Education leadership in a globalized economy: A Kenyan perspective

Abstract

The 21st century has ushered in a new revolution in education leadership structures which have become the occasion of less hierarchical - more flattened, more fluid organizations. Today's management and leadership are driven by relationships that make the most of people's knowledge and enabled by networks with improved connectivity. Changing management structures, flatter organizations and new partnering arrangements implies more roles for 21st Century leader, multiple stakeholders and an increasingly fragmented job where they continually face trade-offs in time, energy and focus. Their challenges include matching their leadership style to a fast-moving, complex, technology enabled education sector; holding multiple points of view without being overloaded; working with others in virtual teams, globally; articulating a compelling future vision; guiding distinct groups of people to deliver education goals. A leader in the 21st Century must of necessity embrace persuasion and negotiation in order to obtain support from those under their supervision. Such leaders must be able to motivate, empower, articulate and innovate. This paper examines and highlights some of the skills. It argues out the necessity of developing and employing these skills in the Kenyan education sector for quality outcomes.