ACADEMIC LEADERS’ LEADERSHIP STYLES IN HIGHER EDUCATION INSTITUTIONS IN THE REPUBLIC OF MALDIVES

Abstract

Leadership is one of the most researched areas in every walk of life. Over the last decades, there has been a dramatic increase in scholarly research on the topic of leadership. However, until date, there has been limited research on leadership within the higher education sector in the Maldives, which is a small state developing country. The purpose of this study was to explore the leadership styles among academic leaders in Maldivian Higher Education Institutions (HEI). The instrument used in this qualitative study was a semi-structured interview guide. Thirteen academics from three HEIs were selected purposively for in-depth interviews in this study. The interview responses were transcribed and analysed for themes. The respondents found that the most prevalent leadership styles used in Maldivian HEIs were, affiliative, task-oriented, laissez-faire, democratic and visionary leadership style. Affiliative and task-oriented leadership styles were perceived to be the most prevalent leadership styles. It was also perceived that task-oriented leadership was the most negative leadership style and laissez-faire leadership was surprisingly favoured due to its advantages in enhancing confidence and helping academics to empower themselves. To enhance academic leadership in HEIs in the Maldives, it is recommended for academic leaders to use leadership behaviors which are affiliative and considerate of the academics.