**Making Change Work Better in Universities** When universities want to change how they work, they can use specific theories to make this easier. Here are some helpful strategies based on well-known change management ideas: 1. **Lewin’s Change Model**: - **Unfreeze**: Before making changes, university leaders should explain why change is needed. Studies show that 70% of change efforts fail because employees do not feel involved. - **Change**: Try new ideas using pilot programs. Research indicates that taking small steps, as Lewin suggests, can boost success rates by 43%. - **Refreeze**: Once changes are made, it’s important to celebrate achievements. Doing this can lead to 50% higher job satisfaction compared to places that don’t recognize success. 2. **Kotter’s 8-Step Process**: - **Create Urgency**: Show performance data to motivate staff. About 85% of employees are more likely to get involved if they understand why change is necessary. - **Build a Guiding Coalition**: Create a team with different backgrounds to offer guidance. Teams that bring different views can improve decision-making by 60%. - **Communicate the Vision**: Keep everyone updated with regular messages. Clear and consistent communication can lead to a 55% increase in successful changes. 3. **Using Data Wisely**: - Set up ways to track the impact of changes. Universities that use data can manage their resources 30% more effectively. In short, using these change management theories at universities is important. They help drive change, get people involved, and lead to success in the institution.
**Kotter’s 8 Steps for Managing Change Successfully** Managing change can be tricky for any organization. But there’s a helpful process called Kotter’s 8-Step Process that makes it easier. Let’s break down these steps: 1. **Create Urgency** Start by showing everyone why change is important. You can share interesting facts or stories that explain how this change can help or protect the organization. 2. **Form a Powerful Team** Build a strong team of people who support the change. This group should include those with the skills and authority to help make changes happen. 3. **Create a Vision for Change** Make a clear picture of what the change will look like and where the organization is headed. This vision helps everyone know what they are working towards. 4. **Communicate the Vision** Make sure everyone in the organization understands the vision. Talk about it often and encourage conversations so everyone feels involved. 5. **Empower Action** Help everyone take the necessary steps by removing barriers they face. This means helping with concerns, offering training, and allowing people to act in line with the vision. 6. **Create Quick Wins** Look for small successes early on that can be celebrated. These quick wins show that the change is working and encourage everyone to stay on board, even those who might be hesitant. 7. **Build on the Change** Use the success from early wins to tackle tougher challenges. Keep the energy up by regularly sharing updates and keeping the focus on change. 8. **Anchor the Changes in Company Culture** Finally, adjust the organization’s culture so that the new ways of doing things become normal. This might mean recognizing and rewarding actions that support the change. By following these steps, organizations can manage change more effectively and increase the chances for success.
Organizational culture is very important for how companies handle change. It includes the values, beliefs, behaviors, and rules that guide how people in a company work together, make decisions, and do their jobs. As businesses try to keep up with changing markets, new technology, and changing customer needs, the link between culture and change management is crucial. This connection affects how well changes are accepted and how they are carried out. First, to understand organizational culture, we should look at its different parts. Edgar Schein’s model shows us three levels: artifacts, espoused values, and underlying assumptions. - **Artifacts** are the things we can see, like how offices are set up or what people wear to work. - **Espoused values** are the company’s stated beliefs and values. - **Underlying assumptions** are the deeper, often hidden beliefs that really shape the culture. When organizations try to make changes, these levels can create both chances and challenges. Sometimes, the visible signs might seem in tune with change efforts, but if the deeper values and beliefs are not aligned, people might resist the changes. Resistance to change is a common issue in managing change. A company’s culture can either help reduce this resistance or make it worse. For example, companies that promote openness and teamwork tend to be more accepting of change. In these environments, workers feel safe sharing their thoughts and ideas, making it easier for everyone to adjust. On the other hand, in strict or rigid cultures where people follow established routines closely, employees might fear changes and resist them. This resistance can show up as people withdrawing or actively pushing back against changes, which complicates the change management process. The company culture also affects how changes are put into action. In cultures built on trust and empowerment, leaders are likely to involve workers in decisions. This participation helps everyone feel more invested in the changes happening. For instance, at Google, the company often includes teams in discussions about new projects, which makes employees feel committed to changes. Conversely, organizations with strict hierarchies may make decisions without asking for employee input. While this can lead to quick changes, it often results in low morale and greater resistance. When people feel changes are being imposed upon them without their input, it can create frustration and resentment. A company like IBM has experienced difficulties in adapting to market changes because its commanding culture made it hard to shift during tough times. Communication during change management is another critical area affected by culture. A company culture that values open communication leads to honest discussions about why changes are happening, what they will look like, and how they will affect people. This builds trust and helps everyone adjust more easily. In contrast, companies with closed cultures struggle to share information, leaving employees feeling uncertain and anxious. This confusion can result in rumors and more challenges during change. Aligning change efforts with the company’s core values is also very important. If the proposed changes don’t match the company’s values, it becomes harder for staff to support them. For example, if a company claims to value innovation but tries to enforce strict processes, employees may feel this is contradictory and won’t embrace the change. Leaders play a key role in linking culture and change management. They need to demonstrate the behaviors they want to see during change. For instance, if leaders involve employees in discussions about a new project, they help create a culture of collaboration. Leaders who show vulnerability and acknowledge uncertainties can also help ease fears about change. Additionally, providing training that aligns with changes can help employees accept new ways of doing things. When training is part of the company culture, it not only helps employees develop new skills but also encourages the right behaviors needed for the changes. This support can ease anxiety and improve acceptance. A successful organizational culture that promotes effective change management is flexible. A culture that encourages employees to see change as a chance for growth rather than a threat helps the organization adapt. Such a culture doesn’t just react to changes; it anticipates and drives them, keeping the organization ahead in its industry. In summary, organizational culture greatly affects how companies manage change. It shapes how well changes are accepted, the methods used, communication styles, and leadership involvement. Companies that focus on trust, teamwork, adaptability, and clear communication are more equipped to handle change successfully. On the other hand, rigid cultures can make resistance worse and hinder progress. To thrive in a constantly changing world, organizations need to build a culture that supports and promotes change management. This means regularly checking in on and aligning cultural values with company goals. By creating an environment where employees feel appreciated and engaged in the change process, businesses can strengthen their ability to adapt and succeed in a fast-changing marketplace.
Lewin's Change Model is a helpful way for universities to improve how they work. This model has three main steps: unfreezing, changing, and refreezing. By using this model, university leaders and teachers can manage changes better, get everyone involved, and create a more flexible and supportive school culture. This can lead to better academic performance and happier students. ### Unfreezing The first step, unfreezing, is all about getting the university ready for change. This stage is important because it helps everyone understand why change is needed. Sometimes, schools have old systems that are hard to change, and people may not want to change either. To help with this, universities should focus on: - **Communication**: It's important to talk openly about why change is needed. Leaders need to explain the problems the university is facing and how changes can help. For example, if students are not very engaged, leaders should explain why using more interactive teaching methods could make a difference. - **Building a Coalition**: Leaders should gather supporters from different departments who agree that change is needed. This group can help convince others who might be hesitant. - **Creating a Sense of Urgency**: To encourage change, it's helpful to show the need for it. Sharing information about things like student enrollment, graduation rates, or academic results can highlight why changes are necessary. ### Changing After the unfreezing stage, it's time for the changing stage. This is when the actual changes happen. Important actions during this phase might include: - **Training and Development**: It's essential to provide training for teachers. For example, if a university wants to use blended learning, teachers should learn how to use digital tools and new teaching methods. This training can help them feel more confident about making changes. - **Pilot Programs**: Universities can start small test programs to see how changes work before spreading them out to everyone. These pilot programs help gather feedback and reduce fears from teachers who may be unsure about the changes. - **Involvement and Participation**: Getting faculty and staff involved in the change process can lead to more acceptance. When people feel they can share their ideas and help shape new policies, they are more likely to support them. Regular meetings and feedback sessions can help make this happen. ### Refreezing The last step, refreezing, is about making the changes stick and making sure they last over time. This stage is crucial because it helps reinforce new behaviors and prevents going back to old ways. Strategies for this stage can include: - **Recognition and Reward Systems**: Having a system to recognize and reward those who adopt new practices can encourage people to keep it up. For example, a university could offer grants to teachers who come up with innovative teaching methods. - **Continuous Evaluation and Feedback**: It's good for the university to keep checking how the changes are working. Surveys and focus groups can help gather information about the effectiveness of the changes. By being open to feedback, universities can make any necessary adjustments. - **Cultural Integration**: For changes to last, they need to be part of the university's culture. This might mean updating the mission statement, including change-related values in hiring, or sharing success stories during university events. In summary, Lewin’s Change Model gives universities a clear way to handle change. By following the steps of unfreezing, changing, and refreezing, schools can improve how they operate and create a better environment for innovation and growth. Using Lewin's model not only helps universities work better but also makes them more flexible to change. With challenges like technology changes and new student needs, it's important for universities to use change management strategies like Lewin's for their survival and growth. By understanding each step of the model, university leaders can create a system that supports change and encourages ongoing development and success.
**Understanding the Human Relations Movement and Employee Engagement** The Human Relations Movement, especially the important studies like the Hawthorne Studies, helps us understand how to get employees more involved and happy at work. This movement shows how personal feelings and company teamwork can either improve or harm how engaged employees feel. **A Bit of Background** The Human Relations Movement started because people were beginning to realize that old management ideas, mainly focused on efficiency and profit, were missing the human side of work. In the early 1900s, people like Frederick Taylor believed that work should be done as efficiently as possible. However, studies done in the 1920s and 1930s at the Western Electric Hawthorne Works in Chicago changed everything. These studies showed that how people interact with their coworkers and bosses greatly affects their motivation and productivity. **Key Discoveries from the Hawthorne Studies** 1. **Talking to Each Other is Important**: The researchers found that when workers felt appreciated and had better relationships with their coworkers, they worked harder. This shows that happiness and social connections at work are essential. 2. **The 'Hawthorne Effect'**: This term describes how people change their behavior when they know they are being watched. It shows that just feeling noticed can make workers more engaged. 3. **Working Conditions Matter**: The studies pointed out that simply changing things like lighting didn't always lead to better work. What really mattered was that being part of the study made workers feel valued, which led to them being more involved. **What This Means for Employee Engagement** The Human Relations Movement teaches us many important things about keeping workers engaged: 1. **Think About Individual Needs**: Employers should see that employees need more than just money. Things like recognition, social connections, and a supportive work atmosphere really help people feel engaged. 2. **Build Strong Relationships**: Companies should encourage good relationships among team members. By creating a friendly environment where people can talk openly, trust and teamwork can grow. 3. **Listen and Involve**: Employees feel better when their thoughts and ideas are valued. Companies that ask for feedback and include staff in decisions tend to have more engaged workers. 4. **Create a Safe Space**: It’s important to make sure employees feel safe sharing their ideas and concerns. This helps create emotional comfort at work, leading to higher engagement. 5. **Positive Company Culture**: The studies showed how important a good workplace culture is. A culture that celebrates teamwork and achievements helps keep workers motivated and dedicated. 6. **Meaningful Work**: Employees are more engaged when they think their work is important. Companies should try to connect individual roles to larger goals to give workers a sense of purpose. **Putting These Ideas into Action in Today’s Workplaces** What we learn from the Human Relations Movement applies to how companies can boost employee engagement today: 1. **Training**: Offering training programs to improve communication and teamwork skills can help create better relationships and higher engagement. 2. **Recognizing Employees**: Having programs to formally recognize employee efforts can show that their contributions are valued, leading to more engagement. 3. **Team-Building**: Regular team-building activities can strengthen connections among coworkers, making them feel more engaged. 4. **Flexible Work Options**: Companies that support a healthy work-life balance and offer flexible hours can see happier and more engaged employees. 5. **Feedback Surveys**: Regularly checking in with employees through surveys about their happiness and engagement is essential. It helps companies spot problems early. **Conclusion** In summary, the ideas from the Human Relations Movement are vital for understanding how to keep employees engaged. By focusing on feelings and social connections instead of just efficiency, these theories provide a fuller view of what motivates and satisfies workers. When companies embrace these ideas—building relationships, valuing input, and creating a supportive culture—they boost employee engagement and overall productivity. The lessons learned from the Human Relations Movement are just as important today, helping create environments where employees feel valued, engaged, and ready to give their best.
**Understanding Contingency Theory in Organizations** Contingency Theory helps us understand how organizations should be set up. It tells us that there is no single best way to do this. Instead, the best structure for a company depends on different situations, like the kind of environment they are in, the technology they use, and how big they are. Let’s explore some important ideas from this theory. ### 1. **Being Flexible** Organizations need to be flexible and change with the times. For example, a small tech startup might have a flat structure. This means there are fewer layers of management, which encourages open communication and quick decision-making. On the other hand, a large manufacturing company might need a more hierarchical structure. This means they have many levels of management to handle all the different processes and departments effectively. Being adaptable helps companies respond quickly to what the market needs. ### 2. **The External Environment** The outside world affects how an organization is designed. In a fast-changing market, companies may choose to have more flexible structures that don’t rely heavily on formal processes. In contrast, companies in stable environments might benefit from more rigid structures, which have clear hierarchies and established rules. A great example is in the pharmaceutical industry. Research and development companies that work in unpredictable environments often use project-based teams instead of traditional divisions to innovate quicker. ### 3. **Technology’s Role** Technology plays a big part in how companies are set up, too. Companies that use advanced technology often benefit from a team-based structure that helps employees work together well. For instance, firms that use agile methods in software development usually rely on cross-functional teams. This means team members come from different areas and can quickly adjust as project needs change. On the other hand, a factory that uses large machines might find that having a more structured setup helps keep everything safe and efficient. ### 4. **The Influence of Managers** Finally, leaders in an organization are very important. Managers need to look at both the outside and inside factors in their organizations to decide on the best structure. For example, a leader who likes involving their team might choose a decentralized structure. This means employees can share their ideas and have a say in decisions, which can boost motivation and creativity. ### Conclusion In short, Contingency Theory teaches us that there is no single best way to design an organization. Companies that carefully consider their unique situation—like their environment, technology, and management style—can create structures that help them succeed. This theory shows us that being flexible and adaptable is crucial for navigating the challenges of today's business world.
The way we manage people at work has changed a lot, especially because of the Human Relations Movement and the important Hawthorne Studies. In the past, many management styles focused on being very strict and organized. They thought that workers were like machines and that the only thing that motivated them was money. This way of thinking ignored the real emotions and needs of employees, treating them like just another tool in a big machine. But the Human Relations Movement changed that. It taught us that workers are not just machines, but real people with feelings and emotions. This was a big shift that started to change how we think about work and management. **What We Learned from the Hawthorne Studies** The Hawthorne Studies took place in the late 1920s and early 1930s at a factory called Western Electric. Initially, the researchers wanted to find out how different lighting and other environmental factors impacted how much work people could do. But what they discovered was much deeper than just that. One big finding was the **"Hawthorne Effect."** This means that when people know they are being watched, they change how they act. This showed how important our thoughts and feelings are at work. It became clear that how employees felt about their jobs, their relationships with others, and their managers greatly affected how well they worked and how happy they were. **Changes in Management Practices** Thanks to the Human Relations Movement, several important changes happened in how companies manage their employees: 1. **Employee Engagement:** Before, managers often made decisions without asking for employee input. The Human Relations Movement taught us that workers should be included in decision-making. Managers started to talk more with their teams, listen to their ideas, and create a sense of belonging. Teamwork became vital for a healthy workplace culture. 2. **Motivation Factors:** Traditional management relied heavily on money to motivate workers. The Human Relations Movement showed us that people also need things like respect and a sense of belonging. Companies began to focus on creating meaningful work experiences. They recognized that employees often care more about learning and growing than just making a paycheck. 3. **Leadership Styles:** In the past, many managers were very strict and didn't involve employees in decisions. Now, there has been a move towards more friendly and open leadership styles. Leaders are encouraged to build strong relationships, work as a team, and see employees as partners in success, not just people who follow orders. 4. **Workplace Environment and Culture:** Earlier management styles focused mainly on rules and procedures. The Human Relations Movement helped leaders understand the importance of workplace culture. They learned that a good culture promotes trust, teamwork, and open communication. A positive work environment helps keep employees happy and productive. 5. **Team Dynamics and Group Behavior:** The Hawthorne Studies highlighted how important informal groups are at work. Understanding how groups function led to a focus on teamwork. Employees are encouraged to work together, leading to practices like team-building and collaborative projects. 6. **Training and Development:** The Human Relations Movement pushed companies to invest in training and development for their workers. They recognized that helping employees improve their skills not only makes them better at their jobs but also increases job satisfaction. 7. **Human Resources Management (HRM):** These changes laid the groundwork for HR to become an important field. Now, HR focuses on keeping employees happy and engaged, not just on handling paperwork. Companies started seeing their employees as valuable assets and made better plans for hiring and developing talent. 8. **Work-Life Balance:** Understanding that employees have feelings and personal lives has brought more attention to work-life balance. Many companies now offer flexible work hours and support for mental health, realizing that happy and healthy employees do better work. The Human Relations Movement has caused a big shift in how organizations run. Today, more and more companies realize that good human relationships in the workplace are vital for being successful. This movement has led to new models of how businesses should be organized, understanding the need for support and respect for employees. Today’s theories about how organizations behave build on the ideas from the Human Relations Movement. Current studies look at how psychology, sociology, and economics relate to employee motivation, teamwork, and workplace culture. Concepts like emotional intelligence and transformational leadership have all come from this better understanding of human relationships. In summary, the Human Relations Movement has changed how we view management. It emphasizes that employees are unique individuals with their own needs and motivations. This shift has moved management from just focusing on results to caring for employee engagement and well-being. The result is a happier workplace that boosts overall performance, showing how important it is to understand and value people at work. These changes reflect a continuous evolution in how we think about work and what employees need to thrive.
Fayol’s 14 Principles of Management are still very useful for today’s managers. Here are some important points to remember: 1. **Unity of Command**: Having clear leaders helps everyone know who to report to, which reduces confusion. 2. **Division of Work**: When people focus on specific tasks, they become better at what they do. This makes things run more smoothly. 3. **Scalar Chain**: It’s important to follow the chain of command. This helps everyone communicate better and understand their roles. 4. **Equity**: Treating workers fairly makes them more loyal and boosts team spirit. From my experience, using these principles can help create strong teams and lead to success in any organization. By mixing these classic ideas with today’s methods, managers can build a balanced and productive workplace.
**Understanding Taylorism: A Simple Guide** Taylorism, also called Scientific Management, is all about making work more efficient and productive. It was created by Frederick Winslow Taylor in the late 1800s. His ideas helped shape how we manage businesses today. ### Key Ideas of Taylorism: 1. **Studying Jobs** Taylor believed it was important to look closely at how tasks are done. This means breaking each job into smaller parts and figuring out the best way to do them. This helps cut out unnecessary steps and makes work smoother. 2. **Choosing the Right People** Taylor said we should pick the right workers for each job and give them special training. This means hiring people based on their skills for specific tasks, not just random reasons. 3. **Uniform Tools and Methods** Taylorism suggests that work can be made more uniform. By using the same methods and tools, businesses can create consistency in tasks. This can lead to better quality and higher output. 4. **Rewards for Good Work** Taylor suggested that employees should be paid based on how much they produce. This means that money can motivate people to work harder and be more committed. 5. **Management's Role** A big part of Taylorism is that managers should plan and organize work. They should look for ways to make tasks more efficient so workers can focus on doing their jobs well. These basic ideas of Taylorism aim to create a workplace where efficiency is key, benefiting both the company and its workers. ### Impact on Today’s Management: Even today, Taylorism still influences how businesses are run. Here are some ways it shows up in modern management: 1. **Lean Management** One idea that came from Taylorism is Lean Management, which focuses on cutting waste and making sure every action adds value. Companies often look at how work flows, similar to Taylor’s methods. 2. **Time and Motion Studies** Many companies track how long tasks take to see how productive they are, a method that started with Taylor. By checking the time spent on tasks, they can spot areas that need improvement. 3. **Training Employees** Today, many businesses focus on training employees, which is a key part of Taylorism. Companies invest in teaching skills to help workers do their best. 4. **Standard Operating Procedures (SOPs)** The rules for how to do tasks in many companies come from Taylor’s ideas. SOPs ensure that work gets done the same way every time, following the best methods. 5. **Measuring Performance** Today’s focus on performance metrics and Key Performance Indicators (KPIs) connects back to Taylor's idea of rewarding good performance. Companies use these metrics to see how well they are doing and to encourage workers. However, using Taylorism in today’s workplaces also raises important questions about how workers feel about their jobs. Some people worry that sticking too closely to Taylor's ideas can make work feel less human, treating employees like machines. ### Changes in Management Thinking: Because of concerns with older management ideas like Taylorism, new ideas have emerged. The Human Relations Theory and Systems Theory focus more on relationships between people and the whole system of how work happens. While old theories like Taylorism focused on efficiency, these newer ideas appreciate the importance of worker happiness and behavior. ### Conclusion: In conclusion, Taylorism has had a big impact on how we manage businesses and work. Its main ideas helped create many of today’s strategies for being more efficient. However, they also encourage us to think about how to keep workers engaged and happy. Modern managers still face the challenge of blending the efficiency of Taylorism with approaches that prioritize the needs of workers. As businesses change and grow in today's fast-paced world, the lessons from Taylorism remain important, reminding us to keep pushing for better productivity while also caring for our workforce.
**Understanding Transactional Leadership Theory** Transactional Leadership Theory (TLT) is about keeping things steady and focusing on what an organization needs right now. It involves having clear tasks, defining goals, and managing performance by using rewards and consequences. In universities, this type of leadership can help solve some problems, but it also has its own challenges. **What is Transactional Leadership Theory?** At its heart, Transactional Leadership is about exchanges between leaders and those they lead. Leaders offer rewards like recognition, money, or promotions, while followers need to do their jobs and meet specific goals. This idea is different from Transformational Leadership, where the focus is on inspiring people to create positive change. In university settings, Transactional Leadership can show up in different ways: - **Clear Expectations**: University leaders can set clear roles and responsibilities. This helps faculty and staff know what is expected of them and what will happen if they succeed or fail. - **Performance-Based Rewards**: TLT encourages rewards for good performance. This means staff can earn promotions or bonuses for achieving their goals. - **Efficiency and Order**: TLT helps keep things running smoothly. This is important in universities with many departments and overlapping jobs. **Challenges in University Administration** Even though TLT has its benefits, universities face other challenges that need different solutions. Here are some issues: 1. **Resource Management**: Universities often struggle to use limited resources like money and staff effectively. TLT might help in some areas, but bigger planning is often needed. 2. **Diversity and Inclusion**: Creating an inclusive culture is very important today. TLT's focus on rules and consequences might not fully support the diverse needs of the university community. 3. **Resistance to Change**: Many universities resist changes needed for growth. TLT might unintentionally keep things the same, making it hard to try new ideas. 4. **Engagement in Research and Development**: Universities rely on creativity and innovation. TLT might not inspire the exploratory work needed to advance knowledge in academia. **Can Transactional Leadership Solve These Problems?** The structure and predictability of TLT can help some university operations. For example: - **Goal Alignment**: When university leaders clearly communicate goals, it helps departments work together towards common targets. - **Performance Metrics**: Using easy-to-understand metrics can help assess how well staff are doing, which helps with promotions and resource management. - **Compliance and Accountability**: TLT emphasizes responsibility, ensuring staff meet important standards. However, TLT works best when combined with other leadership styles. Here’s why: 1. **Transformational Aspects**: Leaders need to inspire discussions about the future of education and motivate faculty to be creative. Transformational elements help build excitement and adapt to changes. 2. **Collaborative Culture**: TLT doesn’t always encourage teamwork and relationships within the university community. A more inclusive style is needed to create a sense of belonging. 3. **Adaptive Strategies**: Changes in education, like online learning, require leaders who can adapt. A rigid TLT approach might hold back necessary innovations. 4. **Understanding Human Behavior**: Effective leadership is about the people involved. Qualities like empathy and the ability to inspire are important beyond just rules and guidelines. **Recommendations for Blending Leadership Styles** To use the strengths of Transactional Leadership while addressing challenges in university administration, here are some suggestions: - **Implement a Dual Leadership Framework**: Combine clear goals and performance evaluations with efforts to inspire and engage faculty and staff. - **Encourage Open Dialogues**: Hold forums and meetings to let administrators and faculty share their opinions, making decision-making a group effort. - **Diversify Incentives**: Along with financial rewards, recognize accomplishments, offer professional development, and create a positive work environment. - **Focus on Change Management**: Train leaders on how to manage and adapt to change so they can respond effectively to new situations. - **Leverage Technology for Communication**: Use technology to make decision-making clear and keep everyone informed and involved. - **Address Diversity and Inclusion**: Create committees focused on diversity, equity, and inclusion to make these values part of everyday university practices. In summary, Transactional Leadership Theory can help with specific issues in university management. It keeps things organized and accountable. However, to truly succeed in the complex world of higher education, it’s important to mix in transformational leadership principles. By creating an adaptable and welcoming environment, universities can improve both their operations and their academic culture. A balanced approach that includes the best of both transactional and transformational leadership will better prepare universities to face current and future challenges.