadership lies in higher education institutions, as it is responsible for all groups within the university, and supervises and directs in the manner required to ensure the achievement of outstanding performance. This study was based on data collected from the staff of the National Islamic University in Najaf. These data confirmed that the administrative leaders (deans) in this university apply three-dimensional leadership patterns in their faculties, meaning that the leader deals with the three categories (teachers, employees, students) with different patterns at the same time commensurate with their duties for each of those categories. This study also aims to explore the factors or elements affecting the three-dimensional leadership and its role in achieving outstanding performance. In this research, a non-random qualitative analysis method was used, which depends on (experience and scientific knowledge). Where several interviews were conducted with a group of deans of the Islamic University of Najaf and the mechanisms of the (NVivo) program were used for the purpose of processing qualitative analysis data.
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المراجع:
المراجع العربية:
1. المسعودي، محمد علي نجم، (2020)، دراسة أبعاد اتخاذ القــرارات متعـددة المعايـيـر وتأثيرها على نظام ادارة الأداء الاســتراتيجي، رسالة ماجستير، جامعة كوفة - "كلية الادارة" والاقتصاد".
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Arabic References:
1. Al-Masoudi, Muhammad Ali Najm, (2020), A Study of the Dimensions of Multi-Criteria Decision Making and its Impact on the Strategic Performance Management System, Master's Thesis, Kufa University - "College of Administration" and Economics.
Foreign references:
1. Akwilin, Y. (2020). The Effect of Managerial Leadership Style on Waitresses’ Work Performance in the Hotel Industry in Tanzania: A Case of Mpanda Star Hotels (Doctoral dissertation, The Open University of Tanzania).
2. Aldarmaki, S. (2022). Measurements of Organizational Excellence–Development of Holistic Excellence Practices for Free Zones in Dubai. DOI: https://doi.org/10.26417/387zyw82
3. Aung, K. T., Razak, R. A., & Nazry, N. N. M. (2021). Establishing Validity And Reliability of Semi-Structured Interview Questionnaire in Developing Risk Communication Module: A Pilot Study. Indonesia: Journal Ilmiah Pendidikan, 2(3), 600-606. DOI: https://doi.org/10.51276/edu.v2i3.177
4. Clinton ,W.(1998), Criteria for Performance Excellence.
5. Coleman, Phil (2022). Validity and Reliability within Qualitative Research for the Caring Sciences. International Journal of Caring Sciences, 14(3) pp. 2041–2045.
6. Coo, L. S., & Verma, R. (2002). Exploring the linkages between quality system, service quality, and performance excellence: service providers' perspectives. Quality Management Journal, 9(2), 44-56. DOI: https://doi.org/10.1080/10686967.2002.11919009
7. David, W. (2000). Strategic Management Graw-hill companies, Inc, New York, U.S.A.
8. Fry, L. W., Latham, J. R., Clinebell, S. K., & Krahnke, K. (2017). Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients. Journal of Management, Spirituality & Religion, 14(1), 22-47. DOI: https://doi.org/10.1080/14766086.2016.1202130
9. Jargons, (2017). Reddin3-DLeadershiphttps://businessjargons.com/reddin-3-d-leadership-model.html.
10. Mahapatro, B. B. (2022). Human resource management. PG Department of Business Management.
11. Mora-Beltrán, C. E., Rojas, A. E., & Mejía-Moncayo, C. (2020). An Immersive Experience in the Virtual 3D VirBELA Environment for Leadership Development in Undergraduate Students during the COVID-19 Quarantine. learning, 6, 7.
12. Ospina Avendano, D. (2021). Reddin 3D Leadership Model. Retrieved [insert date] from toolshero: https://www.toolshero.com/leadership/reddin-3d-leadership-model/
13. Pintea, M. & Achim, M. (2010). Performance - an evolving concept. Annals of University of Craiova - Economic Sciences Series, vol. 2, issue 38, 12. JEL-codes: G00 G30 .
14. Prince, K. (2018). Digital transformation and leadership.
15. Reddin, WJ, 1983, Managerial Effectiveness & Style: Individual or Situation, pgs. 17–20 https://www.worldcat.org/title/managerial-effectiveness-and-style-individual-or-situation/oclc/13403172.
16. Ryan, G. W., & Bernard, H. R. (2000). Techniques to identify themes in qualitative data.
17. Sevilmis, A., & Yildiz, Ö. (2021). An Approach for Being Able to Use the Options of Calculating Inter-Coder Reliability Manually and through Software in Qualitative Research of Education and Training in Sports. International Journal of Progressive Education, 17(2), 369-384. DOI: https://doi.org/10.29329/ijpe.2021.332.23
18. Subramaniam, T. S. (2022). Examining agile leadership style on organizational performance through the mediation of organizational culture: a case study on professional bodies in Malaysia (Doctoral dissertation, University of Wales Trinity Saint David (United Kingdom)).
19. Vaskinn, L., Mellblom, A., Waaler, P. M., Skagseth, O., Bjørkli, C., & Kjøbli, J. (2021). Implementation in residential youth care: Providers perspectives on effective leadership behavior. Residential Treatment for Children & Youth, 38(4), 381-403. DOI: https://doi.org/10.1080/0886571X.2020.1774464
20. William, C., Adams,(2015), "Conducting Semi-Structured Interviews", See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/301738442
21. Yu, M. L., Hamid, S., Ijab, M. T., & Soo, H. P. (2009). The e-balanced scorecard (e-BSC) for measuring academic staff performance excellence. Higher Education, 57(6), 813-828. DOI: https://doi.org/10.1007/s10734-009-9197-x
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