Women leaders: break the glass ceiling
The traditional image of the leader was rather like that of a lonely hero who had made it to the top of the mountain. These days, leaders are advised to move away from that image, get help and involve teams locally and globally in solving problems which are more complex than ever.
Global, international and ever-changing through technological innovation, our increasingly complex world demands new ways of effective leadership. This is not only true for businesses and enterprises, but also higher educational institutions (HEIs), which constantly face new issues and challenges.
The British Council, the United Kingdom’s international organisation for educational and cultural opportunities, recently brought together more than a hundred experts, leaders and influential figures in Hong Kong at a two-day event – part of six Global Education Dialogues: The East Asia Series – to offer a framework for the discussion of challenges and solutions.
Dr Halima Begum
“Higher education institutions’ leadership is now more complex. The job is to lead an institution that is about learning, and also allow that institution to grow in a turbulent economic period. The challenge is both maintaining academic excellence and finding diverse income sources,” Dr Halima Begum, director of education, British Council East Asia, said. “The challenges are more urgent, the rewards are bigger.”
Professor Fanny Cheung
According to Professor Fanny Cheung, pro-vice chancellor of Chinese University (CUHK), the context is also changing. Not long ago applicants to Hong Kong’s universities were predominantly male, but now more than half of undergraduate enrolment is female; there are a growing number of international students and lecturers, and more international co-operation in research. There are also new demands on teaching, as students need to acquire lifelong learning, self-management, teamwork and problem-solving competencies, beyond their specialisation.
“A different definition of leadership is required. A more flexible, inclusive leadership, which is a catalyst, an agent who navigates unknown challenges,” Begum said.
Inclusive leadership understands how groups operate, and can include different styles and processes. It is global in outlook and, like a multinational firm, finds diverse income sources and growth strategies, and co-operates with universities across borders.