Selection and Appointment of Higher Education Leaders in Ethiopia: An Assessment of Implementation
Abstract
The Ethiopian Higher Education Proclamation (No. 650/2009) states that public higher education institutions have the autonomy to nominate top-level leaders. However, until recently the university community was not involved in the nomination and appointment of top level-leaders. In 2017, the Ministry of Education endorsed a new participatory, transparent and ?erit-based?strategy for selecting and appointing higher education leaders. This study assessed the implementation of the new leadership selection and appointment process mainly based on the experiences of the university community. The study was conducted at Bahir Dar University, one of the public universities in Ethiopia. The participants of the study were members of the search and selection committee, candidates for different leadership positions, and staff representatives who participated in the selection process. Participants were selected using purposive sampling technique. Data were collected through interview and document review and analyzed using deductive thematic analysis. The study revealed that the selection process ensures equality of opportunity and it is transparent from the outset to the end. However, there were issues which created confusion among the community, including eligibility of applicants, terms of office of the search and selection committee, point allocation for experience based on different ranges, number of candidates considered to be sufficient to run the selection process, and the procedure that needs to be followed if there are no enough applicants for a post. The study also showed concerns and discontent of the University community regarding the selection practice including staff underrepresentation in the selection process, the weight given to staff evaluation, and the emphasis given to promote women participation in leadership. It is also understood that the Directive is a necessary but not sufficient condition to promote ethnic diversity given the politicization of ethnicity in the country. The study necessitates the need for early intervention to address discontents and confusions.References
Adamu, Y. A. (2007). Pre-service teachers’ awareness about cultural diversity in educational settings and their readiness to teach culturally diverse students: The case of Bahir Dar University. Ethiopian Journal of Education, 27(2), 91-115.
Adamu, Y. A., & Zelelew, B. T. (2007). Higher education institutions as pavilions of diversity – opportunities and challenges: The case of Bahir Dar University. Ethiopian Journal of Higher Education, 4(1), 49-68.
Aguirre, A., & Martinez, R. (2002). Leadership practices and diversity in higher education: Transitional and transformational frameworks. Journal of Leadership Studies, 8(3), 5362.
Akpakwu, O. S. & Okwo, F. A. (2014). Politics and the appointment of council members, vice chancellors and other principal officers in federal and state universities in the North Central States of Nigeria. Journal of Education and Practice, 5(33), 12-20.
Black, S. A. (2015). Qualities of effective leadership in higher education. Open Journal of Leadership, 4(2), 54-66.
Braun, S., Nazlic, T., Weisweiler, S., Pawlowska, B., Peus, C., & Frey, D. (2009). Effective leadership development in higher education: Individual and group level approaches. Journal of Leadership Education, 8(1), 195-206.
Brooks, D. (2018). Why experience matters? The New York Times. Retrieved from https://www.nytimes.com/2008/09/16/opinion/16brooks.html
Council for Excellence in Management & Leadership (2001). Excellent managers and leaders: Meeting the need. London: CEML.
Daly, J., Kellehear, A. & Gliksman, M. (1997). The public health researcher: A methodological approach. Melbourne: Oxford University Press.
Federal Democratic Republic of Ethiopia. (2003). Higher education proclamation (No. 351/2003). Federal Negarit Gazeta, 72, 2235-2262.
Federal Democratic Republic of Ethiopia. (2009). Higher education proclamation (No. 650/2009). Federal Negarit Gazeta, 64, 4976-5044.
Gilmore, T. N., Hirschorn, L., & Kelly, M. (1999). Challenges of leading and planning in higher education. Philadelphia, PA: Center for Families and Relationships.
Groenewald, T. (2004). A phenomenological research design illustrated. International Journal of Qualitative Methods, 3(1), 42-55.
Hofmeyer, A., Sheingold, B. H., Klopper, H. C., & Warland, J. (2015). Leadership in learning and teaching in higher education: Perspectives of academics in non-formal leadership roles. Contemporary Issues in Education Research, 8(3), 181-192.
Kezar, A. J. & Holcombe, E. M. (2017). Shared leadership in higher education: Important lessons from research and practice. Washington DC: American Council on Education.
Kohoutek, J., Pinheiro, R., Cabelkova, I., & Smidova, B. (2017). The role of higher education in the socio-economic development of peripheral regions. Higher Education Policy, 30(4), 401-403.
Litzky, B. & Greenhaus, J. (2007). The relationship between gender and aspirations to senior management. Career Development International, 12(7), 637-659.
Miller, P. (2006). Book review: J. Adair 2005, The inspirational leader: How to motivate, encourage and achieve success. Leadership & Organization Development, 27(5), 418419.
Ministry of Education. (2017). Directive on selection and appointment of leaders and managers in higher education institutions in Ethiopia. Addis Ababa: Ministry of Education.
Ministry of Education. (2015). Education sector development program V (ESDP V) 2015/16-2019/20. Addis Ababa: Ministry of Education.
Mintzberg, H. (2004). Managers not MBAs: A hard look at the soft practice of managing and management development. San Francisco: Berrett-Koehler.
Moodly, A. & Toni, N. M. (2017). Accessing higher education leadership: Towards a framework for women’s professional development. South African Journal of Higher Education, 31(3), 138-153.
Mrig, A., & Sanaghan, P. (2017). The Skills future higher-ed leaders need to succeed. Denver: Academic Impressions.
Norah (2015). How merit-based selection can sabotage your diversity strategy. Retrieved from http://www.breekthroughstrategies.com.au/why-merit-based-selection-can-simplythicken-the-glass-ceiling/
Ogbonnaya, N. O. (2009). Social and political contexts of educational administration. Nsukka: Chuka Educational Publishers.
Onsongo, J. (2004). Factors affecting women’s participation in university management in Kenya. Gender Issues Research Report Series - no. 22. Addis Ababa: Organisation for Social Science Research in Eastern and Southern Africa.
Portugal, L. (2006). Diversity leadership in higher education. Academic Leadership Journal, 4(3),
Ross, A. M. (1973). The role of higher education institutions in national development. Higher Education 2(1), 103-108.
Rumbley, L. E., Helms, R. M., Peterson, P.M. & Altbach, P. G. (2014). Introduction. In L. E., Rumbley, R. M., Helms, P.M. Peterson,and P. G. Altbach (Eds.), Global opportunities and challenges for higher education leaders: Briefs on key themes (pp. 1-5). Sense Publishers: Rotterdam / Boston / Taipei.
Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change: Academic leadership capabilities for Australian higher education. Sydney: University of Western Sydney, Australian Council for Educational Research.
Shepherd, S. (2017). Why are there so few female leaders in higher education: A case of structure or agency? Management in Education, 31(2), 82-87.
Siringi, E. M, & Letting, N. K. (2016). Appointment of vice-chancellors in public universities in Kenya: The nexus between ethnicity and university employment. International Journal of Management and Leadership Studies, 1, 1-17.
Szekeres, J. (2006). General staff experiences in the corporate university. Journal of Higher Education Policy and Management, 26(2), 133-145.
Teker, S., Teker, D., & Sayan, P. (2013). A comparative study for appointment procedures of university presidents. European Journal of Business and Social Sciences, 2(8), 123-131.
UNESCO. (1991). The role of higher education in society: Quality and pertinence. 2nd UNESCO Non-Governmental Organizations Collective Consultation on Higher Education, Paris, 8-11 April 1991.
UNICEF, Ethiopia. (2017). National education sector budget brief: 2006-2016. Retrieved from https://www.unicef.org/esaro/UNICEF_Ethiopia_--_2017_--_Education_Budget_ Brief.pdf
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).