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Final Paper - September 14.pdf (3.16 MB)

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Leadership and Policy for Reforms and Change in Higher Education: A Review of the Juakalization Phenomenon of Public Universities in Kenya

Muema, Emmah Mwongeli
http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1598346230750732

Abstract Details

2020, Doctor of Education (Ed.D.), Bowling Green State University, Leadership Studies.
No country can afford mass access and high quality-it will never happen (Altbatch, 2012). Massification has characterized global higher education since the mid-1940s starting in the United States, spreading to Europe and East Asia in the 20th Century, before expanding to Sub-Sahara Africa. Various scholars have linked massification, and the transformation of higher education to the dilution of quality university education, leading to Juakalization. The term Juakalization is a metaphor derived from the word `Jua kali' is used in this study to denote low-quality education standards witnessed in universities, by relating institutions of higher education in Kenya with the country's informal, economic artisan sector known as Jua Kali. The expansion of higher education in Kenya after the year 2010, resulted in confusion, frustration, lack of employee loyalty, and clashes in corporate culture, posing leadership challenges. This mixed methods, sequential, and explanatory study, sought to gain new insights into leadership behavior at seven public universities operating in Kenya before 2010. The research explored the relationship between leaders self-perception and the perception of their followers with regard to leadership effectiveness in managing the performance of universities during the Juakalization phenomenon. The findings indicated that university vice-chancellors frequently utilized effective leadership practices and that their followers were aware of effective leadership behavior. However, all indications point to the dilution of quality higher education. Three conclusions arise from the study findings: first, leaders and followers must produce change; second, the desired change ought to be transformational; and third, the leader follower relationship must produce quality products, because leading is about practice and transformation.
Patrick Pauken, Dr. (Advisor)
Chris Willis, Dr. (Committee Member)
Paul Johnson, Dr. (Committee Member)
Gituro Wainaina, Dr. (Committee Member)
Susan Peet, Dr. (Other)
220 p.
Educational Leadership; Higher Education Administration
Leadership Effectiveness; Self-Perception Accuracy; Change Management; Education Policy; Juakalization Phenomenon; University Performance; Vice-Chancellors; Higher Education Administration; Educational Leadership; Global Juakalization

Recommended Citations

Citations

  • Muema, E. M. (2020). Leadership and Policy for Reforms and Change in Higher Education: A Review of the Juakalization Phenomenon of Public Universities in Kenya [Doctoral dissertation, Bowling Green State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1598346230750732

    APA Style (7th edition)

  • Muema, Emmah. Leadership and Policy for Reforms and Change in Higher Education: A Review of the Juakalization Phenomenon of Public Universities in Kenya. 2020. Bowling Green State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1598346230750732.

    MLA Style (8th edition)

  • Muema, Emmah. "Leadership and Policy for Reforms and Change in Higher Education: A Review of the Juakalization Phenomenon of Public Universities in Kenya." Doctoral dissertation, Bowling Green State University, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1598346230750732

    Chicago Manual of Style (17th edition)

bgsu1598346230750732
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This open access ETD is published by Bowling Green State University and OhioLINK.