An investigative analysis of how influential leadership and change management strategies were during the transitional phase to a Technological University /
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In Ireland, it is evidenced through the Hunt report (2011) and current literature that Higher education has had a significant role in furthering the development of Ireland’s economy and its society. Over the last decade in Ireland, it has been very evident that the Higher Education System in Ireland has been very much operating on a two-tier level education system. The first tier of the Higher education system was dominated by the Universities while the second tier was fixed by the Institute of Technology Sector. whereby their teaching model’s focus was more of a traditional model of education while targeting career minded cohort of students. Currently, higher education landscape is evolving at a rapid pace through a process of unprecedented and rapid changes. Hazelthorn et al (2015) suggest that “Technological universities have initiated various change readiness efforts in the form of lean initiatives and these change readiness efforts will aid to improve University performance and to make it more efficient and operate more effectively”. These Institutional changes are brought about with additional pressure from external influences like the Government and other educational bodies and external pressure from European Institutions. Owning to these external influences and the influential recommendations from the National strategy 2030 report, these factors prompted the Higher Education sector in particular Institute of Technologies to review their responsibilities and roles and to respond to these external challenges using a more collaborative and cohesive strategic approach. The National Strategy for Higher education in Ireland 2030 report was an operational framework to enable HEI’s to reform to a more robust system. Institutes of Technologies needed to reform and become more innovative in terms of its strategic focus while a transformative approach with local communities was needed to strengthen its competitiveness and build capacity. For this research study the topic been “An Investigative analysis of how influential Leadership and Change Management strategies were in ATU and TU Dublin during the transitional phase to a Technological University”. Qualitative research was conducted with gathered information from both Institutional leaders and their Institutional followers. The findings were analysed, re-contextualised with literature that is current which resulted that leadership styles and change management mechanisms had an impact on the transition within both TU’s. Several recommendations have been made for the participating institutions to consider.
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