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<p>This conceptual and descriptive study examines the critical issues, challenges and priorities for European higher education (HE) leaders, drawing upon the theory, practice and experience of leaders inside and outside the open and distance learning (ODL) field. Focussing on the emerging vantage points of the 4th Industrial Revolution (4IR), global trends and the post-pandemic HE landscape, the article discusses their impact on organisational architecture and the emerging leadership roles for driving organisational values, change and sustainability. The authors argue that to maintain institutional stability and agility, leaders must interpret the current zeitgeist to set priorities, build decision-action packages and embrace a new organisational architecture: one characterised by flexible structures, a clear vision of the desired future, a culture of trust and openness, a comprehensive and deep understanding and optimum application of employee skill and talent, and the effective implementation of digital tools and curriculum structures in pedagogically meaningful ways. Leaders must be adaptable, agile and innovative, with the capacity to understand, identify and support the forms of leadership appropriate to their strategic objectives and institutional culture. The paper concludes by targeting critical priorities and actions that leaders must navigate to create innovative and dynamic futures for their institutions.</p>
</abstract>

This conceptual and descriptive study examines the critical issues, challenges and priorities for European higher education (HE) leaders, drawing upon the theory, practice and experience of leaders inside and outside the open and distance learning (ODL) field. Focussing on the emerging vantage points of the 4th Industrial Revolution (4IR), global trends and the post-pandemic HE landscape, the article discusses their impact on organisational architecture and the emerging leadership roles for driving organisational values, change and sustainability. The authors argue that to maintain institutional stability and agility, leaders must interpret the current zeitgeist to set priorities, build decision-action packages and embrace a new organisational architecture: one characterised by flexible structures, a clear vision of the desired future, a culture of trust and openness, a comprehensive and deep understanding and optimum application of employee skill and talent, and the effective implementation of digital tools and curriculum structures in pedagogically meaningful ways. Leaders must be adaptable, agile and innovative, with the capacity to understand, identify and support the forms of leadership appropriate to their strategic objectives and institutional culture. The paper concludes by targeting critical priorities and actions that leaders must navigate to create innovative and dynamic futures for their institutions.

Leadership 2030: Renewed visions and empowered choices for European university leaders

European Journal of Open, Distance and E-Learning

This work is licensed under the Creative Commons Attribution 4.0 International License.

This conceptual and descriptive study examines the critical issues, challenges and priorities for European higher education (HE) leaders, drawing upon the...

Leadership 2030: Renewed visions and empowered choices for European university leaders

Article Category: Research Article

Pubblicato online: 26 mag 2023

Pagine: 74 - 92

DOI: https://doi.org/10.2478/eurodl-2023-0006

Parole chiave
Leadership imperatives, Strategic reset, 4th Industrial Revolution, Institutional architecture, European higher education, Digital synergies

© 2023 Don Olcott, Jr. et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Figure 1:

Global Trends, 4IR (Revolution), and HE-Covid-19 (Penprase, 2018; Menon & Castrillon, 2019; Nichols, 2020)

Leadership 2030: Renewed visions and empowered choices for European university leaders

Article Category: Research Article

Pubblicato online: 26 mag 2023

Pagine: 74 - 92

DOI: https://doi.org/10.2478/eurodl-2023-0006

Parole chiaveLeadership imperatives, Strategic reset, 4th Industrial Revolution, Institutional architecture, European higher education, Digital synergies

© 2023 Don Olcott, Jr. et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Figure 1:

Global Trends, 4IR (Revolution), and HE-Covid-19 (Penprase, 2018; Menon & Castrillon, 2019; Nichols, 2020)

Parole chiave
Leadership imperatives, Strategic reset, 4th Industrial Revolution, Institutional architecture, European higher education, Digital synergies