Authors: Abeni El-Amin; Janet Marks Hill; Saundra Johnson Austin; Quinton L. Marks
Addresses: Robbins College of Business and Entrepreneurship, Fort Hays State University, Hays, Kansas, 67601, USA ' School of General Education, Rasmussen College, Chicago, Illinois, 60632, USA ' College of Education, University of South Florida, Tampa, Florida, 33620, USA ' Honeywell Aerospace, Clearwater, Florida, 33764, USA
Abstract: The focus of this deliberation is to analyse how educational leaders intentionally implement the politics of organisational decision-making. Leadership decision-making affects organisational effectiveness and determines how leaders forge alliances, influence, build trust, manage assets, empower, reproduce, encourage stakeholders to buy into the vision, incorporate deference for timing, promote explosive growth, and build a legacy. Given is an analysis of the requirement for senior leadership and predecessors to create succession plans. Moreover, as educational organisations face significant difficulties and pressure, organisational changes are often made with the most significant impacts felt by stakeholders. Explored is how decisions leaders make either create conflict or provide exceptional practice.
Keywords: collaborative leadership; educational leadership; leadership; higher education; organisational decision-making; organisational development; organisational leadership; shared leadership; stakeholders development; succession planning.
International Journal of Innovation in Education, 2021 Vol.7 No.1, pp.17 - 26
Received: 09 May 2020
Accepted: 26 Sep 2020
Published online: 07 May 2021 *