Leadership effectiveness in Higher Education: Managerial self-perceptions versus perceptions of others

It is generally accepted that effective leadership is an essential element of positive social change
in any institution. It also seems evident that no society can continue to grow and develop without
it and that no institution can thrive where it is unavailable. However, these statements raise a
number of questions such as:

• Whose perceptions of effective leadership is applicable here – the perceptions of those in
leadership positions themselves, or the perceptions of others?

• What is likely to happen in the case of conflicting perceptions of leadership effectiveness?

To read more, please follow the below link.

http://issuu.com/thedavinciinstitute/docs/leadership_effectiveness_in_higher_

Authors:
Tessie H.H. Herbst’
Pieter D.P. Conradie^

Herbst, T.H.H., & Conradie, ‘P.D.P. (2011). Leadership effectiveness in Higher Education: Managerial
self-perceptions versus perceptions of others. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 57(1), Art. #867,14 pages. doi:10.4102/sajip.v37il.867