Reforming Model of University Leadership through Collaborative Discourse

Ahmad Naqiyuddin Bakar; Siti Nuur-Ila Mat Kamal; Husnizam Hosin; Nur Adilah Saud

doi:10.21834/e-bpj.v9iSI22.5824

Authors

Ahmad Naqiyuddin Bakar Faculty of Administrative Science & Policy Studies (FSPPP), UiTM, Shah Alam, Malaysia; Department of Strategic Partnership (DSP), UiTM Global, UiTM Shah Alam, Malaysia; Arshad Ayub Graduate Business School (AAGBS), UiTM Shah Alam, Malaysia
Siti Nuur-Ila Mat Kamal College of Computing, Informatics & Media, UiTM Johor, Segamat Campus, Malaysia
Husnizam Hosin Faculty of Business and Management, UiTM Johor, Segamat Campus, Malaysia
Nur Adilah Saud Faculty of Business and Management, UiTM Johor, Segamat Campus, Malaysia

DOI:

https://doi.org/10.21834/e-bpj.v9iSI22.5824

Keywords:

Leadership, Competency Model, Leadership Practices, Theoretical Grounding

Abstract

Despite abundant leadership research work, there is still a dearth of truly original, ground-breaking collaborative research discourse. To provide greater insights of linking various disciplinary paradigms and respond to this issue, we evaluate the leadership competency (LDC) model, proposed by Fowler et al. (2018). The paper analyse the different levels of leadership practices that lead to innovation with examples drawn from leadership studies. The model offers theoretical grounding as well as actionable guidelines for generating original research ideas. In response to the need felt by researchers on leadership, collaborative initiatives indeed has a dominant place in the contemporary leadership discourse.

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