Strategic leadership for a Zimbabwean University in turbulent times: Literature analysis

• Published in: International Journal of Research in Business and Social Science 2022-12, Vol.11 (10), p.375-385
• Main Authors: Gore, Sekai, Kanyangale, MacDonald Isaac
• Format: Article
• Language: English
• Subjects: Educational leadership; Higher education; Hyperinflation; Ontology; Skills; Small & medium sized enterprises-SME
• ISSN: 2147-4478; 2147-4478
• DOI: 10.20525/ijrbs.v11i10.2231

The role of strategic leadership in ensuring organisational survival and success has attracted much attention among researchers worldwide. However, more research needs to be conducted on the practice of university strategic leadership in Zimbabwe, especially in times of environmental turbulence. This conceptual paper examines extant literature on strategic leadership to propose a situated strategic leadership framework for research and practice in universities in Zimbabwe. A background literature review on models and frameworks of strategic leadership was conducted in several peer-reviewed journals to identify the dimensions and significance of the higher education institutions (HEIs) in Zimbabwe. The findings show that university strategic leadership requires individual and organisational capabilities, collective sense-making processes, and inclusive envisioning of the future in turbulent times. Three competencies of leading self as a university strategic leader involve strategic thinking, building personal social capital, and ethical competence. Additionally, five organisational-level capabilities include (1) setting and pursuing direction, (2) leading to drive strategy and results, (3) agility in leading strategic change, (4) building and using human capital, (5) and promoting an entrepreneurial and resilient culture. Based on the above components, an integrative framework of strategic leadership is proposed, which hinges on a holistic and systemic balance of the needs of multiple stakeholders, collective sense-making and inclusive envisioning of the future of a university. The paper concludes that university strategic leadership in turbulent times is complex and multi-dimensional and integrates individual and organisational capabilities and processes to reshape Direction, Alignment and Commitment (DAC).