Multicultural leadership: the challenges and tensions experienced
- Publisher: .
Education | hospitality
This study aims to explore the impact of free market, neoliberal ideology of globalisation, in turn driving academic mobility within higher education circles and impacting the identities and experiences of middle managers in post 1992 universities. \ud These turbulent forces of free market ideology has initiated education to be seen as of global significance, in turn initiating pressures of international rankings. These driving performative dimensions have instigated an overwhelming shift towards universities acquiring adept lecturing staff from a global expert pool, resulting in a diverse multi-cultural workforce within the university sector (Albech 2002).\ud These distributed cultures have been found to exert conflicting influences of asymmetrical power relationships on middle managers, initiating challenges and tensions. In recent times researchers have proposed flexible leadership patterns in order to make sense of the best ways to balance the varying expectations related to uncertainty, collaborative working environments (Thomas 2004; Cox and Blake 1991; Wagner 2004)). This study aims to explore how the identities of middle managers are evolving due to these turbulent forces and provides and illuminating lens into two middle managers experiences.