Title: Social capital as a catalyst for leadership excellence: the mediating role of institutional reputation in Indian higher education

Authors: Vaishnavi Balaji; R. Manigandan; R. Supriya; A. Shakti Priya; Bhanu Sree Reddy; Manju Shree Raman; Mitku Assefa

Addresses: Dayananda Sagar College of Engineering, VTU, MBA, Bangalore, India ' Faculty of Management, SRM Institute of Science and Technology, Vadapalani Campus, Chennai, India ' Acharya Institute of Graduate Studies, Bengaluru, Karnataka, 560107, India ' VIT Business School, VIT University, Vellore, Tamil Nadu, India ' Indian Institute of Science Education and Research Tirupati, Srinivasapuram, Panguru (G.P), Yerpedu Mandal, Tirupati District, Andhra Pradesh, 517619, India ' Christ University, Yeshwanthpur Campus, Bangalore, India ' Wollo University, 5JH8+2MX, Dessie, Ethiopia

Abstract: Drawing upon social capital theory, this study aims to investigate the impact of social capital on leadership effectiveness through mediating role of institutional reputation in higher educational institution. Data were collected from 310 academic leaders, including HODs, area chairs, and deans, using a structured online questionnaire. The sampling technique used was purposive sampling. Partial least squares structural equation modelling (PLS-SEM) was employed for analysis. The results indicate a significant positive relationship between social capital and leadership effectiveness, highlighting the importance of interpersonal trust, collaborative culture, and professional networks in influencing strategic vision, decision-making, and transformational leadership skills. Moreover, institutional reputation is identified as a partial mediator in this relationship, indicating that robust social capital not only improves direct leadership outcomes but also enhances the perceived credibility and prestige of institutions, hence strengthening leadership legitimacy and influence. This study enhances the sparse empirical literature linking social capital and leadership within the Indian higher education sector and provides pragmatic insights for policymakers and institutional leaders aiming to cultivate trust-based cultures and reputational capital. The study concludes with ideas for cultivating social capital via inclusive governance, faculty involvement, and external collaborations to improve leadership efficacy and ensure sustained institutional success.

Keywords: academic leadership; higher educational institutions; HEIs; Indian higher education; institutional reputation; leadership effectiveness; relational governance; social capital; structural equation modelling; SEM; PLS-SEM.

DOI: 10.1504/IJLC.2025.149598

International Journal of Learning and Change, 2025 Vol.17 No.4, pp.381 - 408

Received: 14 Apr 2025
Accepted: 30 Apr 2025
Published online: 07 Nov 2025 *

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