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Emotional Intelligent Leadership and Its Imperative for Governing Developmental Universities in the 21st Century
Abstract
The developed nations compared to their counterparts (developing ones) have managed to invest in education and are able to benefit from the globalized economy and take advantage of their highly competitive higher education systems. Most (South) African universities are led by administrators such as Vice Chancellors, people with high qualifications obtained from prestigious universities, locally and abroad. However, such institutions failed to yield academic and administrative outcomes due to emotional intelligence leadership deficits. This chapter therefore examines the potential impact of adopting emotional intelligence leadership in growing capable, developmental, and people-centred universities. The chapter uses secondary data to argue that above managerial and professionalism skills and competencies, the higher education sector needs emotional intelligence leadership and competencies among its administrative and academic leaders.
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