東華大學圖書館 |

Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China // Jiaqi Fu.
作者:	Fu, Jiaqi,
面頁冊數:	1 electronic resource (198 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-05, Section: A.
Contained By:	Dissertations Abstracts International85-05A.
標題:	Innovations. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30713114
ISBN:	9798380722643

Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China /
Fu, Jiaqi,

Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China /Jiaqi Fu. - 1 electronic resource (198 pages)

Source: Dissertations Abstracts International, Volume: 85-05, Section: A.

Along with the rapid development of Transnational Higher Education (TNE) in China, the quality of TNE has become one of the most concerning problems in academia. Most current studies only emphasise how to meet the minimum quality standards required by the home and host quality assurance accreditation bodies rather than continuously improving educational quality. This leaves a significant research gap to fill. This thesis views quality management (QM) as having two folds meaning quality assurance (QA) and quality enhancement (QE). It needs both institutional and individual efforts from formal and informal leaders through their active participation in QM through leadership activities. This thesis aims to explore this issue in China's TNE by integrating Distributed Leadership (DL) and Professional Agency (PA) to address the knowledge gap in the literature.This study employs a single case study and selects a Sino-British University as the research site. Seven formal leaders and seven faculty were interviewed. Three types of data were collected: their lived experiences in their actions, collaborations, and change activities related to QA and QE; their individual characteristics and factors about their competence and readiness; and socio-cultural factors of the university, such as policies, power relations, and culture and values. This study explores their interplays and how they shape leadership activities at individual and organisational levels. Thematic analysis is applied to analyse the collected data in order to generate themes.The results confirm the proposed theoretical framework, which illustrates a prospective QM model in TNE through the lens of DL and PA. Both QA and QE exist at the University, but the leadership agency shows QE is central, which is exercised through formal and informal leaders' PA in developing leadership capacity, forming a shared understanding of goals in enhancing the quality of education, fostering a change culture, and building trust. Nevertheless, the PA between the two groups of participants shows divergent characteristics regarding their identity, agentic actions and competence and readiness. Formal leaders' PA focuses on building a favourable climate for educational quality at the university by setting up working procedures, policies, and mechanisms to facilitate the improvement of work practices, professional learning, collaborations, and bottom-up changes. In contrast, the faculty's PA focused on leading pedagogical changes related to learning, teaching, and research. DL demonstrates multiple formats of DL in the processes of QM. The findings highlight a bi-directional flow of influence between formal leaders and informal leaders, which is mediated by trust. Based on the results, a model is developed to illustrate the leadership distribution manifested in managing the quality at the university. Four practical recommendations are made for the university to promote DL. It needs to: focus on organisational culture and value building, support formal leaders and faculty's identity and orientations, motivate faculty's competence and engagement, and provide a supportive structure.This study has enriched the existing knowledge about educational quality in the TNE context. It bridges a knowledge gap by examining how to engage staff members, particularly faculty, by fulfilling their personal and social development needs through DL and PA. Practically, this research is insightful for the existing and potential transnational projects worldwide by offering a reference on improving the quality of their education to sustain long-term organisational development.

English

ISBN: 9798380722643Subjects--Topical Terms:

754112
Innovations.

Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China /
LDR:04992nmm a22003853i 4500 001 2397780
005 20250522101505.5
006 m o d
007 cr|nu||||||||
008 251215s2023 miu||||||m |||||||eng d
020 $a 9798380722643
035 $a (MiAaPQD)AAI30713114
035 $a (MiAaPQD)Liverpool_3170415
035 $a AAI30713114
040 $a MiAaPQD $b eng $c MiAaPQD $e rda
100 1 $a Fu, Jiaqi, $e author. $3 3767646
245 1 0 $a Distributed Leadership in University Quality Management: An Exploration in a Sino-Foreign Cooperative University in China / $c Jiaqi Fu.
264 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2023
300 $a 1 electronic resource (198 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 85-05, Section: A.
500 $a Advisors: Willis, Ian; Cheng, Ming.
502 $b Ed.D. $c The University of Liverpool (United Kingdom) $d 2023.
520 $a Along with the rapid development of Transnational Higher Education (TNE) in China, the quality of TNE has become one of the most concerning problems in academia. Most current studies only emphasise how to meet the minimum quality standards required by the home and host quality assurance accreditation bodies rather than continuously improving educational quality. This leaves a significant research gap to fill. This thesis views quality management (QM) as having two folds meaning quality assurance (QA) and quality enhancement (QE). It needs both institutional and individual efforts from formal and informal leaders through their active participation in QM through leadership activities. This thesis aims to explore this issue in China's TNE by integrating Distributed Leadership (DL) and Professional Agency (PA) to address the knowledge gap in the literature.This study employs a single case study and selects a Sino-British University as the research site. Seven formal leaders and seven faculty were interviewed. Three types of data were collected: their lived experiences in their actions, collaborations, and change activities related to QA and QE; their individual characteristics and factors about their competence and readiness; and socio-cultural factors of the university, such as policies, power relations, and culture and values. This study explores their interplays and how they shape leadership activities at individual and organisational levels. Thematic analysis is applied to analyse the collected data in order to generate themes.The results confirm the proposed theoretical framework, which illustrates a prospective QM model in TNE through the lens of DL and PA. Both QA and QE exist at the University, but the leadership agency shows QE is central, which is exercised through formal and informal leaders' PA in developing leadership capacity, forming a shared understanding of goals in enhancing the quality of education, fostering a change culture, and building trust. Nevertheless, the PA between the two groups of participants shows divergent characteristics regarding their identity, agentic actions and competence and readiness. Formal leaders' PA focuses on building a favourable climate for educational quality at the university by setting up working procedures, policies, and mechanisms to facilitate the improvement of work practices, professional learning, collaborations, and bottom-up changes. In contrast, the faculty's PA focused on leading pedagogical changes related to learning, teaching, and research. DL demonstrates multiple formats of DL in the processes of QM. The findings highlight a bi-directional flow of influence between formal leaders and informal leaders, which is mediated by trust. Based on the results, a model is developed to illustrate the leadership distribution manifested in managing the quality at the university. Four practical recommendations are made for the university to promote DL. It needs to: focus on organisational culture and value building, support formal leaders and faculty's identity and orientations, motivate faculty's competence and engagement, and provide a supportive structure.This study has enriched the existing knowledge about educational quality in the TNE context. It bridges a knowledge gap by examining how to engage staff members, particularly faculty, by fulfilling their personal and social development needs through DL and PA. Practically, this research is insightful for the existing and potential transnational projects worldwide by offering a reference on improving the quality of their education to sustain long-term organisational development.
546 $a English
590 $a School code: 0722
650 4 $a Innovations. $3 754112
650 4 $a Educational leadership. $3 529436
650 4 $a Accreditation. $3 823129
650 4 $a Empowerment. $2 lcstt $3 3266631
650 4 $a East Asian studies. $3 3764093
690 $a 0449
690 $a 0773
710 2 $a The University of Liverpool (United Kingdom). $e degree granting institution. $3 3767499
720 1 $a Willis, Ian $e degree supervisor.
720 1 $a Cheng, Ming $e degree supervisor.
773 0 $t Dissertations Abstracts International $g 85-05A.
790 $a 0722
791 $a Ed.D.
792 $a 2023
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30713114