Please use this identifier to cite or link to this item: http://dspace.ucuenca.edu.ec/handle/123456789/30671
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dc.contributor.authorSucozhañay Calle, Dolores Catalina
dc.contributor.authorSiguenza Guzman, Lorena Catalina
dc.contributor.authorArcentales Carrion, Rodrigo Nicanor
dc.date.accessioned2018-07-09T13:31:57Z-
dc.date.available2018-07-09T13:31:57Z-
dc.date.issued2018
dc.identifier.isbn978-84-697-9480-7
dc.identifier.issn2340-1079
dc.identifier.urihttp://dspace.ucuenca.edu.ec/handle/123456789/30671-
dc.identifier.urihttps://library.iated.org/view/SUCOZHANAY2018LEA
dc.description.abstractUniversities have to develop in a highly complex environment, which shapes their structural and organisational characteristics. In this context, academic leaders not only have the challenge to forecast future trends but also to implement the changes needed to achieve this future. The specific causes of change success or failure have been a topic of much debate in the organisational literature. One of the lessons learned by researchers related to effective change is that leadership is a key element to achieve successful change. Although the effects of leadership on the results of change initiatives are still not well understood, research provides support for a positive link between leadership and effective implementation of change. In fact, some researchers posited that good management is a sine qua non condition to get a successful change, but leadership is what really makes the difference between the success and failure of change. However, more empirical research is needed to understand the actual practices performed by leaders. The article analyses what leadership practices perform the leaders and which of them contributes to successful leadership in university change processes. To this end, a qualitative multiple-case study was utilised. A multiple-case study design has all the advantages of a single-case design; but using several case studies, this replication enhances the validity and credibility of the findings. Six change processes in two universities were analysed. Data collection, in each case, was accomplished through direct observation, analysis of secondary documents and in-depth semi-structured interviews. Data analysis was carried out in two steps: first, a within-case analysis, and then a cross-case analysis. Matrixes were built in order to organise and summarise the data. To ensure the quality of the research, member checking, and data and researcher triangulation were performed. The results showed three important aspects of successful leadership. Firstly, leaders have to maintain good relationships with the stakeholders, which could be achieved by transformational leadership behaviours. Secondly, they have to be able to manage the administrative aspects. And finally, they have to hold the capacity to implement changes that solve the “wicked problems” of the university. Nevertheless, it was also found that leaders, most of the time, have ‘no room to lead’ and/or to learn how to make desired changes work. They are so busy complying with bureaucratic procedures that they have little time left to lead. Besides, most of the time, they are appointed without having the leadership qualities required and are rarely trained in the management of change in complex organisations such as universities. Taken together, these findings contribute to a better understanding of the leadership role to promote successful change in Latin American Universities.
dc.language.isoes_ES
dc.publisherIATED
dc.sourceINTED2018 Proceedings
dc.subjectLEADERSHIPPRACTICES
dc.subjectORGANIZATIONALCHANGE
dc.subjectUNIVERSITIES
dc.subjectLATINAMERICA
dc.titleLeading change: a multiple-case study of leadership practices in Latin American universities
dc.typeARTÍCULO DE CONFERENCIA
dc.description.cityValencia
dc.ucuenca.idautor0102680709
dc.ucuenca.idautor0102659687
dc.ucuenca.idautor0104017645
dc.identifier.doi10.21125 / inted.2018.1766
dc.ucuenca.areaconocimientounescoamplio04 - ADMINISTRACION, NEGOCIOS Y LEGISLACION
dc.ucuenca.afiliacionSucozhañay, D., Universidad de Cuenca, Departamento de Espacio y Población, Cuenca, Ecuador; Sucozhañay, D., Universidad de Cuenca, Facultad de Ciencias Económicas y Administrativas, Cuenca, Ecuador
dc.ucuenca.afiliacionSiguenza, L., Universidad de Cuenca, Departamento de Ciencias de la Computación, Cuenca, Ecuador
dc.ucuenca.afiliacionArcentales, R., Universidad de Cuenca, Facultad de Ciencias Económicas y Administrativas, Cuenca, Ecuador
dc.ucuenca.correspondenciaSucozhañay Calle, Dolores Catalina, dolores.sucozhanay@ucuenca.edu.ec
dc.ucuenca.volumenvol. 0, no. 0
dc.ucuenca.indicebibliograficoSIN INDEXAR
dc.ucuenca.numerocitaciones0
dc.ucuenca.areaconocimientofrascatiamplio5. CIENCIAS SOCIALES
dc.ucuenca.paisESPAÑA
dc.ucuenca.conferencia12th International Technology, Education and Development Conference
dc.ucuenca.areaconocimientofrascatiespecifico5.9 OTRAS CIENCIAS SOCIALES
dc.ucuenca.areaconocimientofrascatidetallado5.9.1 CIENCIAS SOCIALES INTERDISCIPLINARIAS
dc.ucuenca.areaconocimientounescoespecifico041 - NEGOCIOS Y ADMINISTRACION
dc.ucuenca.areaconocimientounescodetallado0413 - GESTION Y ADMINISTRACION
dc.ucuenca.fechainicioconferencia2018-03-05
dc.ucuenca.fechafinconferencia2018-03-07
dc.ucuenca.organizadorconferenciaIATED Academy iated.org
dc.ucuenca.comiteorganizadorconferenciaEdited by L. Gómez Chova, A. López Martínez, I. Candel Torres IATED Academy
dc.ucuenca.urifuentehttps://library.iated.org/publications/INTED2018/start/1000
dc.contributor.ponenteSucozhañay Calle, Dolores Catalina
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